Riverside County Grand Jury

2021-2022

9 reports

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
View the full annual report (PDF)
The full consolidated volume; individual reports are listed below.
Individual reports (9)
Findings & Recommendations 7 findings
F1: ROLES and RESPONSIBILTIES: The Grand Jury found that roles and responsibilities have been clearly defined in accordance with the recommendation from the 2019 External Review Analysis and Process Improvement report. We also found that there is clear and consistent communication between supervisors and County Counsel. CPS and County Counsel are working together to provide the support and the tools they need for making timely decisions that will protect the children. SSPs and managers reported that the working relationship with County Counsel has had the “biggest impact.” Executive management promotes a “Strict Structure” approach and a “line of sight” management philosophy, which includes supervisors meeting with their SSPs daily, and supervisors meeting with regional managers. As described in an interview, this is “more work, but better efficiency.”
Related Recommendations (1)
R1: County Counsel to continue to support, guide and to stay actively involved with ongoing training of SSPs, such as the monthly “Brown Bag” meetings. Continue monitoring court processes and law enforcement engagement with CPS. Based on Finding 1 Financial Impact: None
F2: WARRANT FOR REMOVAL PROCESS: While the Probable Cause Statements may seem “cumbersome, tedious and time consuming”, according to only a few of SSPs interviewed, most reported that they feel comfortable with the process, especially with help from County Counsel. Policies and procedures for both daytime and afterhours processing were current as of 2020 and 2021, respectively. Several of those interviewed felt that the requirement to clearly articulate “preventable services to maintain the family unit”, and having “dedicated law enforcement specifically working with CPS”, have enhanced the process. The procedures for obtaining warrants, as written, specifically outline the roles and responsibilities of the SSPs, supervisors, and County Counsel. We found that current procedures for obtaining a warrant from the court for removal are working well.
Related Recommendations (1)
R2: DPSS/CSD management to ensure all SSPs, not only those that are case carrying, are familiarized and educated with the process of writing/completing a Probable Cause Statement. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 2 Financial Impact: No incremental cost
F3: STAFFING PROCEDURES: This is a critical step in the process of investigating and determining what interventions may be required by the circumstances. The SSPs know they are required to keep their supervisors informed throughout the investigation and how decisions are made to “promote” or to close an investigation. This is termed “staffing a referral.” The SSP is responsible for documenting the conversations, explaining the directives given, and the rationale for the decisions. The documentation is recorded into the Child Welfare Services/Case Management System (CWS/CMS). The Grand Jury did not identify any significant process issues with the “staffing a referral” process.
F4: THE REMOVAL PROCESS: SSPs who have undertaken actions to remove a child from a home due to safety factors feel that better support and communication with their supervisors, and/or regional managers, has made these kinds of actions less daunting than before. While these actions may never be an easy task, they expressed some relief that it can be accomplished in a less stressful and more confident manner. The most common issue described by the SSPs is in the timing of the removals. Delays in placement or availability invariably create issues with the timing for the removal, and in providing a safe environment for a child at a critical time. In accordance with one of the
Related Recommendations (1)
R3: DPSS/CSD to evaluate the expansion of placement unit locations for children removed from the home due to safety factors. This would greatly assist SSPs in timely removals and provide a child a safe environment at a critical time. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 4 Financials Impact: Moderate to Significant dependent upon additional facilities
F5: STRUCTURED DECISION MAKING (SDM) ®: Safety and risk assessments are the primary functions of this system: a) Safety: a child is likely to be in immediate danger of serious harm/maltreatment, which requires a protective intervention, and b) Risk: characteristics associated with a greater likelihood of future system involvement. Risk Assessment identifies families with “Low, Moderate, High, or Very High” probabilities of future abuse or neglect. In our interviews with SSPs regarding this process, and the SDM tool, they reported they are comfortable with the tool, believe it is effective and have confidence in the guidance it provides. It is the Grand Jury’s opinion that no further “re-education” on the SDM is needed, but periodic refresher course should be required.
F6: CASELOAD MANAGEMENT: The average caseloads, as reported by the SSPs we interviewed, were inconsistent throughout the interviews. What was consistent is that the number of cases a SSP is normally carrying is felt to be a too high, especially with the additional referrals assigned. As noted earlier in this report, a Riverside County Board supervisor recognizes the “bone- crushing” caseloads on CPS. The current strategies (Strike teams, Monday Workgroup meetings, “5-Day Referral” actions, etc.) are encouraging to the SSPs and may in the long run help to reduce, or at least contain their caseload at manageable levels. The Grand Jury agrees with DPSS/CSD management that an increase in the number of additional positions in Investigative Services and Continuing Services would a have significant impact on the reduction of caseload numbers per SSP.
