Gran Jurado del Condado de Riverside
2002-2003
Hallazgos & Recomendaciones
6 hallazgos
F1:
In late 2002, more than 70 horses were seized from one location because of allegations that the animals were suffering severe neglect. The horses were turned over to DAS for care at a temporary animal shelter in Nuevo. The unexpected and unbudgeted cost to DAS is estimated to be $100,000 before the horses may be available for adoption or moved in a legal manner.
F2:
The DAS must cope with situations involving groups of large animals (such as horses or cattle) on an average of four to five times per month. This includes cattle that stray onto a highway or horses that are malnourished and suffering from neglect. Training is sporadic as incidents occur.
Recomendaciones relacionadas (1)
R1:
Provide permanent training to the schedule for Animal Control Officers (ACO) in the handling of multi-animal incidents involving large animals (such as cattle and horses) and ensure that stock trailers are always maintained in proper operating condition.
F3:
The DAS owns four stock trailers that can transport large animals. Parts of this equipment (such as loading ramps) have not always been in safe operating condition.
Recomendaciones relacionadas (1)
R1:
Provide permanent training to the schedule for Animal Control Officers (ACO) in the handling of multi-animal incidents involving large animals (such as cattle and horses) and ensure that stock trailers are always maintained in proper operating condition.
F4:
According to the Director of the Center for Equine Health at U.C. Davis, “West Nile Virus is expected to be a threat throughout the state this summer.” The virus may be lethal to horses and is spread by the bite of an infected mosquito. The cost for vaccinating a horse for West Nile Virus is between $75 - $100 for the set of two shots.
Recomendaciones relacionadas (2)
R2:
Inform the horse owners in Riverside County of the serious dangers of West Nile Virus, provide information on the need for vaccinating, and be prepared to participate in control or eradication programs with other county and state agencies. Information should be provided on the DAS website and/or newspaper articles.
R3:
Vaccinate all horses and mules under the control and care of the DAS for West Nile Virus. 3
F5:
The DAS states that informing students (K-12) about the responsibility of caring for animals often aids in reducing problems of animal abuse and over population.
F6:
Each year taxpayer money is spent to cope with pet over- population problems. Increased public awareness for the spay- neutering of pets will result in fewer unwanted animals and eliminate the need to euthanize. 2
Hallazgos & Recomendaciones
6 hallazgos
F1:
In late 2002, more than 70 horses were seized from one location because of allegations that the animals were suffering severe neglect. The horses were turned over to DAS for care at a temporary animal shelter in Nuevo. The unexpected and unbudgeted cost to DAS is estimated to be $100,000 before the horses may be available for adoption or moved in a legal manner.
F2:
The DAS must cope with situations involving groups of large animals (such as horses or cattle) on an average of four to five times per month. This includes cattle that stray onto a highway or horses that are malnourished and suffering from neglect. Training is sporadic as incidents occur.
Recomendaciones relacionadas (1)
R1:
Provide permanent training to the schedule for Animal Control Officers (ACO) in the handling of multi-animal incidents involving large animals (such as cattle and horses) and ensure that stock trailers are always maintained in proper operating condition.
F3:
The DAS owns four stock trailers that can transport large animals. Parts of this equipment (such as loading ramps) have not always been in safe operating condition.
Recomendaciones relacionadas (1)
R1:
Provide permanent training to the schedule for Animal Control Officers (ACO) in the handling of multi-animal incidents involving large animals (such as cattle and horses) and ensure that stock trailers are always maintained in proper operating condition.
F4:
According to the Director of the Center for Equine Health at U.C. Davis, “West Nile Virus is expected to be a threat throughout the state this summer.” The virus may be lethal to horses and is spread by the bite of an infected mosquito. The cost for vaccinating a horse for West Nile Virus is between $75 - $100 for the set of two shots.
Recomendaciones relacionadas (2)
R2:
Inform the horse owners in Riverside County of the serious dangers of West Nile Virus, provide information on the need for vaccinating, and be prepared to participate in control or eradication programs with other county and state agencies. Information should be provided on the DAS website and/or newspaper articles.
R3:
Vaccinate all horses and mules under the control and care of the DAS for West Nile Virus. 3
F5:
The DAS states that informing students (K-12) about the responsibility of caring for animals often aids in reducing problems of animal abuse and over population.
F6:
Each year taxpayer money is spent to cope with pet over- population problems. Increased public awareness for the spay- neutering of pets will result in fewer unwanted animals and eliminate the need to euthanize. 2
Hallazgos & Recomendaciones
5 hallazgos
F1:
Under current code there is no specific guidance addressing responsibilities for the auditing of LAFCO.
Recomendaciones relacionadas (1)
R1:
The Commissioners coordinate with the Riverside County Auditor-Controller to establish procedures for annual/biennial audits with a determination of who initiates these audits.
F2:
The Riverside County LAFCO has not been financially audited for 12 years.
Recomendaciones relacionadas (1)
R2:
A financial audit of Riverside County LAFCO be performed immediately.
