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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.
Note: Missing finding numbers detected: F6
Findings 6 findings
F1
SierraC olle{e Foundationc ould legallyo peratea s an intermediary or$anizationfu ndin$the bond measuresa s definedi n the FPPCln formationM anual D, as advisedb y Gilbert& Associates,G overnm ent FinanciaSl trategfiesl,n c., Dr. Larry Toy (President/CEOF oundationf or California Community Colleges)a nd without objectionf or the CollegeD lstrict's Legalc ounsel,M arion Cantor." We agree with Finding 1. (Continuedo n nextp age...) MorganL ynn,E d.D. lnterim Superintendent/President 5oooR ocklinR oad I Rocklinc e 95677| (grO)7 8r-o54oI fax (9r6) 789-2855 ml ynn @ sierracollege.edu The Honorable FrancesK earney May5 ,2006 PresidingJ udge of the Superior Court Page- 2- CounV of Placer Responsesto Findings (Continued) "The
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Reviewed the 2005/06 Placer County Budget.
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(Continued) The Foundation was consistently open about the donors, posting the names of donors on its website. As soon as questions were raised concerning the committee's non-disclosure, the Foundation again provided all donor information to those requesting it and re-sent the information to the committees for the purpose of ensuring that a full and complete list was availablef or public disclosure. The College Administration and the Foundation believe that the committees involved and their volunteer treasurers were not fully aware of the requi.rementso f campaign reporting disclosure. The College Administration and the "money Foundation believe that the characterizattonor use of the term laundering" is undeserved. Government Code S 84301r equires the disclosureo f the true sourceo f a campaign contribution and the intermediary. In this case,t he inadvertent non, "money disclosureb y the committeesi nvolved was not laundering." We agreew ith Finding 3c.
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The FPPCf iling,e rrorsw ere relativelym inor and easityc oruectableT. he Committeesp romptly made amendedf ilingsto correctlyd isclosed onor names when the errorsw ere found. We agree with Finding 4. RESPONSEST O RECOMMENDATIONS "The
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Reviewed the published reports prepared by the independent auditors subsequent to their audits. NARRATIVE: The Grand Jury participated in interviews with the County Auditor/Controller, her assistant, and a partner with the CPA firm of Bartig, Basler & Ray on several occasions. The reasons for these interviews were to obtain their opinions regarding certain financial information pertinent to the County’s well-being and ability to properly function in performing its many responsibilities for the people of Placer County. We also reviewed the 2005/06 Placer County Budget and the Comprehensive Annual Financial Report for the fiscal year ending June 30, 2005. Additionally, we inquired into the safety and security of the County’s money by reviewing the Audit reports for the fiscal year 2004/05, which were prepared by the independent auditor. FINDINGS:
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has no legally required respondent, but the Grand Jury hopes that the press and the public will take note of it. This page intentionally left blank. APPENDIX 1: THE COMPLAINT 36 A,tnox I(IEIN - l i i:.iI Siera CollegeT rustee Decembe2r 0,2004 i': r i'i i ;,r Mr. McCauley i i . - r, l . i
Recommendations 6
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R159 LIST OF RESPONDENTS RESPONDENT REPORT PAGE Board of the Ackerman Elementary School District Survey of Placer County Charter Schools 43 Board of the Auburn Union School District Survey of Placer County Charter Schools 43 Board of the Newcastle Elementary School District Survey of Placer County Charter Schools 43 Board of the Rocklin Unified School District Survey of Placer County Charter Schools 43 Community Development Resources Agency Findings from Investigation of the Building Department 17 Placer County Animal Control Department Turtlegate and Microchips 27 Placer County Board of Supervisors Tahoe Justice Center 39 Placer County Building Department Chief Findings from Investigation of the Building Department 17 Placer County Counsel Placer County Main Jail 9 Placer County Director of Adult System of Care Review of Placer County Adult Residential Facilities 33 Placer County Director of Health & Human Services Commendable Progress at Public Guardian’s Office 21 Turtlegate and Microchips 27 Review of Placer County Adult Residential Facilities 33 Placer County Director of Personnel Review of Placer County Adult Residential Facilities 33 Placer County Executive Officer Placer County Main Jail 9
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R2ADVANCE RELEASE OF GRAND JURY REPORT DISCLOSURE PROHIBITED PRIOR TO PUBLIC RELEASE Two working days prior to release of the Final Report, the Grand Jury will provide a copy of the portion of the report to all affected agencies or persons. No officer, agency, department, or governing body of a public agency shall disclose the contents of the report prior to its release. TIME TO RESPOND, WHERE AND TO WHOM TO RESPOND Section 933.(c), Penal Code, depending on the type of Respondent, provides for two different response times and to whom you must respond: 1. Public Agency: The governing body of any public agency must respond within ninety (90) days. The response must be addressed to the Presiding Judge of the Superior Court. 2. Elective Office or Agency Head: All elected officers or heads of agencies who are required to respond must do so within sixty (60) days, to the Presiding Judge of the Superior Court, with an information copy provided to the Board of Supervisors. The Presiding Judge of the Placer County Superior Court system is: The Honorable Frances Kearney Presiding Judge of the Superior Court County of Placer 11546 B Avenue Auburn, CA 95603 Also, please send your responses in the form of an original hard copy as well as digital copy on compact disk to the Placer County Grand Jury, addressed as follows: C Avenue Auburn, CA 95603 CALIFORNIA PENAL CODE SECTION 933.05 a. For purposes of subdivision (b) of Section 933, as to each Grand Jury finding, the responding person or entity shall indicate one of the following:
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R3Placer County Executive Officer: Finding 2c; Recommendation 2. This page intentionally left blank. TURTLEGATE and MICROCHIPS PLACER COUNTY ANIMAL CONTROL DEPARTMENT SUMMARY: The Placer County Grand Jury investigated two complaints against the Placer County Animal Control Department (PCACD). The first complaint concerned the actions of an employee who failed to use good judgment in his duties as an officer of the PCACD. This case involved the capture, theft, and subsequent return of a one hundred pound pet turtle. The evidence revealed the employee failed to follow department policy and procedures and was involved in other unlawful acts. These ultimately resulted in his termination. In our report, we refer to this investigation as “Turtlegate”. The second investigation involved a disagreement concerning the use of donated funds. The funds had been donated for the specific purpose of providing microchip identification of animals, but the department was considering using the funds for other purposes. The department subsequently agreed to reverse its position, so the funds were used in the way the donors intended, for microchipping animals placed for adoption. In our report, we refer to this investigation as “Microchips”. The Grand Jury’s investigations have resulted in a specific set of recommendations to to the PCACD for improvements in its practices and policies concerning control of firearms, training for their use, and for the receipt and processing of donations. METHODOLOGY: These complaints were received by the Grand Jury, and we verified that the actions took place within the jurisdiction of the county. We conducted interviews and gathered all available information to establish a comprehensive understanding of the complaints. In our investigation of the lost and found turtle, the Grand Jury took the following actions: • Interviewed the interim manager of the Placer County Animal Control Department. • Interviewed the lawyer from the County Legal Department who was assigned to investigate the accusations listed in the complaint. • Received and reviewed the report issued by the county counsel. • Contacted the Placer County Sheriff’s office to discuss the charges made by the complainant with the investigating detective. • Requested and received a copy of the detective’s investigation and arrest reports. In our second investigation, dealing with the donated money not assigned to the intended microchipping, the Grand Jury took the following actions: • Interviewed the interim manager of the Animal Control Department and the assistant director from the Department of Health who oversees the department. • Interviewed the complainant to better understand the background of the private animal protection group and their fund raising activities. • Interviewed an associate of the complainant who assisted in the writing of the complaint. • Thoroughly reviewed all attachments to the complaint. NARRATIVE/FACTS: Investigations into these two complaints revealed that personnel had failed to use good judgment in carrying out duties, and as a result, public trust was damaged. The PCACD is the responsible agency for the control, housing, health and adoption of stray animals within Placer County. Outside assistance from private groups such as the Placer Animal Coalition alliance and SPCA assist in various activities with these animals. In Placer County, the SPCA is very active in providing an animal shelter in the Roseville area. All cities within the county have a responsibility to provide for the management and control of domestic animals either through staff assigned to City Police Departments, by city law enforcement officers or by contract with the PCACD. Private groups are very supportive in the health and care of lost or abandoned domestic animals. There are a number of state laws and county/city ordinances that specify the handling, health care and general care of animals while in the control of the County and voluntary groups. Turtlegate The first complaint involved the loss of a one hundred pound pet turtle. The lost pet was found by a Placer County Animal control officer who took the pet to his home with the stated intent of adopting it as his own. This was done without supervisor approval or the completion of required documentation. The pet owner persisted in looking for the turtle, and this alerted the animal control officer. He contacted the legal pet owner and demanded money (five hundred and ninety nine dollars) for return of the pet. Following the filing of the complaint and subsequent investigation by the Placer County Sheriff Department and the PCACD, the employee was relieved of duty and subsequently terminated. During this investigation a potentially serious matter was reported by the complainant. The Animal Control Officer had placed his sidearm on a table and this caused the complainant to be concerned and intimidated. The Grand Jury reviewed this with other agencies involved in animal control to assess the wisdom of allowing sidearms to be carried by animal control officers. The agencies’ responses indicated that the preferred policy is to keep firearms in the animal control vehicles. This was discussed with the new interim manager. We are pleased to report that the new interim manager had already started action to remove sidearms and place long guns in a locked compartment within the animal control vehicles. One additional issue was found in the interviews involving the firearms training of animal control staff. The California Penal Code requires that field staff that handle fire arms