Related Recommendations (2)
R5: Board of Supervisors create an Ad Hoc committee to study and propose an action plan for CPS staffing levels in order to drive down the average caseloads, including approval of additional approved positions for Investigative Services and Continuing Services for fiscal year 2023-2024 as follows: a) Investigative Services SSP III: 70-75 new positions b) Continuing Services SSP I and II: 20-25 new positions Based on Finding 6 Financial Impact: Approximately $7M annually, including cost of benefits
R6: DPSS/CSD to prepare a summary report on caseload management that illustrates how the actions they have taken have been successful or not. This summary report is to be submitted to the Executive Office not later than June 30, 2024. Based on Finding 6 Financial Impact: No incremental cost 17 ~ EPILOGUE The topic of Child Abuse and Neglect is multifaceted and cannot be adequately studied in a relatively short period of time. And a thorough, judicious analysis of the seemingly enormous service performed by this agency cannot be distilled into one brief report. Preventing child abuse and neglect was not specifically discussed in the SSP interviews as it would have required an extensive amount of time. However, this Grand Jury report would be remiss if it did not reflect on the importance of CPS’s role in protecting children from abuse and neglect, children who are suffering physical, psychological and emotional damage. It is their mission. Throughout our investigation, we were pleased with the level of cooperation and assistance from DPSS management, Child Services Division management, and particularly the Social Services Practitioners we met with. We trust that this report adequately expresses our appreciation for the work they do. ~
F7: TURNOVER RATE: The current average turnover rate of 32% makes it additionally challenging for DPSS/CSD management to effectively reduce the average caseloads for SSPs. ~
Related Recommendations (1)
R4: Human Resources to develop a plan to address and reduce SSP voluntary turnover and number of losses during the probationary period in order to significantly reduce overall turnover. Plan should include recommendations related to compensation, health care packages and career development, as well as other retention strategies. Plan to be submitted to the Executive Office not later than December 31, 2022. Based on Finding 7 Financial Impact: Moderate to Significant
Findings & Recommendations 7 findings
F1: ROLES and RESPONSIBILTIES: The Grand Jury found that roles and responsibilities have been clearly defined in accordance with the recommendation from the 2019 External Review Analysis and Process Improvement report. We also found that there is clear and consistent communication between supervisors and County Counsel. CPS and County Counsel are working together to provide the support and the tools they need for making timely decisions that will protect the children. SSPs and managers reported that the working relationship with County Counsel has had the “biggest impact.” Executive management promotes a “Strict Structure” approach and a “line of sight” management philosophy, which includes supervisors meeting with their SSPs daily, and supervisors meeting with regional managers. As described in an interview, this is “more work, but better efficiency.”
Related Recommendations (1)
R1: County Counsel to continue to support, guide and to stay actively involved with ongoing training of SSPs, such as the monthly “Brown Bag” meetings. Continue monitoring court processes and law enforcement engagement with CPS. Based on Finding 1 Financial Impact: None
F2: WARRANT FOR REMOVAL PROCESS: While the Probable Cause Statements may seem “cumbersome, tedious and time consuming”, according to only a few of SSPs interviewed, most reported that they feel comfortable with the process, especially with help from County Counsel. Policies and procedures for both daytime and afterhours processing were current as of 2020 and 2021, respectively. Several of those interviewed felt that the requirement to clearly articulate “preventable services to maintain the family unit”, and having “dedicated law enforcement specifically working with CPS”, have enhanced the process. The procedures for obtaining warrants, as written, specifically outline the roles and responsibilities of the SSPs, supervisors, and County Counsel. We found that current procedures for obtaining a warrant from the court for removal are working well.
Related Recommendations (1)
R2: DPSS/CSD management to ensure all SSPs, not only those that are case carrying, are familiarized and educated with the process of writing/completing a Probable Cause Statement. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 2 Financial Impact: No incremental cost
F3: STAFFING PROCEDURES: This is a critical step in the process of investigating and determining what interventions may be required by the circumstances. The SSPs know they are required to keep their supervisors informed throughout the investigation and how decisions are made to “promote” or to close an investigation. This is termed “staffing a referral.” The SSP is responsible for documenting the conversations, explaining the directives given, and the rationale for the decisions. The documentation is recorded into the Child Welfare Services/Case Management System (CWS/CMS). The Grand Jury did not identify any significant process issues with the “staffing a referral” process.
