Gran Jurado del Condado de Sacramento
2001-2002
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (10)
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Hallazgos & Recomendaciones
5 hallazgos
F1:
During FY 2000/2001, with an augmented budget, APS increased its staff and its ability for emergency response, but has not provided enhanced services such as case management as required by SB 2199. APS concurs that there is a need for case management, but attributes its absence to lack of staff and funding.
F2:
APS administrators were unable to provide members of the Grand Jury with documentation requiring the 90 day cap, and it is unclear whether this is imposed by state regulations or self-imposed by the County.
F3:
Adult Protective Services has not pursued Targeted Case Management funding. Although TCM provides money at a 50% reimbursement, it is additional funding separate from their current revenue source.
F4:
There appears to be a philosophy within APS of using crisis intervention and quick closure as the primary remedy. If the cases opened from January 1998 through January 2002, as noted, had been effectively resolved through case management, they would have resulted in savings of approximately $2,700,000 over that four-year period. The savings would be greater if the impact to other systems, such as emergency rooms, law enforcement, etc. were considered. Sacramento County Grand Jury June 30, 2002
F5:
APS workers and staff of other agencies regularly consult on individual cases for multi-problem individuals which can become time intensive. Sacramento County's Multidisciplinary Team (MDT) with its composition of numerous community agencies, meets one time per month for two hours. Given the number of cases that are processed through APS, the use of the MDT only once a month is not adequate. The Grand Jury determined that Adult Protective Services could expand on its coordination with community agencies, and it could utilize this collaboration and coordination more effectively through an expanded use of the MDT.
Recomendaciones adicionales
5
No vinculadas a hallazgos específicos.
R1:
Sacramento County APS should immediately implement a pilot program of case management for the identified highest risk cases. APS should implement case management as specified in SB 2199 and the two-year study.
R2:
Adult Protective Services needs to remove the 90-day cap on the amount of time a case can remain open.
R3:
a. Adult Protective Services should explore the possibility of additional funding through Targeted Case Management or MediCal Administrative Assistance. b. If APS no longer maintains an MAA/TCM Coordinator, then it would be advisable for APS to hire a consultant to determine if they qualify for a coordinator and how best to increase reimbursement for services. c. APS should consider the purchase of appropriate software to assist in proper documentation.
R4:
Adult Protective Services should reconfigure its system of triaging/prioritizing cases after the initial response in order to better determine the need for type and length of continued services to reduce re-opening of cases.
R5:
a. The MDT should meet on a weekly basis to alleviate the burden/workload of each individual agency involved in each case by allowing presentation and follow up in less than 30 days as needed. b. APS needs to develop continued and expanded collaboration with social service, health, and criminal justice agencies in order to link clients with necessary services and supports to more effectively create stability. Beyond the scope of referral, APS should collaborate on the cases and follow up on the success of the referral.
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Hallazgos & Recomendaciones
5 hallazgos
F1:
During FY 2000/2001, with an augmented budget, APS increased its staff and its ability for emergency response, but has not provided enhanced services such as case management as required by SB 2199. APS concurs that there is a need for case management, but attributes its absence to lack of staff and funding.
F2:
APS administrators were unable to provide members of the Grand Jury with documentation requiring the 90 day cap, and it is unclear whether this is imposed by state regulations or self-imposed by the County.
F3:
Adult Protective Services has not pursued Targeted Case Management funding. Although TCM provides money at a 50% reimbursement, it is additional funding separate from their current revenue source.
F4:
There appears to be a philosophy within APS of using crisis intervention and quick closure as the primary remedy. If the cases opened from January 1998 through January 2002, as noted, had been effectively resolved through case management, they would have resulted in savings of approximately $2,700,000 over that four-year period. The savings would be greater if the impact to other systems, such as emergency rooms, law enforcement, etc. were considered. Sacramento County Grand Jury June 30, 2002
F5:
APS workers and staff of other agencies regularly consult on individual cases for multi-problem individuals which can become time intensive. Sacramento County's Multidisciplinary Team (MDT) with its composition of numerous community agencies, meets one time per month for two hours. Given the number of cases that are processed through APS, the use of the MDT only once a month is not adequate. The Grand Jury determined that Adult Protective Services could expand on its coordination with community agencies, and it could utilize this collaboration and coordination more effectively through an expanded use of the MDT.
