Sacramento County Grand Jury
2002-2003
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 (12)
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Findings & Recommendations
16 findings
F1:
Death investigation historically has been folded into law enforcement duties. This combination is inappropriate in the face of advanced medical knowledge in the diagnosis of 10 unnatural and violent deaths. Death investigation is a medical science and should be performed by medically qualified people. Death certification is a healthcare issue.
Related Recommendations (1)
R1:
The citizens of Sacramento County should be served by a medical examiner system headed by a board certified forensic pathologist appointed by the governing board. The Office of the Medical Examiner is autonomous, independently funded, and responds only to the Board of Supervisors.
F2:
In the United States there has been a trend in large population centers to convert to a medical examiner system of death investigation. Such a system now serves 48 percent of the population of the United States and 40 percent in California.
F3:
Coroners with few exceptions are administrators and/or peace officers with no medical qualifications or training. Very few are physicians. Medical Examiners are licensed physicians who have completed medical school, four to six years of postgraduate training in pathology, including forensic pathology fellowship. They are board certified in anatomic, clinical, and forensic pathology.
Related Recommendations (1)
R3:
The Chief Medical Examiner should be selected by a search committee of medical experts utilizing non-political and strictly professional criteria, including prior administrative experience. All staff pathologists should be board certified in forensic pathology. They can be contractual or county employees.
F4:
Death investigation should be performed by an independently funded, autonomous office unrelated to law enforcement or prosecutorial agencies, answering only to the governing board of the jurisdiction. There should be clear separation of scientific medical decisions from non-qualified individuals, agencies and political interests.
F5:
The performance of death investigation does not require law enforcement background. Forensic pathology fellowship includes this training, and forensic board certification requires this knowledge.
F6:
There is no legal impediment to a medical examiner discharging all functions of death investigation. In Sacramento County the authority for death investigation would be conveyed by creation of the Office of Medical Examiner.
F7:
In Sacramento County the Office of the Coroner is within the Public Protection Agency and operates under the administrator of that agency and the county executive. It is defined as an administrative position with no formal medical qualifications required. It is frequently combined with other county positions.
Related Recommendations (1)
R1:
The citizens of Sacramento County should be served by a medical examiner system headed by a board certified forensic pathologist appointed by the governing board. The Office of the Medical Examiner is autonomous, independently funded, and responds only to the Board of Supervisors.
F8:
In Sacramento County, on an annual basis, a deputy coroner with no formal medical qualifications authorizes the signature of death certificates in approximately 4500 reportable deaths without consultation or knowledge of the department forensic pathologists. The assistant coroner, also with no formal medical training, is empowered to determine the extent of death investigation and the final manner of death and cause of death of the approximately 1400 decedents transported to the office for evaluation. This provision can include overruling the judgment of the pathologist. The compromise of medical autonomy is not just theoretical; cases confirming have been documented.
Related Recommendations (1)
R1:
The citizens of Sacramento County should be served by a medical examiner system headed by a board certified forensic pathologist appointed by the governing board. The Office of the Medical Examiner is autonomous, independently funded, and responds only to the Board of Supervisors.
F9:
On September 11, 2001 the Board of Supervisors authorized change in the coroner’s office from contractual pathology and morgue services to county employees, further compromising medical autonomy and discharging a pathology group that by all accounts was professionally excellent. The transition may have created problems with respect to recruitment 11 of pathologists and homicide testimony. The decision was made despite significant opposing written advice and testimony from the local medical community. The chief forensic pathologist continues to be a contractual employee.
F10:
On December 11, 2001 the Board of Supervisors created a conflict of interest in the investigation of in-custody deaths by placing the coroner in charge of correctional health. This conflict was in place at a time of intense scrutiny regarding inmate deaths/suicides. There is pending litigation. The conflict was only partially resolved by an autopsy contract with San Joaquin County and the very recent transfer of correctional health to the Sheriff ‘s Department. This action was also the subject of major objection in the medical community. Investigation of in-custody deaths by an independent medical examiner’s office in concert with a district attorney’s investigator will resolve this conflict.