F4: THE REMOVAL PROCESS: SSPs who have undertaken actions to remove a child from a home due to safety factors feel that better support and communication with their supervisors, and/or regional managers, has made these kinds of actions less daunting than before. While these actions may never be an easy task, they expressed some relief that it can be accomplished in a less stressful and more confident manner. The most common issue described by the SSPs is in the timing of the removals. Delays in placement or availability invariably create issues with the timing for the removal, and in providing a safe environment for a child at a critical time. In accordance with one of the
Related Recommendations (1)
R3: DPSS/CSD to evaluate the expansion of placement unit locations for children removed from the home due to safety factors. This would greatly assist SSPs in timely removals and provide a child a safe environment at a critical time. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 4 Financials Impact: Moderate to Significant dependent upon additional facilities
F5: STRUCTURED DECISION MAKING (SDM) ®: Safety and risk assessments are the primary functions of this system: a) Safety: a child is likely to be in immediate danger of serious harm/maltreatment, which requires a protective intervention, and b) Risk: characteristics associated with a greater likelihood of future system involvement. Risk Assessment identifies families with “Low, Moderate, High, or Very High” probabilities of future abuse or neglect. In our interviews with SSPs regarding this process, and the SDM tool, they reported they are comfortable with the tool, believe it is effective and have confidence in the guidance it provides. It is the Grand Jury’s opinion that no further “re-education” on the SDM is needed, but periodic refresher course should be required.
F6: CASELOAD MANAGEMENT: The average caseloads, as reported by the SSPs we interviewed, were inconsistent throughout the interviews. What was consistent is that the number of cases a SSP is normally carrying is felt to be a too high, especially with the additional referrals assigned. As noted earlier in this report, a Riverside County Board supervisor recognizes the “bone- crushing” caseloads on CPS. The current strategies (Strike teams, Monday Workgroup meetings, “5-Day Referral” actions, etc.) are encouraging to the SSPs and may in the long run help to reduce, or at least contain their caseload at manageable levels. The Grand Jury agrees with DPSS/CSD management that an increase in the number of additional positions in Investigative Services and Continuing Services would a have significant impact on the reduction of caseload numbers per SSP.
Related Recommendations (2)
R5: Board of Supervisors create an Ad Hoc committee to study and propose an action plan for CPS staffing levels in order to drive down the average caseloads, including approval of additional approved positions for Investigative Services and Continuing Services for fiscal year 2023-2024 as follows: a) Investigative Services SSP III: 70-75 new positions b) Continuing Services SSP I and II: 20-25 new positions Based on Finding 6 Financial Impact: Approximately $7M annually, including cost of benefits
R6: DPSS/CSD to prepare a summary report on caseload management that illustrates how the actions they have taken have been successful or not. This summary report is to be submitted to the Executive Office not later than June 30, 2024. Based on Finding 6 Financial Impact: No incremental cost 17 ~ EPILOGUE The topic of Child Abuse and Neglect is multifaceted and cannot be adequately studied in a relatively short period of time. And a thorough, judicious analysis of the seemingly enormous service performed by this agency cannot be distilled into one brief report. Preventing child abuse and neglect was not specifically discussed in the SSP interviews as it would have required an extensive amount of time. However, this Grand Jury report would be remiss if it did not reflect on the importance of CPS’s role in protecting children from abuse and neglect, children who are suffering physical, psychological and emotional damage. It is their mission. Throughout our investigation, we were pleased with the level of cooperation and assistance from DPSS management, Child Services Division management, and particularly the Social Services Practitioners we met with. We trust that this report adequately expresses our appreciation for the work they do. ~
F7: TURNOVER RATE: The current average turnover rate of 32% makes it additionally challenging for DPSS/CSD management to effectively reduce the average caseloads for SSPs. ~
Related Recommendations (1)
R4: Human Resources to develop a plan to address and reduce SSP voluntary turnover and number of losses during the probationary period in order to significantly reduce overall turnover. Plan should include recommendations related to compensation, health care packages and career development, as well as other retention strategies. Plan to be submitted to the Executive Office not later than December 31, 2022. Based on Finding 7 Financial Impact: Moderate to Significant
Findings & Recommendations 2 findings
F1: Response: This is partially completed. The delay is caused by back orders of necessary supplies. The anticipated completion is September 2022.
F2: transported. Response: This recommendation is still open requiring a feasibility study and waiting for Riverside County Information Technology to assist in the study.
Additional Recommendations 3

Not linked to specific findings.

R3: recommends a video series be developed that illustrates the steps the Registrar of Voters Department goes through in the election process. Response: The videos are partially complete. The video on a ballot life cycle will be completed by mid-2022.