Recomendaciones adicionales
5
No vinculadas a hallazgos específicos.
R1:
Sacramento County APS should immediately implement a pilot program of case management for the identified highest risk cases. APS should implement case management as specified in SB 2199 and the two-year study.
R2:
Adult Protective Services needs to remove the 90-day cap on the amount of time a case can remain open.
R3:
a. Adult Protective Services should explore the possibility of additional funding through Targeted Case Management or MediCal Administrative Assistance. b. If APS no longer maintains an MAA/TCM Coordinator, then it would be advisable for APS to hire a consultant to determine if they qualify for a coordinator and how best to increase reimbursement for services. c. APS should consider the purchase of appropriate software to assist in proper documentation.
R4:
Adult Protective Services should reconfigure its system of triaging/prioritizing cases after the initial response in order to better determine the need for type and length of continued services to reduce re-opening of cases.
R5:
a. The MDT should meet on a weekly basis to alleviate the burden/workload of each individual agency involved in each case by allowing presentation and follow up in less than 30 days as needed. b. APS needs to develop continued and expanded collaboration with social service, health, and criminal justice agencies in order to link clients with necessary services and supports to more effectively create stability. Beyond the scope of referral, APS should collaborate on the cases and follow up on the success of the referral.
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Hallazgos & Recomendaciones
4 hallazgos
F1:
The public and clients do not appear to understand the scope of client services offered by the Bureau of Family Support. This causes stress to bureau staff and inhibits good relations between the Bureau, its clients, and client advocacy groups.
F2:
The 10% vacancy rate of all full time equivalent staff positions in the Bureau of Family Support has a substantial negative impact on the Bureau’s operating objectives, and creates an environment in which staff feels overwhelmed and clients feel frustrated and unhappy.
F3:
Closing cases for an inability to locate non-custodial parents after two years does not allow the fullest opportunity to locate highly mobile absent parents.
F4:
The availability of a database containing the names and Social Security numbers of persons to whom probate distributions are made would aid the Bureau in locating non-custodial parents to collect child support and other obligations.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
R1:
The Board of Supervisors should publish an annual audit of the Bureau of Family Support. At a minimum, the findings should include scope of service, waiting periods, unfilled positions, progress in collections, and cases opened and closed.
R2:
The Board of Supervisors should provide for urgent or emergency funding of staff positions whenever the Bureau’s vacancy rate is over 10% of all full time equivalent staff positions.
R3:
The Bureau should negotiate with the California Department of Child Support Services and other county child support agencies to create a common category of semi-inactive cases to be kept open for at least three years for location purposes.
R4:
The Bureau should seek a change in the rules of the Probate Department of the Sacramento Superior Court to establish such a database. In addition, the Bureau should undertake an initiative with the California Department of Child Support Services, other county child support agencies, and revenue agencies, to obtain legislation requiring the establishment of such databases by probate departments statewide. Sacramento County Grand Jury June 30, 2002
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Hallazgos & Recomendaciones
5 hallazgos
F1:
Members elected to the Wilton Fire Protection District Board of Directors continue to work as volunteer firefighters in violation of Government Code Section 53227.
F2:
As reflected in Wilton Fire Protection District Board of Directors’meeting minutes, certain agenda items were passed by a majority of members voting rather than a majority of elected members in violation of the provisions of Section 13856 of the Health and Safety Code.
F3:
The CDC Health Care Service Division has not informed the local prisons of their ability to negotiate locally based medical service contracts, including services provided under the Master Contract.
F4:
The CDC Health Care Service Division advised the Grand Jury that correctional facilities have the authority to negotiate medical service contracts for similar services by local medical service providers.
F5:
Other modalities such as tele- and video-conferencing via closed circuit television are available whereby physicians and technicians can consult with one another over long distances.
Recomendaciones adicionales
5
No vinculadas a hallazgos específicos.
R1:
The Wilton Fire Protection District Board of Directors should request the Board of Supervisors increase the composition of the current five member Board to seven members, consisting of five voting members, not volunteer firefighters, and two non-voting members who are volunteer firefighters. The two non-voting members would serve in an advisory capacity to the elected board.