F3:
The Commissioners have not provided sufficient oversight on financial matters; however, there is no indication of misuse of funds.
Recomendaciones relacionadas (1)
R3:
The Commissioners become more involved in the financial process of LAFCO.
F4:
Payment vouchers require only one individual’s signature regardless of amount.
Recomendaciones relacionadas (1)
R4:
The Commissioners establish a dual signature requirement, with at least one alternate signer, for vouchers over a specified amount to be determined by the Commission.
F5:
There are no written policies or procedures relating to the operations of LAFCO, as required by California Government Code Section 56300. This code states that the intent of the legislature was for this to be accomplished not later than January 1, 2002.
Recomendaciones relacionadas (1)
R5:
Establish a policies and procedures manual, as required by code, with specific written policies, including procedures for proper control of financial issues. 2
Hallazgos & Recomendaciones
5 hallazgos
F1:
Under current code there is no specific guidance addressing responsibilities for the auditing of LAFCO.
Recomendaciones relacionadas (1)
R1:
The Commissioners coordinate with the Riverside County Auditor-Controller to establish procedures for annual/biennial audits with a determination of who initiates these audits.
F2:
The Riverside County LAFCO has not been financially audited for 12 years.
Recomendaciones relacionadas (1)
R2:
A financial audit of Riverside County LAFCO be performed immediately.
F3:
The Commissioners have not provided sufficient oversight on financial matters; however, there is no indication of misuse of funds.
Recomendaciones relacionadas (1)
R3:
The Commissioners become more involved in the financial process of LAFCO.
F4:
Payment vouchers require only one individual’s signature regardless of amount.
Recomendaciones relacionadas (1)
R4:
The Commissioners establish a dual signature requirement, with at least one alternate signer, for vouchers over a specified amount to be determined by the Commission.
F5:
There are no written policies or procedures relating to the operations of LAFCO, as required by California Government Code Section 56300. This code states that the intent of the legislature was for this to be accomplished not later than January 1, 2002.
Recomendaciones relacionadas (1)
R5:
Establish a policies and procedures manual, as required by code, with specific written policies, including procedures for proper control of financial issues. 2
Hallazgos & Recomendaciones
9 hallazgos
F1:
The District and Association have different organizational structures and constituents, and are chartered under different state codes. District board members were not elected to the Association Board in accordance with Association bylaws.
F2:
Since the resignation of its board in February 1992, the Association has had no elected directors. The District Directors have acted as agents for the Association since that date. The agreement indicated that the agency was intended to be only for a transitional period of time.
Recomendaciones relacionadas (2)
R2:
A meeting of the Association members be convened by the District board (as agent) to approve or disapprove the conveyance of the hospital to the District and to elect a board of directors in accordance with its bylaws.
R3:
If the conveyance is approved, the paperwork should be completed to transfer title to the District and the board should consider the possibility of dissolving the Association. If the conveyance is not approved, the appointment of the District as agent for the Association should be revoked.
F3:
The Association is still recorded as the owner of the hospital.
F4:
The terms of the original lease required Brim, Inc. to pay a special one-time payment of up to $400,000 toward the liabilities of the Association.
F5:
The District receives annual tax revenue of approximately $60,000 plus about $8,000 from the Blythe Redevelopment Agency. After paying District expenses, the balance is used for hospital maintenance and capital improvement.
F6:
Contact from constituents of both the District and Association is difficult because neither has a permanent office or telephone.
Recomendaciones relacionadas (2)
R4:
Minutes and fiscal records be kept current and retained in good order at a permanent location.
R5:
The Association and the District maintain separate mailing addresses and telephone systems for contact by the public. 3
F7:
The renewal of the lease in 2001 was signed by the District board president acting as agent for the Association. No board gave any District board member the authority to sign the lease agreement, which raised a question as to its legality.
Recomendaciones relacionadas (1)
R1:
Legal opinion be obtained to determine the validity of the renewed lease and to suggest solutions to the current issues under contention.
F8:
Interviews with several former and current District board and Association members revealed that they are unaware of the Association’s mortgage, its balance, debt service, or even the name of the lien holder. 2
F9:
PHC is paying $103,000 a year to the lien holder on an unpaid balance of slightly more than $1,170,000. The five percent loan is currently being reduced by about $40,000 per year. At the current rate of pay down, the Association will be in debt for approximately 17 more years.
Hallazgos & Recomendaciones
16 hallazgos
F1:
Three options available prior to the expiration of the contract are: ¨ Activate the first of the two three-year extensions ¨ Renegotiate the terms of the contract with AMR ¨ Give notice of intent not to renew and publish a Request for Proposal (RFP) for a new contract.
F2:
The Riverside County EMS Agency Protocol, Policy and Procedure Manual places the responsibility to “conduct disaster planning and coordination” upon EMS.
F3:
The contract, , paragraph 1.3, requires the County to incorporate the operation of the Contractor as an exclusive emergency ambulance provider into the County’s ALS, disaster planning programs, and trauma systems. The office of the Riverside County Fire Department was not included in the development of this contract.