R5: addresses the need to provide faster election results. • Response: This is partially completed. The delay is caused by back orders of necessary supplies. The anticipated completion is September 2022.
R12: addresses the electronic tracking of ballot containers as they are • transported. Response: This recommendation is still open requiring a feasibility study and waiting for Riverside County Information Technology to assist in the study. RECOMMENDATIONS We recommend the future RCCGJ follow-up in six months for a status of all recommendations with a focus on the recommendations listed above.
Findings & Recommendations 2 findings
F1: Response: This is partially completed. The delay is caused by back orders of necessary supplies. The anticipated completion is September 2022.
F2: transported. Response: This recommendation is still open requiring a feasibility study and waiting for Riverside County Information Technology to assist in the study.
Additional Recommendations 3

Not linked to specific findings.

R3: recommends a video series be developed that illustrates the steps the Registrar of Voters Department goes through in the election process. Response: The videos are partially complete. The video on a ballot life cycle will be completed by mid-2022.
R5: addresses the need to provide faster election results. • Response: This is partially completed. The delay is caused by back orders of necessary supplies. The anticipated completion is September 2022.
R12: addresses the electronic tracking of ballot containers as they are • transported. Response: This recommendation is still open requiring a feasibility study and waiting for Riverside County Information Technology to assist in the study. RECOMMENDATIONS We recommend the future RCCGJ follow-up in six months for a status of all recommendations with a focus on the recommendations listed above.
Findings & Recommendations 9 findings
F1: Blythe’s completely isolated location in the middle of a desert stifles its growth and makes it unattractive to new sources of badly needed investment.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F2: There is no coordinated effort searching for overlooked county, state, or federal grant opportunities.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F3: Blythe has been dealing with deficits to its Operating Fund for nine years and must increase its sustainable revenue base to maintain minimum levels of City services.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F4: One-time windfalls, such as funding from county, state and federal programs, will benefit Blythe in the short run but will not solve long-term issues.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F5: Serious questions continue to arise as to whether Blythe can remain as a “going concern.”
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F6: Blythe officials have not yet produced a strategic long-term financial plan for the City’s survival.
Related Recommendations (2)
R1: The Grand Jury concurs with many of the State Auditor’s recommendations, especially the need that a permanent City Manager be hired. The current Interim City Manager splits her time as City Clerk and has performed both positions admirably under difficult conditions. However, Blythe is facing an existential threat that screams for a full-time permanent City Manager with proven turnaround skills and experience. The recruitment effort should be completed no later than December 31, 2022 in order to allow time for creation of a new strategic plan prior to the Fiscal Year 2023-2024 budget process. Expected cost $200k - $300k. (F6) (F8)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F7: Internal biases and civic pride have created challenges to accepting external input and ideas.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F8: In the opinion of the Grand Jury a great need exists for a visionary leader with proven experience dealing with distressed cities to guide Blythe away from potential insolvency.
Related Recommendations (2)
R1: The Grand Jury concurs with many of the State Auditor’s recommendations, especially the need that a permanent City Manager be hired. The current Interim City Manager splits her time as City Clerk and has performed both positions admirably under difficult conditions. However, Blythe is facing an existential threat that screams for a full-time permanent City Manager with proven turnaround skills and experience. The recruitment effort should be completed no later than December 31, 2022 in order to allow time for creation of a new strategic plan prior to the Fiscal Year 2023-2024 budget process. Expected cost $200k - $300k. (F6) (F8)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F9: The Grand Jury did not find that disincorporation is an option that should be considered part of any strategic plan for the foreseeable future. 10
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
Findings & Recommendations 9 findings
F1: Blythe’s completely isolated location in the middle of a desert stifles its growth and makes it unattractive to new sources of badly needed investment.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F2: There is no coordinated effort searching for overlooked county, state, or federal grant opportunities.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F3: Blythe has been dealing with deficits to its Operating Fund for nine years and must increase its sustainable revenue base to maintain minimum levels of City services.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F4: One-time windfalls, such as funding from county, state and federal programs, will benefit Blythe in the short run but will not solve long-term issues.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F5: Serious questions continue to arise as to whether Blythe can remain as a “going concern.”
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F6: Blythe officials have not yet produced a strategic long-term financial plan for the City’s survival.
Related Recommendations (2)
R1: The Grand Jury concurs with many of the State Auditor’s recommendations, especially the need that a permanent City Manager be hired. The current Interim City Manager splits her time as City Clerk and has performed both positions admirably under difficult conditions. However, Blythe is facing an existential threat that screams for a full-time permanent City Manager with proven turnaround skills and experience. The recruitment effort should be completed no later than December 31, 2022 in order to allow time for creation of a new strategic plan prior to the Fiscal Year 2023-2024 budget process. Expected cost $200k - $300k. (F6) (F8)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F7: Internal biases and civic pride have created challenges to accepting external input and ideas.