Related Recommendations (1)
R5:
The investigation of in-custody deaths should be separate from correctional health and the Sheriff’s Department. It should be performed by an independent medical examiner and district attorney investigator.
F11:
Coroner and Medical Examiner systems operate outside the usual medical oversight and control. There are no national standards or guidelines. Therefore voluntary review and certification by organizations such as NAME and ABMDI are desirable. Affiliation with the UCD Department of Pathology would facilitate subspecialty consultation, development of policy and quality assurance.
Related Recommendations (2)
R3:
The Chief Medical Examiner should be selected by a search committee of medical experts utilizing non-political and strictly professional criteria, including prior administrative experience. All staff pathologists should be board certified in forensic pathology. They can be contractual or county employees.
R4:
The Medical Examiner System of Sacramento County should establish a strong relationship with the UCD Medical Center for development of lines of consultation, quality assurance and continuing education programs. The system should utilize professional organizations for review, certification and guidelines of operation. There should be medical emphasis in the recruitment and continuing education of staff. A forensic pathologist should supervise each reported decedent investigation and sign the death certificate of all those studied in the medical examiners office. A pathologist should supervise all morgue functions.
F12:
With the above review and affiliation, the excellent physical plant already in place and conversion to a medical examiner system assuring medical autonomy, Sacramento County will attract excellent forensic pathologists and be in position to develop a state of the art death investigation program.
F13:
Conversion to a medical examiner system would not be difficult from an operational standpoint. The coroner’s staff would not have to be replaced and would adapt quickly to medical emphasis and supervision.
F14:
A financial analysis of the transition has been reviewed by the jury and thought to be neutral, with no additional funding necessary for the operation of a medical examiner system.
F15:
Change to a medical examiner system requires a charter amendment and electorate participation.
Related Recommendations (1)
R2:
To establish this office the Board of Supervisors should propose and place on the ballot a charter amendment to abolish the Office of Coroner and replace it with the 12 Office of Medical Examiner. Failing that, the board should propose and place on the ballot a charter amendment to require the coroner to be a forensic pathologist. Failing that, the board should appoint a forensic pathologist to be coroner at the earliest opportunity.
F16:
There have been complaints of inappropriate pressure by deputy coroners placed upon attending physicians to certify deaths when the physicians had inadequate knowledge as to the cause of death. This problem appears resolved.
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Findings & Recommendations
5 findings
F1:
In the past the Environmental Health Division has been very lax in its responsibility to provide mandated food inspections in a timely manner. In comparison, San Diego and Los Angeles both have established risk-based programs, which led to more inspections where extensive food preparation occurs and could be potentially hazardous. Sacramento inspectors have to waste time trying to track down mobile food carts who list only their main distribution address but not their site location, causing a backlog of these inspections.
F2:
The Environmental Health Division needs more staff devoted to food preparation inspections and needs to allocate tasks to maximize the staff they have.
F3:
The Environmental Health Division is not disseminating its inspection results effectively to the public.
F4:
The county Environmental Health Specialists (inspectors) displayed a high degree of professionalism during inspections. The inspectors took time to explain violations and to train restaurant employees.
F5:
The Environmental Health Division does not provide sufficient penalties for food service establishments to improve.
Additional Recommendations
9
Not linked to specific findings.
R1a:
Give priority to inspections based on risk assessment, putting resources to work where the risk is highest. Increase inspections to 2 or 3 per year for full food service establishments with complex menus where large amounts of food are prepared.
R1b:
Require owners of mobile food carts to come to the County office for their inspections during a single month of the year, e.g., January. Schedule them all during that month.
R2:
Staff should be increased from 11 to at least 22 full time inspectors. Each inspector should be provided personal digital assistant devices (palm pilots) to enter timely results of their inspections. All inspectors should have access to the automated database. Increased inspection fees from risk-based inspections and mandatory re-inspection fees should cover the cost of increased staffing.