Recomendaciones relacionadas (2)
R2:
Riverside County Fire Chief or his designee be included in any ambulance contract renegotiation process.
R7:
EMS delete the word “exclusive” from , paragraph 1.3 of the current contract regarding disaster planning and management.
F4:
The Riverside County Fire Department, Emergency Service Division (ESD), Office of Emergency Services is responsible for coordinating the emergency preparedness and disaster recovery plan. The exclusion of other ambulance providers and fire departments will adversely impact ESD’s ability to meet its responsibilities.
Recomendaciones relacionadas (3)
R2:
Riverside County Fire Chief or his designee be included in any ambulance contract renegotiation process.
R7:
EMS delete the word “exclusive” from , paragraph 1.3 of the current contract regarding disaster planning and management.
R8:
EMS include the Riverside County Fire Department, Emergency Services Division in their disaster coordination responsibilities. 4
F5:
Response-time zones were established when the contract was first authorized. There continues to be population changes within certain Exclusive Operating Areas resulting in expanded urbanized areas. This impacts upon present response time requirements and the staging of ambulances within these zones.
Recomendaciones relacionadas (2)
R1:
Board of Supervisors renegotiate the existing AMR contract.
R5:
EMS and Contractor review population changes annually and restructure response time areas appropriately.
F6:
Required response times are divided into three categories for code 3 requests (“Obligations of Contractor” – Schedules A and E): ¨ 10-minute response-time zone: city and urban areas ¨ 14-minute response-time zone: rural areas ¨ 20-minute response-time zone: more rural (remote) areas 2
F7:
The contractor is required to meet all response-time criteria 90% of the time within each of the seven exclusive operating areas (zones) and overall for all the seven zones. The contractor is assessed a fine for each individual call where response time is not met, even though the average response time for the zone is met or exceeded.
Recomendaciones relacionadas (2)
R1:
Board of Supervisors renegotiate the existing AMR contract.
R6:
Increase ambulance response times based upon the effectiveness of the first responder firefighter/paramedic in an effort to minimize contractor performance fines.
F8:
The contractor pays the EMS Agency response-time fines of approximately $500,000 annually, and are distributed as follows: 20% to EMS Agency for contract administration, 80% to Riverside County Fire Department and the cities where the fines occurred.
Recomendaciones relacionadas (1)
R1:
Board of Supervisors renegotiate the existing AMR contract.
F9:
The contractor also reimburses the Riverside County EMS Agency approximately $495,000 annually for dispatch services and database management. The funds are managed by EMS and are adjusted annually commensurate with the contractor’s net increase.
Recomendaciones relacionadas (1)
R1:
Board of Supervisors renegotiate the existing AMR contract.
F10:
Ambulance service rate adjustments may be reviewed annually, or upon request from the contractor. Any increases awarded are calculated on the basis of the Consumer Price Index (CPI), the collection rate as reported by the contractor, and any extraordinary contractor expenses. The EMS Agency reimbursement is increased at the same percentage rate.
Recomendaciones relacionadas (1)
R4:
Increases in reimbursement rates to EMS be based upon their justifiable increased cost of administering the contract. Contractor’s operating costs, fines, or reimbursement rate should not be factored in.
F11:
The EMS Agency Director, as contract administrator, may approve any net increase up to 5% and has discretionary control of the contract elements. Net increases greater than 5% must be approved by the Board of Supervisors.
Recomendaciones relacionadas (1)
R3:
Board of Supervisors review all ambulance rate adjustments prior to approval.
F12:
There have been no reported audits of the money transactions between the contractor and the EMS Agency over the term of the contract.
Recomendaciones relacionadas (1)
R9:
The EMS Agency report at least annually, to the Board of Supervisors, all recommendations made by the EMS Administrative Group and related actions proposed or taken. The annual report to include an independent CPA financial audit of ambulance contract transactions.
F13:
Each Exclusive Operating Area has an EMS administrative group (contract, Schedule E, 1) to monitor contract performance and make
F14:
In many cases the first responder to a 911 medical emergency is a fire department unit containing a firefighter/paramedic. The fire- fighter/paramedic stabilizes the patient who is then released to the arriving ambulance for continued care and transport to a treatment/trauma facility. 3
Recomendaciones relacionadas (1)
R6:
Increase ambulance response times based upon the effectiveness of the first responder firefighter/paramedic in an effort to minimize contractor performance fines.
F15:
The contract authorizes the use of a BLS ambulance to transport persons who, as a result of a mental disorder, are a danger to themselves or others, or are gravely disabled as defined in California Welfare and Institutions Code §5150. These persons are referred to as “5150” patients.
Recomendaciones relacionadas (1)
R10:
The subject of prehospital management of “5150” patients be restudied in any renegotiation of the contract. The contractor be required to utilize a BLS ambulance or other cost-effective forms of transportation for those patients. 5
F16:
In their memorandum dated November 30, 2001, EMS authorized additional ALS service providers throughout the county from which mutual aid may be arranged and backup provided.