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F8: In the opinion of the Grand Jury a great need exists for a visionary leader with proven experience dealing with distressed cities to guide Blythe away from potential insolvency.
Related Recommendations (2)
R1: The Grand Jury concurs with many of the State Auditor’s recommendations, especially the need that a permanent City Manager be hired. The current Interim City Manager splits her time as City Clerk and has performed both positions admirably under difficult conditions. However, Blythe is facing an existential threat that screams for a full-time permanent City Manager with proven turnaround skills and experience. The recruitment effort should be completed no later than December 31, 2022 in order to allow time for creation of a new strategic plan prior to the Fiscal Year 2023-2024 budget process. Expected cost $200k - $300k. (F6) (F8)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
F9: The Grand Jury did not find that disincorporation is an option that should be considered part of any strategic plan for the foreseeable future. 10
Related Recommendations (1)
R2: Blythe should aggressively explore all new potential sources of revenue including government and non-profit organization grants. The cost for this important function could be revenue neutral through the new grants obtained. It should be included in the collateral duties of the City Clerk or Finance Director by December 31, 2022. (F1, F2, F3, F4, F5) Required Responses: Blythe City Council (F1, F2, F3, F4, F5, F6, F7, F8, F9) (R1, R2)
Findings & Recommendations 4 findings
F1: 1 There is a perceived lack of residential customer representation on WMWD’s Board of Directors.
Related Recommendations (2)
R1: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires all Board members to participate together in biennial sessions related to (a) conflict resolution and (b) governance of a special district. Based on Finding 1.1 Financial Impact – Minimal
R7: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires all members of the Board of Directors, as well as WMWD’s Executive Managers, to frequently participate in more public events, such as town hall meetings, where they (a) actively listen to residential customer concerns, (b) assist residential customers’ understanding of water-related issues, and (c) actively seek ways to increase residential customers’ satisfaction with WMWD. Based on Findings 1.1 and 2.2 Financial Impact – Minimal LEGALLY REQUIRED RESPONSES According to California Penal Code 933 (c), the following responses are required within 90 days: Western Municipal Water District Board of Directors Recommendations 1, 2, 3, 4, 5, 6, and 7 LEGALLY REQUIRED DISCLOSURE One member of the Riverside County Civil Grand Jury recused themselves from all interviews, discussions, and decisions associated with the WMWD investigation and report.
F2: 1 No evidence was found that WMWD is deliberately hiding information from residential customers. 11
Related Recommendations (5)
R2: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires user-friendly versions of highly technical and complex reports be available on its website so that interested customers have a clear understanding of the content of those reports. Based on Finding 2.1 Financial Impact – Minimal
R3: By June 30, 2023, the Board of Directors develops an “open data” portal on its website so residential customers have access to state and local data sets used in WMWD status reports, proposals, and decisions. Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation
R4: By June 30, 2023, the Board of Directors (a) develop, adopt, and implement a policy that establishes a “Customer Water Bill of Rights,” (b) prominently displays the “Customer Water Bill of Rights” on WMWD’s website, and (c) annually mails residential customers a printed copy of the “Customer Water Bill of Rights.” Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation
R5: By June 30, 2023, the Board of Directors improves access to WMWD’s governing regulations, ordinances, and resolutions, including links to relevant laws, on its website, so that accessing that information takes fewer steps and is user-friendly. Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation 12
R6: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that supports a “customer-centric” management culture and communication strategy.‡ Based on Finding 2.1 Financial Impact – Minimal
F3: WMWD does not have a list of customer water rights. A “Customer Water Bill of Rights” provides a centralized location where customers can access information in a “Frequently Asked Questions” format. Examples of the types of information available on such list are as follows:33, 34 Customers have the right to: • Know what a “water right” is in California law. • Know what benefits they have based on their “water right.” • Safe, affordable, and reliable water that meets or exceeds mandated water quality standards. • Have a water quality complaint, water pressure concern, or water system leak promptly and thoroughly investigated and addressed. • Sufficient and readily available water to fight fire in any neighborhood or business area. • Prompt response to questions or concerns. • Clear, accurate, and reliable information. • Restoration of water service within 24 hours, when the cause for the shutoff (e.g., nonpayment) has been resolved. • An organization that complies with all laws and regulations. • An organization that operates by sound policies in the areas of governance, board conduct, district finances, and transparency.
