Gran Jurado del Condado de Sacramento
2018-2019
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 (14)
Hallazgos & Recomendaciones
6 hallazgos
F1:
CCSD timely complied with the law that it commits the Camden Pointe Quimby fees within five years of their payment. It spent all of those fees for the construction of Phase 1 of MacDonald Park, and possibly for some other parks which would serve the Camden Pointe subdivision. CCSD has fulfilled its legal obligations with regard to those fees.
Recomendaciones relacionadas (1)
R1:
CCSD should educate the district’s residents about the requirements and discretions it has with regard to the Quimby fees which it collects. CCSD should have open discussions about Quimby fees and dedications with its constituents by June 30, 2020.
F2:
CCSD timely complied with the law that it commits the Sheldon Estates II Quimby fees within five years of their collection. There is no time limit by which CCSD must spend the Sheldon Estates II Quimby fees to construct Phase 2 of McDonald Park.
Recomendaciones relacionadas (1)
R2:
CCSD should inform the district’s residents what CCSD intends to do with the Sheldon Estates II Quimby fees if the vote on the overlay district fails, at the first Board meeting following the vote.
F3:
CCSD residents are understandably frustrated that sixteen years after collecting the Sheldon Estates II Quimby fees, and thirteen years after committing to spend those fees to construct Phase 2 of MacDonald Park, CCSD still retains those fees. Residents do not have a clear understanding of the retention and use of those funds.
Recomendaciones relacionadas (1)
R3:
CCSD should establish an accounting system which specifically tracks each Quimby fee collected from a developer and how that money is spent. This should be by June 30, 2020.
F4:
CCSD makes a good faith effort to comply with the California Public Records Act.
Recomendaciones relacionadas (1)
R4:
CCSD should make a good faith and thorough effort, by June 30, 2020, to identify and recreate the records of collected but unspent Quimby Act funds that were lost due to the 2015 fire and inform its constituents of that effort. 28
F5:
CCSD makes a good faith effort to keep adequate and appropriate District records to fulfill legal requirements.
F6:
CCSD’s records retention policy requires its records be safeguarded and adequately protected.
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Hallazgos & Recomendaciones
2 hallazgos
F1:
There is a well-defined set of checks and balances within the hierarchy of Federal, State and local agencies to assure that the levees in the region will provide their expected level of protection during high water events.
F2:
LMAs act timely and responsibly to coordinate maintenance within the hierarchy of authority and assure proactive preventive measures are in place until deficiencies can be corrected through permanent measures, such as the Urban Level of Flood Protection plans. REQUIRED RESPONSES Pursuant to Penal Code sections 933 and 933.05, the grand jury requests responses from the following agency within 60 days: City of Sacramento Howard Chan, City Manager 915 I Street Sacramento, California 95814 Mail or hand-deliver a hard copy response to: David De Alba, Presiding Judge Sacramento County Superior Court 720 9th Street, Dept. Sacramento, CA 95814 In addition, please email response to: Becky Castaneda, Grand Jury Coordinator at [email protected] Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. ABBREVIATIONS AND ACRONYMS CVFPB Central Valley Flood Protection Board DWR Department of Water Resources JPA Joint Powers Authority LMA Local Maintaining Agency SAFCA Sacramento Area Flood Control Agency ULOP Urban Level of Flood Protection USACE U.S. Army Corps of Engineers DISCLAIMER This investigation is not, nor is it intended to be, a professional assessment of any agency’s practices and procedures. A professional assessment is beyond the scope of a civil grand jury. It is only intended to inform the public of the practices and oversight of Local Maintaining Agencies. 47
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Hallazgos & Recomendaciones
7 hallazgos
F1:
LRCCD administration and faculty are committed to improving student achievement rates and related goals encompassed within State Legislation, California's Community College Vision for Success, and State Chancellor's directives.
Recomendaciones relacionadas (1)
R1:
The LRCCD Administration and Faculty should be commended this year by the Board of Trustees for their commitment to improving student achievement rates.