be trained in accordance with Penal Code Section 832. Our 28 investigation revealed that this had not occurred with the Placer County Animal Control field staff. Thus, in the Grand Jury’s Turtlegate investigation, the facts are as follows: • There was sufficient evidence uncovered by the Placer County Animal Control Manager and the Placer Sheriffs Department to justify the termination of the employee for cause. • The pet turtle was returned to the rightful owner and all monies taken under fraudulent pretenses were returned to the complainant. Requiring that firearms be secured in the vehicles is a step in the right direction. Training of field staff to include Penal Code Section 832 Qualification has not occurred. Microchips The Microchips complaint arose when a nonprofit alliance group raised and donated funds for the explicit use of microchipping of animals prior to adoption. Microchipping of pets at the time of adoption is a permanent method of identification and has been used by a number of agencies for the last three to four years. Microchips have proven to be a successful means of increasing the return rate of lost pets. Historically dogs and cats that are adopted from shelters are disoriented in their new surroundings. Consequently, a large majority of recently adopted animals become lost in the first days or weeks following their adoption. As a result, animals with no information on them fail to get back to their owners. A new temporary manager in PCACD made the decision not to honor the special conditions placed on the donated funds. This was based on his opinion that there was no written agreement with the county, and, as a result, the donated funds were being redirected to other than the purpose intended by the donor. In investigating this complaint, we contacted both County Counsel (for its opinion regarding written versus verbal agreements) and the County Health Department, which is the controlling agency overseeing the PCACD. Our investigation revealed that: • There was a representative from Animal Control present at a fund raising activity. This, together with copies of e-mails from the alliance to animal control clearly indicated they had donated the funds for the sole propose of microchipping of adopted animals. • The response from the County Counsel was inconclusive. However, counsel believes that as a good faith gesture the verbal agreement should be honored. 29
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R4AUBURI{ AREA RECREATIOND ISTRICT IMMEDIATE /,S,SUE,S IT{TERIM REPORT PLACERC OUI{TY GRAND JURY 2005-2006 January 5o2 006 PL,A,.CE R C OUNTY GRAh{D JI.IRY (530) 889-7469 FAX (530)8 89-7447 MailingA ddress: 11 490C AvenueA, uburnC, A 95603 Januar5y, 2006 The 2005-2006P lacer County Grand Jury is issuing an Interim Reportr elatedt o the culrent situationa t the Auburn RecreationD istrict. This Interim Report is part of an ongoingi nvestigationo f Auburn RecreationD istrict by the Grand Jury. It is being issuedb ecauset he Grand Jury believess pecifica ctionss houldb e takeni mmediately. Sincerely, tu@ PaulR idgewayF, oreman 2005-2006P lacerC ountyG randJ ury Placer County Grand Jury IMMEDIATE ISSUES INTERIM REPORT Auburn Recreation District (ARD) SUMMARY: The District Administrator of the Auburn Recreation District (ARD) has presented the Board with a draft of a new employment contract. This contract was discussed by the Board at its closed session meetings in November and December without resolution. Earlier, in 2004, the District Administrator had filed claims against the Board alleging violations of his rights as an employee, and the status of those claims is a matter of debate. Some Board members believe that offering to abandon the prior claims is being used as leverage by the District Administrator to gain a new contract. All of this has received substantial publicity in the Auburn community including several articles in local newspapers. The Placer County Grand Jury, having monitored ARD for the past three years, has chosen to investigate this matter and to publish a formal Interim Report. Based on our investigation, we find that a new contract should not be considered at this time, and we recommend that the Board cease considering it. Further, we recommend that the Board and the District Administrator make every attempt to put their differences behind them in order to provide cohesive and effective leadership for the District. The Board should clearly state its rejection of prior claims by the District Administrator. We also recommend that all involved in closed session meetings adhere to their legal responsibilities under the Brown act. BACKGROUND: The Placer County Grand Jury has maintained cognizance of ARD for the past several years. Each year’s final report has included findings and recommendations regarding ARD. Although ARD has been generally responsive to Grand Jury recommendations, some problems persist as evidenced by the on-going negative attention given to ARD in the community and in local newspapers. The ARD Board and the District Administrator have continued to have difficulty conducting themselves as an effective team. Their divisiveness is apparent to anyone who attends an ARD monthly public meeting. By state law, the Grand Jury makes the results of its investigations known by the means of a Final Report published in June of each year and where circumstances demand, Interim Reports published at any time. All reports are structured in the form of facts derived from investigation, findings based on those facts and related experience, and recommendations made to appropriate public officials. Each report identifies respondents who, by law, must respond in writing indicating agreement, disagreement, and resulting actions. This is an Interim Report whose necessity is dictated by the unresolved discussion by the ARD Board of a proposed new contract for its District Administrator. This item has been under discussion at ARD Board closed session meetings for the past three months. It has