R3a:
Give the public what it wants and issue letter grades to restaurants inspections, which must be prominently displayed. Certificates or awards of excellence could also be given to restaurants consistently receiving a letter grade of A over 3 consecutive inspections.
R3b:
The county Environmental Health Division should establish its own Web site to post all food inspections results including grades, enforcement or closure actions, follow-up inspections, and complaint remedies.
R4a:
The county Environmental Health Division should encourage inspection staff development by allowing staff to attend training programs sponsored by government agencies and leaders in the food safety industry. 33
R4b:
The County Environmental Health Division should consider establishing an apprenticeship program to encourage recent college graduates to enter the field. Such a program would allow these individuals to move up to staff positions after they become registered Environmental Health Specialist.
R5a:
Enforcement actions with severe implications should require immediate closure of the facility and mandatory re-inspections, paid for by the violator. Increase education for minor violations.
R5b:
Increased enforcement should lead to administrative hearings for repeat violators with ultimate license revocation.
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Findings & Recommendations
1 findings
F1:
The School Resource Officer is essential to the safety of students at school.
Related Recommendations (1)
R1:
That all comprehensive high schools which serve Sacramento County students have on campus a school resource officer.
Additional Recommendations
5
Not linked to specific findings.
R2:
That intermediate schools have a school resource officer.
R3:
That continuation high schools have access to a school resource officer.
R4:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sheriff’s Department and the school districts serving the unincorporated areas of the county for 2003-2004.
R5:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sacramento Police Department and the Sacramento Unified School District for 2003-2004.
R6:
That the safety of students be recognized by including the school resource officers program in the budgets of the San Juan Unified School District, the Elk Grove Unified School District and the Center Unified School District for 2003-2004. Commendation The Sheriff’s Department’s fiscal support of the SRO program in 2002-2003 in the unincorporated areas is recognized as positive and necessary.
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Findings & Recommendations
3 findings
F1:
District directors on the whole do not have financial or accounting backgrounds. They rely on their audit reports to ensure that their district’s operation is fiscally sound.
F2:
The Grand Jury finds that an electorate, kept unaware by a district that fails to “give light” to its actions, cannot properly evaluate the performance of district personnel. These 47 voters elect boards to oversee the operation of the district. The board in turn hires a general manager to manage the district. It is the close relationship between the board and the general manager that has potential for misuse of district funds. We find that the use of district credit cards may enable the misuse of district funds; however, it is the culture within the district that permits the abuse. District managers and board members should be aware of what is and what is not proper. Golf at district expense is not proper. Expensive restaurant meals charged to the district is not proper. Increasing the retirement benefits to a level primarily given to public safety personnel to benefit a retiring general manager is not proper.
F3:
Some written practices and policies, which vary from district to district, may be outdated.
Additional Recommendations
9
Not linked to specific findings.
R1a:
The district should provide to auditors all district policies and procedures before an audit is performed. Auditors should verify that all disbursements made during the year comply with the district’s procedures. The audit should include a random sampling of travel expense reports, including credit card usage.
R1b:
The Sacramento County Director of Finance should schedule regular, selective reviews of district audit reports for completeness and financial impact on ratepayers, and report any anomalies to the respective water district board of directors.
R1c:
The California State Government Code Section 2609 should be amended to eliminate Section 2609(f) providing for audits to be performed less frequently than once a year. The code should require all districts to perform annual audits.
R1d:
The California State Legislature should enact a statute requiring the State Controller to independently verify accuracy and completeness of district audits.
R2:
Auditors should confirm water districts’ compliance with IRS rules, that all income is being reported, that boards actively oversee payments to management, and that all financial records are maintained for at least five years.
R2b:
Expenses submitted for reimbursement or charges on district credit cards that exceed California State per diem allowances or that do not fall within permitted district expense policies should be disallowed, published on the district’s Web site and discussed at the next board meeting.