R2:
The Wilton Fire Protection District Board of Directors should develop and adopt a written policy on Board procedures and make this policy available to all Board members and the general public. The policy should contain applicable laws and a legal interpretation of those laws by County Counsel. Sacramento County Grand Jury June 30, 2002
R3:
The CDC Health Care Division should inform the local prisons of their ability to negotiate locally based medical service contracts, including services provided under the Master Contract.
R4:
The correctional facilities in Sacramento County should solicit informal bids from medical facilities that are available in and around Folsom. Sacramento County Grand Jury June 30, 2002
R5:
The Department of Corrections should expand the use of tele- and video-conferencing capabilities where applicable from the prison to any local hospital, whereby physicians and technicians could communicate over long distances to perhaps mitigate the costly transportation problems.
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Hallazgos & Recomendaciones
5 hallazgos
F1:
During FY 2000/2001, with an augmented budget, APS increased its staff and its ability for emergency response, but has not provided enhanced services such as case management as required by SB 2199. APS concurs that there is a need for case management, but attributes its absence to lack of staff and funding.
F2:
APS administrators were unable to provide members of the Grand Jury with documentation requiring the 90 day cap, and it is unclear whether this is imposed by state regulations or self-imposed by the County.
F3:
Adult Protective Services has not pursued Targeted Case Management funding. Although TCM provides money at a 50% reimbursement, it is additional funding separate from their current revenue source.
F4:
There appears to be a philosophy within APS of using crisis intervention and quick closure as the primary remedy. If the cases opened from January 1998 through January 2002, as noted, had been effectively resolved through case management, they would have resulted in savings of approximately $2,700,000 over that four-year period. The savings would be greater if the impact to other systems, such as emergency rooms, law enforcement, etc. were considered. 15
F5:
APS workers and staff of other agencies regularly consult on individual cases for multi-problem individuals which can become time intensive. Sacramento County's Multidisciplinary Team (MDT) with its composition of numerous community agencies, meets one time per month for two hours. Given the number of cases that are processed through APS, the use of the MDT only once a month is not adequate. The Grand Jury determined that Adult Protective Services could expand on its coordination with community agencies, and it could utilize this collaboration and coordination more effectively through an expanded use of the MDT.
Recomendaciones adicionales
5
No vinculadas a hallazgos específicos.
R1:
Sacramento County APS should immediately implement a pilot program of case management for the identified highest risk cases. APS should implement case management as specified in SB 2199 and the two-year study.
R2:
Adult Protective Services needs to remove the 90-day cap on the amount of time a case can remain open.
R3:
a. Adult Protective Services should explore the possibility of additional funding through Targeted Case Management or MediCal Administrative Assistance. b. If APS no longer maintains an MAA/TCM Coordinator, then it would be advisable for APS to hire a consultant to determine if they qualify for a coordinator and how best to increase reimbursement for services. c. APS should consider the purchase of appropriate software to assist in proper documentation.
R4:
Adult Protective Services should reconfigure its system of triaging/prioritizing cases after the initial response in order to better determine the need for type and length of continued services to reduce re-opening of cases.
R5:
a. The MDT should meet on a weekly basis to alleviate the burden/workload of each individual agency involved in each case by allowing presentation and follow up in less than 30 days as needed. b. APS needs to develop continued and expanded collaboration with social service, health, and criminal justice agencies in order to link clients with necessary services and supports to more effectively create stability. Beyond the scope of referral, APS should collaborate on the cases and follow up on the success of the referral.
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Hallazgos & Recomendaciones
3 hallazgos
F1:
The Lindsay M. Hayes Report found that the intake forms being utilized were inadequate. In addition, these forms were not automatically being forwarded to the Jail Psychiatric Services (JPS). In response, the Main Jail staff has revised its current intake forms in accordance with national standards. All appropriate and relevant medical screening forms are now transmitted by fax to the JPS in a timely manner. Also, arresting officers complete newly developed forms to communicate medical information to the county jail medical staff.
Recomendaciones relacionadas (1)
R1:
A yearly review should be conducted to determine the effectiveness of intake screening forms.