Placer County Grand Jury become an increasingly contentious matter among Board members and has led to strong negative comments concerning ARD in the local press. The matter is clearly detrimental to the effective functioning of the ARD. Thus, the Grand Jury has chosen to prepare an Interim Report. Our facts, findings, and recommendations are reported below. METHODOLOGY: The 2005-2006 Grand Jury is continuing to monitor ARD and anticipates that a new set of overall findings and recommendations will be made in this year’s final report. Toward that end, members of the Grand Jury attend every public Board meeting. Each meeting agenda and report is read and discussed. The Grand Jury has conducted interviews with the Board and others using carefully prepared sets of questions. NARRATIVE/FACTS: The facts related to the consideration of a new contract for the ARD District Administrator are presented in three sections: A: Facts Preceding the Presentation of the Proposed Contract to the ARD Board; B; Facts Regarding the Content of the Proposed Contract; and C: Facts Following the Presentation of the Proposed Contract to the ARD Board. A. FACTS PRECEDING THE PRESENTATION OF THE PROPOSED CONTRACT TO THE ARD BOARD Following are facts that occurred before the presentation of the proposed contract to the ARD Board. The source of these facts are previous Grand Jury Reports concerning ARD, observations of Grand Jury members from attending ARD public board meetings, and Grand Jury interviews of ARD board members and the district administrator. 1. The District Administrator currently serves under a contract, which expires in 2008. 2. He filed two complaints against the ARD board in 2004. These complaints alleged violations of his rights as an employee. They named both the board as a whole and Directors Holbrook and Kirby as individuals. 3. Under normal legal process, the Board had a specified period of time to respond to these complaints. If rejected, then the District Administrator had a specified period of time to press his claims through the courts. If suit was not filed before the end of that period of time, then under law his right to sue expires. 4. The ARD Board’s response to the claims was not precise. That has created a situation in which both the board and the District Administrator are uncertain of his right to sue. He maintains that his right remains open. Some board members hold that the claims were all rejected and his right to sue has expired. Others are uncertain. 5. Some present and past board members have admittedly favored termination of the District Administrator. This has created a situation Placer County Grand Jury of tension between the District Administrator and the Board that has been evident at every recent board session and by the testimony of all concerned to the Grand Jury. 6. The District Administrator has sought to resolve his situation by proposing and drafting a new contract. 7. The draft of a proposed new contract was distributed at the closed session of the November 2005 Board meeting. B. FACTS REGARDING THE CONTENT OF THE PROPOSED CONTRACT Following are facts concerning the content of the proposed contract. The source is a copy of the draft. a. The period of the contract is July 1, 2005 to October 31, 2013, a period of 8 years, 4 months. b. The initial salary is $89,758 with an annual cost of living increase of 2% (or by the amount of the percentage increase in the consumer price index for urban areas), plus a 5% - 10% annual merit increase. c. There is no provision for a cost of living decrease nor for an annual merit review of less than 5%. d. Thus, for example, if the annual cost of living were 2% and an annual merit increase of 7.5% were granted, the annual salary by year would be: July 1, 2005 - $89,758; July 1, 2006 - $98,285; July 1, 2007 - $107,622; July 1, 2008 - $117,846; July 1, 2009 - $129,041; July 1, 2010 - $141,299; July 1, 2011 - $154,723; July 1, 2012 - $169,422; July 1 thru -October 31, 2013 - $46,379. This amounts to an aggregate basic salary of $1,054,375 not including any fringe benefit costs. e. The proposed effective contract date would include retroactive compensation from the date of contract signing to July 1, 2005 – a period of at least seven months with a cash value of more than $50,000. f. The contract requires that ARD pay for medical, dental, vision, and short and long term disability for the District Administrator and his dependents, or at his option he could elect to be paid in cash for the annual costs of these benefits. In addition, $50,000 in life insurance benefit is specified. The grand jury has not attempted to estimate the annual and aggregate costs of these benefits, but they would be substantial. g. ARD is required to annually reimburse him for his employee contribution to PERS and in addition to match his contribution by a like amount into a tax deferred account. The grand jury has not attempted to estimate the annual and aggregate costs of these benefits, but they would be substantial. h. ARD is required to provide a district vehicle for his unlimited use within a 100-mile radius of the district and beyond 100 miles with notification to the Board. There is no provision for the board to limit use beyond 100 miles even when notified. i. ARD is required to reimburse him for all costs and expenses for him to attend any accredited college or university up to and including a master’s degree in a related field. Placer County Grand Jury j. There are additional provisions for reimbursement of expenses at professional meetings at local, state, or national levels and for membership expenses in service organizations. k. The initial paid vacation allowance is 18 days per year increasing to 25 days per year on February 1, 2008. An additional 12 days of paid discretionary leave days is granted. An additional 12 days of sick leave time is granted. In sum, these vacation, discretionary, and sick leave days total 49, or 9.8 workweeks after February 1, 2008. He may elect at any time to take