R3:
In an effort to obtain a thorough and professional annual audit, auditors should be changed every three years.
R4:
To increase public awareness of district activities and to provide easy access to this information, public water districts should establish and maintain a Web site with links to their audit report, district travel policies and travel expenses.
R5:
Notices of public hearings for rate increases should be clear and concise enabling customers to understand easily the reasons and justifications for such increases.
Findings & Recommendations
4 findings
F1:
The EGUSD gave insider information to a real estate agent which allowed the agent to make a profit in excess of $2 million on school site #8.
F2:
The EGUSD failed its fiduciary responsibility to the taxpayers by paying $2.4 million more than the fair market value for school site #8.
F3:
The EGUSD failed to perform due diligence in the search for school site #8.
F4:
The EGUSD refuses to admit a mistake was made and to take responsibility for its actions.
Additional Recommendations
7
Not linked to specific findings.
R1:
The Elk Grove Unified School District should: a. develop formal policies and procedures for the purchase of school site property that protect financial interests of the taxpayers and eliminate the appearance of favoritism to any landowner, land developer or real estate agent; b. publish in a newspaper of general record an official notice of any decision by the District to establish a new school or seek a new site location. An offical notice should also be delivered to the local Board of Realtors; c. direct staff to use all available resources for the selection of property for school construction including physical inspection of properties for sale within the area of interest as well as Multiple Listing and newspaper ads.
R1a:
The EGUSD should take immediate disciplinary action against responsible staff.
R1b:
The Superintendent and Board of Education should provide oversight to the staff responsible for the purchase of school sites.
R2a:
The district should require staff members responsible for the purchase of property, supplies, or services to sign a fiduciary responsibility statement. District staff should also be accountable under the EGUSD conflict of interest policy.
R2b:
The district should develop policies and procedures for the purchase of school sites that protect the financial interests of taxpayers.
R3:
The district should require staff to do their own research on potential school sites and not rely solely on agents and developers.
R4:
The district should take responsibility for its actions and implement policies and procedures to make sure this situation never happens again. Sacramento County Grand Jury June 30, 2003 20 TO THE CITIZENS IN THE ELK GROVE UNIFIED SCHOOL DISTRICT: The Elk Grove Unified School District is accountable to you. Apparently they do not agree. The Grand Jury can investigate, write a report, and receive an inadequate reply year after year. The EGUSD can obfuscate, delay, and refuse to talk without a subpoena, hoping to drag out the process long enough so that we will go away. This process cannot work for them if you, the good citizens in the Elk Grove Unified School District, demand better leadership from your elected officials.
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Findings & Recommendations
5 findings
F1:
In the past the Environmental Health Division has been very lax in its responsibility to provide mandated food inspections in a timely manner. In comparison, San Diego and Los Angeles both have established risk-based programs, which led to more inspections where extensive food preparation occurs and could be potentially hazardous. Sacramento inspectors have to waste time trying to track down mobile food carts who list only their main distribution address but not their site location, causing a backlog of these inspections.
F2:
The Environmental Health Division needs more staff devoted to food preparation inspections and needs to allocate tasks to maximize the staff they have.
F3:
The Environmental Health Division is not disseminating its inspection results effectively to the public.
F4:
The county Environmental Health Specialists (inspectors) displayed a high degree of professionalism during inspections. The inspectors took time to explain violations and to train restaurant employees.
F5:
The Environmental Health Division does not provide sufficient penalties for food service establishments to improve.
Additional Recommendations
9
Not linked to specific findings.
R1a:
Give priority to inspections based on risk assessment, putting resources to work where the risk is highest. Increase inspections to 2 or 3 per year for full food service establishments with complex menus where large amounts of food are prepared.
R1b:
Require owners of mobile food carts to come to the County office for their inspections during a single month of the year, e.g., January. Schedule them all during that month.