F2:
The Lindsay M. Hayes Report stated that classification deputies conduct inmate interviews, examine forms and review two screening fields to capture information on an inmate’s prior history. These deputies then use individual discretion to make referrals to the JPS staff. These referrals are not always made on consistent criteria. In response to the Lindsay M. Hayes Report, new classification forms have been implemented, which include questions regarding mental health and suicide.
Recomendaciones relacionadas (1)
R2:
A software program should be developed to access quickly and accurately an inmate’s prior health history for use by the classification deputies to ensure consistency in evaluation and referral. 17
F3:
The Lindsay M. Hayes Report states that contrary to some national correctional standards, JPS staff does not conduct a mental health assessment on each inmate within 14 days of confinement. In response, the Suicide Task Force indicated that it would be cost prohibitive to conduct reviews of health records for every inmate. However, there is a mental health screening of all inmates at intake.
Recomendaciones relacionadas (1)
R3:
Inmates who have been in the system before should have their records checked for mental health issues within 14 days. B. TRAINING
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Hallazgos & Recomendaciones
4 hallazgos
F1:
The commission recapture rate for the SCERS directed brokerage program should be evaluated annually.
F2:
Although intended as a trial target during the first year of the directed brokerage program, a 20% international target for money managers of the SCERS directed brokerage program is substantially less than that acceptable to money managers.
F3:
It does not appear that SCERS is receiving monthly money manager reports of commissions independently of reports supplied by State Street Bank.
F4:
SCERS Board and management have not made regular reviews of directed brokerage issues or surveyed best practices in the industry. This has resulted in SCERS not achieving the significant savings available through a directed brokerage arrangement.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
R1:
The Board of Retirement should adopt a policy requiring SCERS to review annually the commission recapture percentage for securities, ensuring that the plan maintains best practices in the industry.
R2:
SCERS should readjust the international target for money managers upward to 30% if possible, but to not less than 25%.
R3:
In order to maintain a proper audit trail and enable the reconciliation of variances, SCERS should direct its money managers to supply monthly reports of all commissions generated in a portfolio that identifies directed commissions.
R4:
The Board of Retirement should direct its Chief Investment Officer to begin a practice of periodic attendance at directed brokerage conferences and seminars, and follow up such attendance with in-service workshops for the Board and SCERS management.
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Hallazgos & Recomendaciones
3 hallazgos
F1:
Approximately 160 juveniles per month need crisis intervention. Additionally, 132 juvenile wards need daily mental health services. Limited facilities are available to house youths with mental health and psychiatric needs in the juvenile justice system of Sacramento County. This inability frequently requires sending juveniles out of the area to San Francisco, Vallejo, Modesto and Los Angeles in order to house them within a psychiatric facility at significant additional cost to the county.
F2:
There are currently vacant staff positions and an urgent need for additional mental health positions within the juvenile justice facilities of Sacramento County that should be immediately filled. In spite of a demonstrated and urgent need for mental health staff, Sacramento County proposes to decrease the number of mental health positions for FY 2002/03.
F3:
Clinical staff is forced to work in limited space within the existing juvenile justice facilities. This environment is not conducive to mental health counseling and treatment. Sacramento County Grand Jury June 30, 2002
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R1:
The 2000-2001 Grand Jury recommended Sacramento County build a 25-bed free standing` secure facility for juveniles. In its response DHHS indicated they had initiated a feasibility study for such a facility. This Grand Jury reaffirms that recommendation. Further, Sacramento County should now move forward and build such a facility.
R2:
The Board of Supervisors, DHHS, and the Mental Health Division should find the financial means to hire additional staff willing to work in a detention facility. This may require a restructuring of the pay scale or offering other incentives in order to recruit additional qualified staff.
R3:
Sacramento County needs to provide adequate and sufficient space in the juvenile centers for clinicians to provide mental health services.
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Hallazgos & Recomendaciones
4 hallazgos
F1:
The public and clients do not appear to understand the scope of client services offered by the Bureau of Family Support. This causes stress to bureau staff and inhibits good relations between the Bureau, its clients, and client advocacy groups.
F2:
The 10% vacancy rate of all full time equivalent staff positions in the Bureau of Family Support has a substantial negative impact on the Bureau’s operating objectives, and creates an environment in which staff feels overwhelmed and clients feel frustrated and unhappy.