cash in lieu of unused vacation or discretionary time. l. In the event of termination for by the Board or upon his 60 day written notice, the contract provides that “during the remaining time of this contract plus two years, the District Administrator will be paid at the same rate and benefits as provided by this contract. In other words, it is within the scope of the contract as written that he could give 60 days notice the day after the contract was signed and ARD would still be financially obligated to him until October 31, 2015 In summary, the contract specifies an ARD obligation to the District Administrator that would exceed $1.5 Million over a period of 10 years, 4 months. C. FACTS FOLLOWING THE PRESENTATION OF THE PROPOSED CONTRACT TO THE ARD BOARD Facts following in time from the presentation of the proposed contract to the board are listed below. The sources are interviews with all board members and the District Administrator, citizen complaints filed with the grand jury, and observations by grand jury members attending ARD board meetings. 1. The proposed contract has been an agenda item for the closed session of the monthly ARD meeting in both November and December. 2. No resolution of the matter has been made. 3. Board members are uncertain as to the positions on the new contract of other board members. 4. Some board members believe that the District Administrator is attempting to use the possibility of pursuing his claims in court and the naming of individual board members as plaintiffs as leverage to gain approval of a new contract. 5. The tension surrounding this matter has materially affected the Board’s ability to function as a cohesive group. 6. Details of the proposed contract have appeared in the local press suggesting the possibility that one or more closed session attendees have violated the Brown Act provisions regarding public disclosure of closed session content. 7. Two board members took the extraordinary step of addressing the board as members of the public during the public comments agenda item of the December Board meeting. Some board members have filed complaints with the Grand Jury concerning issues involving the proposed contract. Placer County Grand Jury FINDINGS: Based on the facts presented above, the 2005-2006 Placer County Grand Jury makes the following findings with respect to the matter of a proposed new contract for the District Administrator and the ensuing public discussion. 1. This year’s Grand Jury believes that there is no circumstance in which it is advisable to allow an employee to draft his or her own employment contract and under no circumstances should such a draft be considered as a basis for contract discussion or negotiation. 2. We find that there is no logic which would permit an employee’s legal complaints to be any basis whatsoever for considering a new contract. The two matters must be maintained as separate and distinct. 3. The proposed contract extends far beyond the term of any current board member. It would be poor practice to award a new contract that obligates future boards when it is impossible to understand if that action will cause great harm to the budget process of those future boards. The uncertainty of future income and the uncertainty as to the need in the future for ARD to have an executive director are unknown at this time. 4. Considering that the District Administrator is currently under a contract not expiring until 2008, there is no apparent need to consider an extension or modification at this time, especially considering the tenuous relationship between the District Administrator and the Board. 5. The draft contract presented by the District Administrator requests compensation far beyond the value of the position. 6. The termination provisions are almost certainly illegal under state law in exceeding the maximum allowable 18-month severance compensation. 7. Continuing consideration of this matter in ARD Board closed session meetings has been divisive and an impediment to the Board’s effective direction of ARD. 8. There is a likelihood that the content of closed session meetings of the ARD Board regarding the proposed contract has been disclosed to local newspapers either by one or more meeting attendees or through intermediaries. Such disclosures, if they in fact occurred, are a violation of the Brown Act, Section 54963, and are subject to legal remedies. Placer County Grand Jury RECOMMENDATIONS: As noted previously, the Grand Jury anticipates that it will continue to investigate ARD and to report its overall findings and recommendations. This report addresses only the immediate questions of considering a new contract for the District Administrator and the public disclosure of the proposed terms. Thus, the Grand Jury makes the following recommendations at this time 1. All discussion and consideration of a new contract for the District Administrator should cease. 2. The Board should document and state clearly in writing to the District Administrator that it has rejected all of his claims. If he then chooses to resign or to pursue the matter by other legal means, that is his decision. 3. The Grand Jury urges all board members and the District Administrator to put personal agendas and differences behind them and to make a conscientious and sincere attempt to begin to work together as an effective team. Anyone who cannot with clear conscience adhere to this recommendation and act accordingly should resign in the best overall interest of ARD. The Grand Jury reminds all participants in closed session meetings of the ARD Board that the proper avenues under the law for strong disagreement with meeting content are the Grand Jury and the District Attorney. We offer no sympathy to anyone who has chosen, out of disagreement with other members of the board or the District Administrator, to violate the law governing the conduct of elected boards. Such actions run the risk of further diminishing ARD’s reputation and of subjecting ARD and individual members to liability.