R2:
Staff should be increased from 11 to at least 22 full time inspectors. Each inspector should be provided personal digital assistant devices (palm pilots) to enter timely results of their inspections. All inspectors should have access to the automated database. Increased inspection fees from risk-based inspections and mandatory re-inspection fees should cover the cost of increased staffing.
R3a:
Give the public what it wants and issue letter grades to restaurants inspections, which must be prominently displayed. Certificates or awards of excellence could also be given to restaurants consistently receiving a letter grade of A over 3 consecutive inspections.
R3b:
The county Environmental Health Division should establish its own Web site to post all food inspections results including grades, enforcement or closure actions, follow-up inspections, and complaint remedies.
R4a:
The county Environmental Health Division should encourage inspection staff development by allowing staff to attend training programs sponsored by government agencies and leaders in the food safety industry. Sacramento County Grand Jury June 30, 2003 34
R4b:
The County Environmental Health Division should consider establishing an apprenticeship program to encourage recent college graduates to enter the field. Such a program would allow these individuals to move up to staff positions after they become registered Environmental Health Specialist.
R5a:
Enforcement actions with severe implications should require immediate closure of the facility and mandatory re-inspections, paid for by the violator. Increase education for minor violations.
R5b:
Increased enforcement should lead to administrative hearings for repeat violators with ultimate license revocation.
📋Misuse of Appointive Power by the Galt City Council
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Findings & Recommendations
9 findings
F1:
The Galt City Council misused its appointive power.
F2:
The Grand Jury finds that an electorate, kept unaware by a district that fails to “give light” to its actions, cannot properly evaluate the performance of district personnel. These Sacramento County Grand Jury June 30, 2003 48 voters elect boards to oversee the operation of the district. The board in turn hires a general manager to manage the district. It is the close relationship between the board and the general manager that has potential for misuse of district funds. We find that the use of district credit cards may enable the misuse of district funds; however, it is the culture within the district that permits the abuse. District managers and board members should be aware of what is and what is not proper. Golf at district expense is not proper. Expensive restaurant meals charged to the district is not proper. Increasing the retirement benefits to a level primarily given to public safety personnel to benefit a retiring general manager is not proper.
F3:
Some written practices and policies, which vary from district to district, may be outdated.
F4:
What authority determines which water district industry conferences directors will attend? When more than one director attends a conference, what justification is needed to provide for more than one participant?
F5:
What practices exist for directors’ travel? Please provide a copy.
F6:
When was the last travel audit performed on your district? Please provide a copy of that audit.
F7:
Are directors attending water industry conferences required to submit reports to the water district? Is the report written or oral? Is the item placed on the district’s meeting agenda?
F8:
What is the district’s policy on the acceptance of gifts by district directors and staff personnel? Please provide a copy of the policy.
F9:
What is the district’s policy on the payment of overtime to management personnel? Please provide a copy of that policy.
Additional Recommendations
14
Not linked to specific findings.
R1:
The Galt City Council should follow its own resolutions in effect at the time a course of action is pursued. In this case, Galt should transact business by using its appointive power by proper quorum vote. In the alternative, the Galt City Council should correct any inconsistencies in its own resolutions prior to pursuing a course of action.
R1a:
The district should provide to auditors all district policies and procedures before an audit is performed. Auditors should verify that all disbursements made during the year comply with the district’s procedures. The audit should include a random sampling of travel expense reports, including credit card usage.
R1b:
The Sacramento County Director of Finance should schedule regular, selective reviews of district audit reports for completeness and financial impact on ratepayers, and report any anomalies to the respective water district board of directors.
R1c:
The California State Government Code Section 2609 should be amended to eliminate Section 2609(f) providing for audits to be performed less frequently than once a year. The code should require all districts to perform annual audits.
R1d:
The California State Legislature should enact a statute requiring the State Controller to independently verify accuracy and completeness of district audits.
R2:
Auditors should confirm water districts’ compliance with IRS rules, that all income is being reported, that boards actively oversee payments to management, and that all financial records are maintained for at least five years.