F4: WMWD’s governing policies, regulations, and ordinances are difficult to access and use. To be clear, WMWD does make their governing policies, regulations, and ordinances available to customers on its website. However, a customer needs to navigate through several sequential screens before getting to the information they seek. The Riverside County Civil Grand Jury found no evidence that WMWD is deliberately hiding information from residential customers. However, “hiding information” complaints will be minimized with a greater sensitivity to what residential customers want to have access to and making that information accessible to them. Complaint 2.2 WMWD Ignores Residential Customers As with all elected agencies, WMWD’s Board members and Executive Managers receive both positive and negative comments from those they serve. Board members and Executive Managers receive those comments directly during regular and special Board meetings, through correspondence, personal interactions with individuals, and in small group gatherings with residential customers. Board members also receive comments from residential customers indirectly through social media platforms and contacts with WMWD’s Customer Service Department. Residential customers who express negative comments toward WMWD express intense feelings of (a) being ignored, (b) anger over “not being listened to,” (c) there is a lot more communication now than in the past but “it isn’t effective,” (d) it is a monopoly and it can do as it pleases, and (e) Board members are more interested in making WMWD “look good,” rather than representing residents who voted them into office.35 The result is frustration with and mistrust of WMWD Board members and Executive Managers. The number of frustrated and mistrustful residential customers, out of the thousands of residential customers, is not known. It is clear from interviews, document reviews, and recordings of Board meetings, that WMWD’s emphasis on a “product-focused” culture and communication strategy does not alleviate the problems it has with disgruntled residential customers. FINDINGS Based on interviews, document reviews, video and audio recordings, and review of websites, the Grand Jury found the following: Governance Complaint Findings Finding 1.1 There is a perceived lack of residential customer representation on WMWD’s Board of Directors. Finding 1.2 WMWD’s budget-based rate structure complies with California’s Constitution, including Proposition 218, and it is designed to encourage water conservation. Finding 1.3 WMWD’s water and sewer rates are based on actual and projected costs incurred by WMWD. Whether the rates are fair or not is subjective. Finding 1.4 The procedure WMWD followed to increase residential customer water rates on June 2, 2021 is compliant with an August 2020 California Supreme Court decision. Finding 1.5 WMWD’s customers do pay more for water than RPU and EMWD customers due to costs actually incurred by WMWD to obtain and supply water to its customers. Finding 1.6 There is evidence that WMWD Executive Managers operate WMWD as required by California law and WMWD policies. Communication Complaint Findings Finding 2.1 No evidence was found that WMWD is deliberately hiding information from residential customers. Finding 2.2 Several residential customers feel ignored by Board members, especially by the four Board members, with few or no residential customers in their division areas.
Findings & Recommendations 4 findings
F1: 1 There is a perceived lack of residential customer representation on WMWD’s Board of Directors.
Related Recommendations (2)
R1: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires all Board members to participate together in biennial sessions related to (a) conflict resolution and (b) governance of a special district. Based on Finding 1.1 Financial Impact – Minimal
R7: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires all members of the Board of Directors, as well as WMWD’s Executive Managers, to frequently participate in more public events, such as town hall meetings, where they (a) actively listen to residential customer concerns, (b) assist residential customers’ understanding of water-related issues, and (c) actively seek ways to increase residential customers’ satisfaction with WMWD. Based on Findings 1.1 and 2.2 Financial Impact – Minimal LEGALLY REQUIRED RESPONSES According to California Penal Code 933 (c), the following responses are required within 90 days: Western Municipal Water District Board of Directors Recommendations 1, 2, 3, 4, 5, 6, and 7 LEGALLY REQUIRED DISCLOSURE One member of the Riverside County Civil Grand Jury recused themselves from all interviews, discussions, and decisions associated with the WMWD investigation and report.