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R5The then acting PCACD manager failed to use good judgment in dealing with the funds donated by the voluntary animal alliance group.
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R7This has been resolved and the donated funds are now identified for the sole purpose of animal identification using microchips. The 2005-2006 Grand Jury believes that special recognition should be given to private nonprofit organizations that do an outstanding job in animal protection and adoption within Placer County. RECOMMENDATIONS: The Grand Jury recommends that the following actions be taken by the Placer Animal Control Department:
Conclusions 28
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CL1Can check out car from City carpool
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CL2Mayor receives $150.00 /month
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CL3Mayor receives an additional $150.00/month 15 This page intentionally left blank. 16 FINDINGS FROM INVESTIGATION OF THE BUILDING DEPARTMENT PLACER COUNTY BUILDING DEPARTMENT SUMMARY: The Placer County Grand Jury conducted a comprehensive investigation into the operations of the Placer County Building Department. This department has the important responsibility of inspecting and approving building construction drawings, issuing building permits and collecting permit fees. During construction, field-staff perform on- site inspections to verify compliance with approved drawings and building codes. Our investigation disclosed a number of operational problems that management should solve to allow the department to operate at optimum efficiency. During interviews of department personnel we noted morale problems that management has not acknowledged. Additional staff training is needed to take full advantage of new automation programs developed for the department. We noted variations in the fees collected for building permits. There is a need to implement both internal and external auditing procedures. METHODOLOGY: The Grand Jury undertook an investigation of the Building Department to determine whether there was operational compliance with County building code requirements and to evaluate how well the citizens of Placer County are been served. To begin this investigation, members of the Grand Jury reviewed samples of planning calculation work sheets, and building code requirements. We also conducted extensive management interviews. A comprehensive list of questions was developed, regarding the following: • Questionable entries were made on building plan worksheets. Specifically building permit fee calculations exceeded the permit fee percentage normally used. • There was a lack of consistency in employee responses and understanding of assigned duties. Questions addressed employment history, training, county policies, department policy and job duties. The Grand Jury conducted interviews with the majority of department staff members including first line supervisors, department managers and the department chief. 17 NARRATIVE: The building department requires a mix of skills to accomplish its tasks of plan checking, issuing building permits and on-site follow-up to assure building code compliance. Employees have extensive backgrounds in building/construction fields, some training in civil engineering, and are required to hold a State of California Certificate of Registration as an Inspector. This certificate is issued by the International Conference of Building Officials. Registration as a licensed architect or professional civil engineer may also be accepted as evidence of technical qualifications. In 2005 private and commercial building construction in Placer County was very active. The department workload was high and also because of the shortage of staff, management had decided to limit those scheduled for training in the new computer “PLUS” system designed to improve the accuracy of plan check calculations and fee collection accounting. Communication within the organization had become a problem. Management stated that to its knowledge there was no dissatisfaction and that morale was at a high level. To the contrary, a number of staff members stated, morale was at an all time low. They were concerned that management had issued directives that caused problems. One example given was a directive that plan checkers were to stop reporting non-county code related errors or omissions found on building plans. However management asserted this was not true. Its supervisors gave conflicting testimony regarding reporting structure, assignments and responsibility for employee performance reviews. Some staff members reported that frequent organizational changes, promotions and inconsistent direction resulted in disharmony. Supervisors gave conflicting testimony regarding structure, assignments and responsibilities for employee performance reviews. Internal procedures for monitoring work accuracy and quality are unclear. Each plan checker is responsible for his or her own work without oversight. This permits employees and management to disregard the County’s policy concerning permit fee charges. These variations in the percentage calculation resulted in permit fee overcharges in some cases, verifying that there is no internal procedure to audit for errors Therefore, there is no attempt to offer refunds for overcharges or if the reverse is true, to seek additional fees. One example brought forward during the interview with the department manager involved the overcharging on a commercial permit for a small building expansion. His response was that the normal permit fee calculation percentage was too low to cover field inspection costs. Therefore a higher fee was charged. This is not consistent with building department informational handouts or written County policy. 18 FINDINGS: The Grand Jury finds:
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CL4PGO had a history of hiring inexperienced Supervisors who required basic PGO training. To remedy those findings the Grand Jury recommended:
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CL5Client medications require professional medical supervision. Prescriptions may be changed as much as 3-4 times weekly as doses and types are adjusted to meet the clients’ needs.