R2b:
Expenses submitted for reimbursement or charges on district credit cards that exceed California State per diem allowances or that do not fall within permitted district expense policies should be disallowed, published on the district’s Web site and discussed at the next board meeting.
R3:
In an effort to obtain a thorough and professional annual audit, auditors should be changed every three years.
R4:
To increase public awareness of district activities and to provide easy access to this information, public water districts should establish and maintain a Web site with links to their audit report, district travel policies and travel expenses.
R5:
Notices of public hearings for rate increases should be clear and concise enabling customers to understand easily the reasons and justifications for such increases.
R6:
When was the last travel audit performed on your district? Please provide a copy of that audit.
R7:
Are directors attending water industry conferences required to submit reports to the water district? Is the report written or oral? Is the item placed on the district’s meeting agenda?
R8:
What is the district’s policy on the acceptance of gifts by district directors and staff personnel? Please provide a copy of the policy.
R9:
What is the district’s policy on the payment of overtime to management personnel? Please provide a copy of that policy.
Findings & Recommendations
9 findings
F1:
The Galt City Council misused its appointive power.
F2:
The Grand Jury finds that an electorate, kept unaware by a district that fails to “give light” to its actions, cannot properly evaluate the performance of district personnel. These Sacramento County Grand Jury June 30, 2003 48 voters elect boards to oversee the operation of the district. The board in turn hires a general manager to manage the district. It is the close relationship between the board and the general manager that has potential for misuse of district funds. We find that the use of district credit cards may enable the misuse of district funds; however, it is the culture within the district that permits the abuse. District managers and board members should be aware of what is and what is not proper. Golf at district expense is not proper. Expensive restaurant meals charged to the district is not proper. Increasing the retirement benefits to a level primarily given to public safety personnel to benefit a retiring general manager is not proper.
F3:
Some written practices and policies, which vary from district to district, may be outdated.
F4:
What authority determines which water district industry conferences directors will attend? When more than one director attends a conference, what justification is needed to provide for more than one participant?
F5:
What practices exist for directors’ travel? Please provide a copy.
F6:
When was the last travel audit performed on your district? Please provide a copy of that audit.
F7:
Are directors attending water industry conferences required to submit reports to the water district? Is the report written or oral? Is the item placed on the district’s meeting agenda?
F8:
What is the district’s policy on the acceptance of gifts by district directors and staff personnel? Please provide a copy of the policy.
F9:
What is the district’s policy on the payment of overtime to management personnel? Please provide a copy of that policy.
Additional Recommendations
14
Not linked to specific findings.
R1:
The Galt City Council should follow its own resolutions in effect at the time a course of action is pursued. In this case, Galt should transact business by using its appointive power by proper quorum vote. In the alternative, the Galt City Council should correct any inconsistencies in its own resolutions prior to pursuing a course of action.
R1a:
The district should provide to auditors all district policies and procedures before an audit is performed. Auditors should verify that all disbursements made during the year comply with the district’s procedures. The audit should include a random sampling of travel expense reports, including credit card usage.
R1b:
The Sacramento County Director of Finance should schedule regular, selective reviews of district audit reports for completeness and financial impact on ratepayers, and report any anomalies to the respective water district board of directors.
R1c:
The California State Government Code Section 2609 should be amended to eliminate Section 2609(f) providing for audits to be performed less frequently than once a year. The code should require all districts to perform annual audits.
R1d:
The California State Legislature should enact a statute requiring the State Controller to independently verify accuracy and completeness of district audits.
R2:
Auditors should confirm water districts’ compliance with IRS rules, that all income is being reported, that boards actively oversee payments to management, and that all financial records are maintained for at least five years.
R2b:
Expenses submitted for reimbursement or charges on district credit cards that exceed California State per diem allowances or that do not fall within permitted district expense policies should be disallowed, published on the district’s Web site and discussed at the next board meeting.