F2: 1 No evidence was found that WMWD is deliberately hiding information from residential customers. 11
Related Recommendations (5)
R2: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that requires user-friendly versions of highly technical and complex reports be available on its website so that interested customers have a clear understanding of the content of those reports. Based on Finding 2.1 Financial Impact – Minimal
R3: By June 30, 2023, the Board of Directors develops an “open data” portal on its website so residential customers have access to state and local data sets used in WMWD status reports, proposals, and decisions. Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation
R4: By June 30, 2023, the Board of Directors (a) develop, adopt, and implement a policy that establishes a “Customer Water Bill of Rights,” (b) prominently displays the “Customer Water Bill of Rights” on WMWD’s website, and (c) annually mails residential customers a printed copy of the “Customer Water Bill of Rights.” Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation
R5: By June 30, 2023, the Board of Directors improves access to WMWD’s governing regulations, ordinances, and resolutions, including links to relevant laws, on its website, so that accessing that information takes fewer steps and is user-friendly. Based on Finding 2.1 Financial Impact – Moderate Depending on Implementation 12
R6: By January 1, 2023, the Board of Directors develop, adopt, and implement a policy that supports a “customer-centric” management culture and communication strategy.‡ Based on Finding 2.1 Financial Impact – Minimal
F3: WMWD does not have a list of customer water rights. A “Customer Water Bill of Rights” provides a centralized location where customers can access information in a “Frequently Asked Questions” format. Examples of the types of information available on such list are as follows:33, 34 Customers have the right to: • Know what a “water right” is in California law. • Know what benefits they have based on their “water right.” • Safe, affordable, and reliable water that meets or exceeds mandated water quality standards. • Have a water quality complaint, water pressure concern, or water system leak promptly and thoroughly investigated and addressed. • Sufficient and readily available water to fight fire in any neighborhood or business area. • Prompt response to questions or concerns. • Clear, accurate, and reliable information. • Restoration of water service within 24 hours, when the cause for the shutoff (e.g., nonpayment) has been resolved. • An organization that complies with all laws and regulations. • An organization that operates by sound policies in the areas of governance, board conduct, district finances, and transparency.
F4: WMWD’s governing policies, regulations, and ordinances are difficult to access and use. To be clear, WMWD does make their governing policies, regulations, and ordinances available to customers on its website. However, a customer needs to navigate through several sequential screens before getting to the information they seek. The Riverside County Civil Grand Jury found no evidence that WMWD is deliberately hiding information from residential customers. However, “hiding information” complaints will be minimized with a greater sensitivity to what residential customers want to have access to and making that information accessible to them. Complaint 2.2 WMWD Ignores Residential Customers As with all elected agencies, WMWD’s Board members and Executive Managers receive both positive and negative comments from those they serve. Board members and Executive Managers receive those comments directly during regular and special Board meetings, through correspondence, personal interactions with individuals, and in small group gatherings with residential customers. Board members also receive comments from residential customers indirectly through social media platforms and contacts with WMWD’s Customer Service Department. Residential customers who express negative comments toward WMWD express intense feelings of (a) being ignored, (b) anger over “not being listened to,” (c) there is a lot more communication now than in the past but “it isn’t effective,” (d) it is a monopoly and it can do as it pleases, and (e) Board members are more interested in making WMWD “look good,” rather than representing residents who voted them into office.35 The result is frustration with and mistrust of WMWD Board members and Executive Managers. The number of frustrated and mistrustful residential customers, out of the thousands of residential customers, is not known. It is clear from interviews, document reviews, and recordings of Board meetings, that WMWD’s emphasis on a “product-focused” culture and communication strategy does not alleviate the problems it has with disgruntled residential customers. FINDINGS Based on interviews, document reviews, video and audio recordings, and review of websites, the Grand Jury found the following: Governance Complaint Findings Finding 1.1 There is a perceived lack of residential customer representation on WMWD’s Board of Directors. Finding 1.2 WMWD’s budget-based rate structure complies with California’s Constitution, including Proposition 218, and it is designed to encourage water conservation. Finding 1.3 WMWD’s water and sewer rates are based on actual and projected costs incurred by WMWD. Whether the rates are fair or not is subjective. Finding 1.4 The procedure WMWD followed to increase residential customer water rates on June 2, 2021 is compliant with an August 2020 California Supreme Court decision. Finding 1.5 WMWD’s customers do pay more for water than RPU and EMWD customers due to costs actually incurred by WMWD to obtain and supply water to its customers. Finding 1.6 There is evidence that WMWD Executive Managers operate WMWD as required by California law and WMWD policies. Communication Complaint Findings Finding 2.1 No evidence was found that WMWD is deliberately hiding information from residential customers. Finding 2.2 Several residential customers feel ignored by Board members, especially by the four Board members, with few or no residential customers in their division areas.
Findings & Recommendations 9 findings
F1: In each of the eight cities visited, city managers, finance directors and other administrators were well aware of the receipt of COVID funds, and of the interim Federal guidelines.
F2: By the fall of 2021 almost all of the CARES Act funding had been distributed. CARES Act funding received earlier in 2021 had been used for a variety of programs. The Grand Jury discovered that some cities were more innovative than others in using these funds, including 6 working with the local Chamber of Commerce to provide grants to small businesses and partnering with restaurants to provide meals for seniors.