F2:
LRCCD's Guided Pathways module does not by itself allow for students to seamlessly transfer between Academic and CTE programs.
Recomendaciones relacionadas (1)
R2:
The LRCCD Chancellor should ensure, as part of its implementation, that Guided Pathways includes a seamless administrative system for students to switch between Academic and CTE programs.
F3:
The success of Guided Pathways is dependent upon adequate counseling services and perhaps a change in the counseling model.
Recomendaciones relacionadas (1)
R3:
The LRCCD Board of Trustees should budget sufficient resources for case management/student advisor services to augment existing counseling services as needed to ensure the success of Guided Pathways.
F4:
LRCCD lacks a formal survey process for students at entrance and exit in order to better understand student achievement issues.
Recomendaciones relacionadas (1)
R4:
The LRCCD Chancellor should ensure within the next 12 months that a survey process that includes entrance and exit interviews is developed to ascertain whether further actions are needed to address student achievement issues.
F5:
LRCCD’s financial flexibility to adjust existing or new programs and services to meet student achievement goals is constrained by the fiscal requirements between the Fifty Percent Law and the collective bargaining agreements. 60
Recomendaciones relacionadas (1)
R5:
The LRCCD Board of Trustees should reconsider its 80 percent funding agreement as part of its collective bargaining negotiation with the goal of providing more financial flexibility to meet current and future student achievement rate challenges.
F6:
The quantity of scope of Online classes are insufficient to meet the work/life issues of two large cohorts of LRCCD's students; those 25 or older, which comprise nearly 40 percent of students overall, and part-time students that represent approximately 70 percent of students.
Recomendaciones relacionadas (1)
R6:
The LRCCD Board of Trustees and Chancellor should work with the academic senate and faculty to enhance the number and scope of online classes offered.
F7:
CTE Programs take an estimated six years to develop and produce the first graduates. This is too long to react to fast-changing demands in the labor market.
Recomendaciones relacionadas (1)
R7:
The LRCCD Chancellor should streamline the process for establishing CTE programs to reduce the number of years it takes to develop these types of programs over the next 12 months.
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Hallazgos & Recomendaciones
7 hallazgos
F1:
LRCCD administration and faculty are committed to improving student achievement rates and related goals encompassed within State Legislation, California's Community College Vision for Success, and State Chancellor's directives.
Recomendaciones relacionadas (1)
R1:
The LRCCD Administration and Faculty should be commended this year by the Board of Trustees for their commitment to improving student achievement rates.
F2:
LRCCD's Guided Pathways module does not by itself allow for students to seamlessly transfer between Academic and CTE programs.
Recomendaciones relacionadas (1)
R2:
The LRCCD Chancellor should ensure, as part of its implementation, that Guided Pathways includes a seamless administrative system for students to switch between Academic and CTE programs.
F3:
The success of Guided Pathways is dependent upon adequate counseling services and perhaps a change in the counseling model.
Recomendaciones relacionadas (1)
R3:
The LRCCD Board of Trustees should budget sufficient resources for case management/student advisor services to augment existing counseling services as needed to ensure the success of Guided Pathways.
F4:
LRCCD lacks a formal survey process for students at entrance and exit in order to better understand student achievement issues.
Recomendaciones relacionadas (1)
R4:
The LRCCD Chancellor should ensure within the next 12 months that a survey process that includes entrance and exit interviews is developed to ascertain whether further actions are needed to address student achievement issues.
F5:
LRCCD’s financial flexibility to adjust existing or new programs and services to meet student achievement goals is constrained by the fiscal requirements between the Fifty Percent Law and the collective bargaining agreements. 60
Recomendaciones relacionadas (1)
R5:
The LRCCD Board of Trustees should reconsider its 80 percent funding agreement as part of its collective bargaining negotiation with the goal of providing more financial flexibility to meet current and future student achievement rate challenges.
F6:
The quantity of scope of Online classes are insufficient to meet the work/life issues of two large cohorts of LRCCD's students; those 25 or older, which comprise nearly 40 percent of students overall, and part-time students that represent approximately 70 percent of students.