R3:
In an effort to obtain a thorough and professional annual audit, auditors should be changed every three years.
R4:
To increase public awareness of district activities and to provide easy access to this information, public water districts should establish and maintain a Web site with links to their audit report, district travel policies and travel expenses.
R5:
Notices of public hearings for rate increases should be clear and concise enabling customers to understand easily the reasons and justifications for such increases.
R6:
When was the last travel audit performed on your district? Please provide a copy of that audit.
R7:
Are directors attending water industry conferences required to submit reports to the water district? Is the report written or oral? Is the item placed on the district’s meeting agenda?
R8:
What is the district’s policy on the acceptance of gifts by district directors and staff personnel? Please provide a copy of the policy.
R9:
What is the district’s policy on the payment of overtime to management personnel? Please provide a copy of that policy.
Additional Recommendations
1
Not linked to specific findings.
R1:
The Elk Grove Unified School District should: a. develop formal policies and procedures for the purchase of school site property that protect financial interests of the taxpayers and eliminate the appearance of favoritism to any landowner, land developer or real estate agent; b. publish in a newspaper of general record an official notice of any decision by the District to establish a new school or seek a new site location. An offical notice should also be delivered to the local Board of Realtors; c. direct staff to use all available resources for the selection of property for school construction including physical inspection of properties for sale within the area of interest as well as Multiple Listing and newspaper ads.
📋Recommendations for Improving Public Water Districts’ Accountability
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Additional Recommendations
1
Not linked to specific findings.
R1:
The Elk Grove Unified School District should: a. develop formal policies and procedures for the purchase of school site property that protect financial interests of the taxpayers and eliminate the appearance of favoritism to any landowner, land developer or real estate agent; b. publish in a newspaper of general record an official notice of any decision by the District to establish a new school or seek a new site location. An offical notice should also be delivered to the local Board of Realtors; c. direct staff to use all available resources for the selection of property for school construction including physical inspection of properties for sale within the area of interest as well as Multiple Listing and newspaper ads.
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Findings & Recommendations
1 findings
F1:
The School Resource Officer is essential to the safety of students at school.
Additional Recommendations
6
Not linked to specific findings.
R1:
That all comprehensive high schools which serve Sacramento County students have on campus a school resource officer.
R2:
That intermediate schools have a school resource officer.
R3:
That continuation high schools have access to a school resource officer.
R4:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sheriff’s Department and the school districts serving the unincorporated areas of the county for 2003-2004.
R5:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sacramento Police Department and the Sacramento Unified School District for 2003-2004.
R6:
That the safety of students be recognized by including the school resource officers program in the budgets of the San Juan Unified School District, the Elk Grove Unified School District and the Center Unified School District for 2003-2004. Sacramento County Grand Jury June 30, 2003 53 Commendation The Sheriff’s Department’s fiscal support of the SRO program in 2002-2003 in the unincorporated areas is recognized as positive and necessary.
📋School Safety in Jeopardy
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Findings & Recommendations
1 findings
F1:
The School Resource Officer is essential to the safety of students at school.
Additional Recommendations
6
Not linked to specific findings.
R1:
That all comprehensive high schools which serve Sacramento County students have on campus a school resource officer.
R2:
That intermediate schools have a school resource officer.
R3:
That continuation high schools have access to a school resource officer.
R4:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sheriff’s Department and the school districts serving the unincorporated areas of the county for 2003-2004.
R5:
That the safety of students be recognized by including the school resource officers program in the budgets of the Sacramento Police Department and the Sacramento Unified School District for 2003-2004.
R6:
That the safety of students be recognized by including the school resource officers program in the budgets of the San Juan Unified School District, the Elk Grove Unified School District and the Center Unified School District for 2003-2004. Sacramento County Grand Jury June 30, 2003 53 Commendation The Sheriff’s Department’s fiscal support of the SRO program in 2002-2003 in the unincorporated areas is recognized as positive and necessary.