Related Recommendations (1)
R6: Future Grand Juries, and other responsible and investigating agencies, should closely monitor the use of COVID funding and subsequent Federal funding to ensure transparency and the proper expenditure of such funds. (F-2, F-4, F-8, F-9) RESPONSES While cities are not required to respond to this report of the 2021-22 Riverside County Civil Grand Jury, the Grand Jury invites and encourages all Riverside County cities to offer comments on the Findings and Recommendations of this report.
F3: Because of the pandemic, during 2021 and in early 2022 many city halls were closed to the public with limited staff inside and most employees working remotely from home. Most cities relied heavily on social media (i.e... city websites, Facebook, etc.) to inform businesses and residents of available COVID funds. As might be expected, larger or wealthier cities, appeared to be able to communicate better than small cities with limited staff.
Related Recommendations (3)
R3: To ensure transparency the amount of COVID-related funding received, and its proposed usage, should be posted prominently on all public agency’s websites, Facebook pages and other social media sites. Residents should be able to easily track the amount of funding received, proposals on how the funds are to be used, contracts awarded for ARPA related projects, progress on ARPA funded projects and the impact of the funding on their community. Minimal funding required. (F-7, F-8)
R4: To further ensure transparency press releases should be distributed to all relevant media detailing the receipt and distribution of all COVID related funds. Minimal funding required. (F- 8, F-9)
R5: Each city should hire or designate at least one individual to serve as a one-stop-shop for residents, small business owners, contractors, and other members of the business community. This individual(s) should provide guidance and recommendations to assist in determining availability of any Federal, State or Local funds. Moderate to high funding required. (F-3)
F4: Cities handled the receipt of what many officials called a “windfall” of taxpayer money in a variety of ways.
Related Recommendations (1)
R6: Future Grand Juries, and other responsible and investigating agencies, should closely monitor the use of COVID funding and subsequent Federal funding to ensure transparency and the proper expenditure of such funds. (F-2, F-4, F-8, F-9) RESPONSES While cities are not required to respond to this report of the 2021-22 Riverside County Civil Grand Jury, the Grand Jury invites and encourages all Riverside County cities to offer comments on the Findings and Recommendations of this report.
F5: While awaiting final Federal guidelines, in most cities the ARPA funds were invested with the Local Agency Investment Fund (LAIF). This fund “offers local agencies the opportunity to participate in a major portfolio, which invests hundreds of millions of dollars, using the investment expertise of the State Treasurers Office investment staff at no additional cost to the taxpayer.”7
F6: Some cities reported that they will be hiring an outside auditing agency to track the receipt and expenditure of COVID funds. Other cities reported that they will rely solely on their established internal control procedures to track the funds.
Related Recommendations (1)
R2: In the opinion of the Grand Jury, COVID funds received should be audited regularly by an outside agency, in addition to using internal controls, as a way to ensure accountability and transparency. Moderate funding required. (F-6)
F7: Each city in the County is unique, with its own concerns and priorities. One common need in most cities is to upgrade infrastructure (an allowable use of ARPA funds) which had been deferred since the economic collapse of 2008-2010.
F8: In most of the visited cities, discussions were underway as to how to best spend the funds by the time of the Grand Jury visit. In some cities, discussions were being held informally at the city staff level. Other cities had either planned to schedule, or had held, informational city council workshops to allow public comment on how the money could best be used and to provide direction to city staff.
Related Recommendations (2)
R1: With the relaxation of many COVID protocols across California, cities, special districts, school districts and other county agencies that receive funding, should schedule public workshops. This will allow further transparency and provide residents the opportunity to share their opinions and p
R6: Future Grand Juries, and other responsible and investigating agencies, should closely monitor the use of COVID funding and subsequent Federal funding to ensure transparency and the proper expenditure of such funds. (F-2, F-4, F-8, F-9) RESPONSES While cities are not required to respond to this report of the 2021-22 Riverside County Civil Grand Jury, the Grand Jury invites and encourages all Riverside County cities to offer comments on the Findings and Recommendations of this report.
F9: Ultimately, how a city’s ARPA funds will be spent, is a decision of the City Council in accordance with the Treasury guidelines that took effect on April 1, 2022. RECOMMENDATIONS These recommendations are based on what, in the opinion of the Grand Jury, were the best practices undertaken by some Riverside County cities.
Related Recommendations (1)
R6: Future Grand Juries, and other responsible and investigating agencies, should closely monitor the use of COVID funding and subsequent Federal funding to ensure transparency and the proper expenditure of such funds. (F-2, F-4, F-8, F-9) RESPONSES While cities are not required to respond to this report of the 2021-22 Riverside County Civil Grand Jury, the Grand Jury invites and encourages all Riverside County cities to offer comments on the Findings and Recommendations of this report.

* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.