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CL6Rosewood staff testified that the facility operates very much like a hospital and should meet the same standards. (A hospital of comparable size and services would be required to have 4 nurses.)
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CL7The current supervising nurse at Rosewood testified that she works an average of 70 hours a week attending to client needs.
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CL8In addition to nursing duties, she also grocery shops at Sam’s Club and serves as dietician for the facility.
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CL9This facility currently has only one apartment scale washer and dryer for all 15 clients’ laundry needs (clothing and bedding). The facility had a commercial scale washer, but it broke two years ago and has been deemed un-repairable by the County Maintenance Department. Therefore the supervising nurse sometimes takes the clients’ laundry home to wash and dry it on her own time.
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CL10Staff at Rosewood is inadequate to support preparing documentation of the variety of health forms required for reimbursement from Medicare, Medicaid, etc.
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CL11Rosewood currently has a transport van that carries 12 persons. This is inadequate for group outings that should include all 15 live-in clients plus staff.
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CL12The facility was clean but in need of repairs in the kitchen high traffic areas (flooring separating at the seams). 35 CYPRESS HOUSE The Grand Jury toured Cypress House at the Dewitt Center. It is an aging facility in need of many repairs (leaking sinks, roaches, uneven floors, poorly sealed windows, moldy carpets, etc.) and unofficially scheduled to be replaced around 2010. Cypress House is licensed as an “Adult Residential Facility”, housing up to 15 patients who are free to come and go as they choose. Four full-time staff members are assigned as House Managers. An additional 3 full-time and 16 extra-help staff are allocated. The average age of the patients is about 40. At least 50% of the cases are directly or indirectly drug related. Methamphetamine use is a growing problem. This facility has two staff psychiatrists who prescribe medications, although Cypress House is not licensed to administer drugs. This creates a situation in which all medications must be taken by the patient without staff intervention (i.e. for shots or any other direct contact). While the Client Services Supervisor’s view is that in some ways the quality of MHS care has improved in the last two years (better identified needs, use of the “recovery model”, employment/job training), he also echoed the understaffing concerns we heard at Rosewood, acknowledging that caseloads are skyrocketing. At the time of our tour, Cypress House was understaffed by 5 positions. Significant problems arise when two or more staff members are on leave or vacation, leaving them shorthanded and overworked. It takes several months to develop interview lists and significant time to interview and hire. In addition, there is a lengthy gap between hiring and sufficient training. Partly in response to funding and staffing limitations, but also due to changes in treatment practices, they are trying to do more and faster patient discharges “to the street”. The average patient stay has been reduced from 90 days (less than a year ago) to 40 days currently. We cannot objectively judge if this is in the best interest of the patient, but with such a dramatic shortening of treatment in such a short time and under budget constraints, sufficient patient recovery is questionable. The Client Services Supervisor emphasized a focus on teaching the patients to become self-sufficient: how to clean their rooms, how to plan and prepare nutritious meals, how to go shopping for their food, how to do their own laundry. This facility has a working washer and dryer and an ironing board for the patients’ laundry needs. Each patient has a daily list of chores in addition to his psychiatric or counseling sessions. Unlike the Rosewood Facility, Cypress House has regular, continuing contact with the ASOC Director, seeing her 2-3 times per week. However, at both facilities the staffing shortage was their number one priority. 36 COUNTY PERSONNEL REPLACEMENT POLICIES Because several staff members had reported that they believe the cause of chronic understaffing is due to county policies precluding prompt recruitment of replacements, we interviewed the County Personnel Director. We learned the following facts from her.