F3:
Closing cases for an inability to locate non-custodial parents after two years does not allow the fullest opportunity to locate highly mobile absent parents.
F4:
The availability of a database containing the names and Social Security numbers of persons to whom probate distributions are made would aid the Bureau in locating non-custodial parents to collect child support and other obligations.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
R1:
The Board of Supervisors should publish an annual audit of the Bureau of Family Support. At a minimum, the findings should include scope of service, waiting periods, unfilled positions, progress in collections, and cases opened and closed.
R2:
The Board of Supervisors should provide for urgent or emergency funding of staff positions whenever the Bureau’s vacancy rate is over 10% of all full time equivalent staff positions.
R3:
The Bureau should negotiate with the California Department of Child Support Services and other county child support agencies to create a common category of semi-inactive cases to be kept open for at least three years for location purposes.
R4:
The Bureau should seek a change in the rules of the Probate Department of the Sacramento Superior Court to establish such a database. In addition, the Bureau should undertake an initiative with the California Department of Child Support Services, other county child support agencies, and revenue agencies, to obtain legislation requiring the establishment of such databases by probate departments statewide. Sacramento County Grand Jury June 30, 2002
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Hallazgos & Recomendaciones
3 hallazgos
F1:
The existing Airport Master Plan is over 20 years old and is currently being revised.
F2:
The Board of Supervisors did not include plans for Mather Field in the Airport Master Plan or in the alternative did not impose a developmental moratorium upon acquisition from the U.S. Air Force.
F3:
There are currently no plans by the Board of Supervisors and the City of Sacramento to prevent residential construction from encroaching into the operational sphere of influence of either Mather Field or Sacramento International airports. Sacramento County Grand Jury June 30, 2002 The Grand Jury believes it is therefore logical, relevant and instructive to consider the evaluations and determinations by state safety experts of what is considered safety and overflight hazards and disruptive noise levels when deciding on appropriate land uses. If prohibiting a school site within a 2-mile radius of an airport is required by the state, and children are at school only part of the day, it only seems logical that allowing residential construction within that zone where parents and children would live 24-hours a day, seven days a week is also inadvisable and inappropriate for exactly the same reasons.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R1:
With regard to Sacramento International Airport, the Board of Supervisors should: a) expedite the revision and approval of the Airport Master Plan. b) make the growth, development and operation of Sacramento International Airport the highest planning, development, zoning and land use priority and objective for the airport’s operational sphere of influence, a 5-mile radius of the airport. c) show on the Airport Master Plan all future runways and operations planned through 2035. d) work with local cities and counties surrounding Sacramento International Airport to prevent residential and commercial/industrial encroachment into flight paths of all current and planned runways. e) provide planning for additional Category 3 runways. f) enact and enforce changes needed in the General Plan to insure that no land use decision will be approved that restricts, conflicts or interferes with Sacramento International’s growth, development and operation.
R2:
With regard to Mather Field, the Board of Supervisors should: a. expedite the development and approval of the Airport Master Plan incorporating Mather Field. b. make the growth, development and operation of Mather Field as a “world class” air cargo hub the highest planning, development, zoning and land use priority within a 5-mile radius of the airfild. c. include a requirement for two Category 3 runways. d. enact and enforce changes needed in the General Plan to insure that no land use decision will be approved or allowed to continue that restricts, conflicts or interferes with Mather Field's growth, development and operation.
R3:
a. The Board of Supervisors should require mandatory Grants of Avigation and Noise Easements in favor of the Sacramento County Airport System, Sacramento County and the City of Sacramento be obtained and required of anyone issued a permit or given permission to build within the sphere of influence (5-mile radius) of either airport. b. The Board of Supervisors and/or Local Agency Formation Commission (LAFCO) should require and make it a mandatory condition that a Grant of Avigation and Noise Easement be granted to Sacramento County Airport System and Sacramento County for any property located within a 5-mile radius of Sacramento International Airport or Mather Field prior to any incorporation of a new city or annexation of land by an existing city. c. That a requirement for disclosure of these easements be included in any property transfer, lease or other use within the operational sphere of influence of both airports.