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CL13The warehouse, which at last year’s first review was disorganized and unprotected, now has a proper building of its own to store labeled, shipping boxes (instead of grocery bags) containing clients’ personal belongings, with various locked rooms set aside for specific uses. Interviews revealed an ongoing staff shortage that was resolved only briefly, and they still face problems finding qualified applicants. Filing of many boxes of closed cases was finally accomplished, but volumes of current cases remain to be done with a single person assigned to the task in addition to her regular duties. Placer County has a growing client demand combined with fixed budgets or budget reductions in many departments. In the PGO, the ratio of clients to social workers has recently increased from 60/1 in February to 70/1 in March with no plans for increased staffing in the near term. This is already well above the state average caseload of 50-55/1. But beyond that, this 17% increase in caseload can have dramatic effects considering the wide range of highly demanding requirements of the assigned social workers. They must check on clients at least three times a year, pay their bills, fill out insurance forms, ensure clients receive proper medications, and tend to many of their personal needs. Some clients require considerably more care and many reach the point of needing a thorough evaluation to determine if they qualify to move to assisted living, another time-consuming process. In addition, when clients die, the PGO sends staff to help dispose of their belongings and close up their homes. Visiting an uninhabited home alone is a potentially dangerous practice, so it is in the best interest of the caseworker and the PGO to send pairs to perform this task. In many cases it has been difficult to find two staff members free to carry out these jobs, so a caseworker has, from time to time, accepted an inmate or MHS client as a partner. Clearly this is a dangerous practice, opening the department to liability if items disappear or the partner’s behavior becomes problematic far from any support. The PGO’s staff shortage resurfaced with the impending retirement of two experienced staff workers. The staff shortage has been severely aggravated when one staff worker retired in April with an accrued 10 weeks of vacation. Although County personnel policy 23 permits hiring replacements before all the vacation pay and sick leave have been paid out, active planning is needed to avoid staffing gaps. Understaffing is a significant and continuing problem for the PGO. Because several staff members had reported that they believe that the cause of understaffing is due to county policies precluding prompt recruitment of replacements, we interviewed the County Personnel Director. We learned the following facts from her.
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CL14Fully Paid No No Yes No No No
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CL15Contribution No No Yes 1% (7) No No No H: City Vehicle Yes (6) No No No No No
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CL16Management should adopt a more open communications environment.
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CL17A “fast-track” schedule should be implemented for training staff on the new automated “PLUS” system, to reduce errors and improving account auditing.
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CL18A workable Quality Assurance plan should be developed for the auditing of internal activities to assure work accuracy and calculation of building permit fee charges. This plan should include periodic external audits.
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CL19After 12 years @ 2.7 % at 55 years
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CL20The accomplishments of the Rocklin Academy, the Maria Montessori Charter Academy, and Horizon Instructional Systems validate the value of the charter school concept in providing parents and students with alternative approaches to education.
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CL21The demonstrated academic attainments of the students of the Rocklin Academy are exceptional. Its focus on achieving world-class performance utilizing the Core Knowledge Sequence Curriculum is particularly worthy of note.
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CL22The Montessori method has been a legitimate choice for parents in the United States for over forty years. The Maria Montessori Charter Academy is making the contribution of providing this method to students in a public school context.
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CL23Especially in Placer County and adjacent counties, many parents prefer to home school their children arising from family values perspectives. The Horizon Instructional Systems is thus fulfilling a significant need.
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CL24The adoption of charters by the Newcastle Elementary School District and the Ackerman Elementary School District was a transparent attempt to exploit the Charter Schools Act to achieve a purpose for which it was not intended, namely to allow unrestricted interdistrict transfers.
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CL25The Superintendent of Schools of Placer County recognized the illegitimacy of the Bowman and Newcastle Charter Schools, and attempted unsuccessfully to gain California Department of Education attention to the matter virtually as soon as these charters began to operate.
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CL26The Newcastle and Ackerman Districts felt forced to adopt charters arising from a restrictive interdistrict transfer policy adopted in February 2005 by the Auburn Union School District. 57
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CL27There is a likelihood that the content of closed session meetings of the ARD Board regarding the proposed contract has been disclosed to local newspapers either by one or more meeting attendees or through intermediaries. Such disclosures, if they in fact occurred, are a violation of the Brown Act, Section 54963, and are subject to legal remedies. Placer County Grand Jury
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CL28disclosrres, if in fact occure4 qppeart o be in violatisn ofthe Bm-rrmA c! Section 54963" Response: I partially disagreew ittr this fioding. Since no examples of what may have been disclosedt o the pap€r, I can not agreet o this finding. Further,I am not surethat any'confiidential informatiort''as described in Govt. Code 54963w as disclosedp er find.ing8 . coNqr-usroNstfs gcolslENpAlrgNs "AlI l) discassions and consideration of anew contractfor the District " Adminisff ator should ce ase Action: The recommendationw as implenaentd The o<isting conhact for IvIr. Grenier, the person in questioq wasbought out-he no longerworks for ARD. "