Recomendaciones relacionadas (1)
R6:
The LRCCD Board of Trustees and Chancellor should work with the academic senate and faculty to enhance the number and scope of online classes offered.
F7:
CTE Programs take an estimated six years to develop and produce the first graduates. This is too long to react to fast-changing demands in the labor market.
Recomendaciones relacionadas (1)
R7:
The LRCCD Chancellor should streamline the process for establishing CTE programs to reduce the number of years it takes to develop these types of programs over the next 12 months.
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Hallazgos & Recomendaciones
2 hallazgos
F1:
Sacramento County based oversight of the DA and Sheriff is inadequate given the potential impact their policies and action could have on the communities they serve. Opportunities exist to improve understanding, tolerance and trust between all parties.
Recomendaciones relacionadas (1)
R1:
The BOS should initiate action to create a Sacramento County oversight commission with responsibilities pertaining to the DA and Sheriff. This recommendation should be accomplished by December 31, 2019.
F2:
Prior BOS Inspector General contractual provisions have provided limited success in addressing the issue of oversight, resulting in a lack of accountability and transparency.
Recomendaciones relacionadas (1)
R2:
The BOS should complete action to reinstitute the IG function and office with accompanying Memorandum of Understanding (contract with the DA and Sheriff) mandating all work with the commission. This recommendation should be accomplished by December 31, 2019. 38
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Hallazgos & Recomendaciones
2 hallazgos
F1:
Sacramento County based oversight of the DA and Sheriff is inadequate given the potential impact their policies and action could have on the communities they serve. Opportunities exist to improve understanding, tolerance and trust between all parties.
Recomendaciones relacionadas (1)
R1:
The BOS should initiate action to create a Sacramento County oversight commission with responsibilities pertaining to the DA and Sheriff. This recommendation should be accomplished by December 31, 2019.
F2:
Prior BOS Inspector General contractual provisions have provided limited success in addressing the issue of oversight, resulting in a lack of accountability and transparency.
Recomendaciones relacionadas (1)
R2:
The BOS should complete action to reinstitute the IG function and office with accompanying Memorandum of Understanding (contract with the DA and Sheriff) mandating all work with the commission. This recommendation should be accomplished by December 31, 2019. 38
Hallazgos & Recomendaciones
8 hallazgos
F1:
Legalization, increased availability, and easy access have led to misconceptions regarding marijuana use, particularly with youth.
Recomendaciones relacionadas (2)
R1:
The Sacramento County Department of Health Services (SCDHS) and the Sacramento County Office of Education (SCOE) should maintain current youth prevention programs as well as spearhead new initiatives for county youth and their families. (F1, F2, F3)
R2:
SCDHS and SCOE should continue their highly successful collaborations with partners, such as the Sacramento County Coalition for Youth (SCCY) and the Coalition for a Safe and Healthy Arden Arcade (CSHAA). Over the next budget cycle, SCDHS and SCOE should proactively expand partnerships with entities such as school districts, parent-teacher associations, city governments, public health officials, Child Protective Services, and law enforcement. (F1, F2, F3)
F2:
There are significant toxicity and health concerns for youth that can lead to diminished academic performance, regressed socialization, and numerous physical and health issues.
Recomendaciones relacionadas (2)
R1:
The Sacramento County Department of Health Services (SCDHS) and the Sacramento County Office of Education (SCOE) should maintain current youth prevention programs as well as spearhead new initiatives for county youth and their families. (F1, F2, F3)
R2:
SCDHS and SCOE should continue their highly successful collaborations with partners, such as the Sacramento County Coalition for Youth (SCCY) and the Coalition for a Safe and Healthy Arden Arcade (CSHAA). Over the next budget cycle, SCDHS and SCOE should proactively expand partnerships with entities such as school districts, parent-teacher associations, city governments, public health officials, Child Protective Services, and law enforcement. (F1, F2, F3)
F3:
Although many prevention programs and partnerships have been developed to date, additional needs for youth services continue to be identified.
Recomendaciones relacionadas (2)
R1:
The Sacramento County Department of Health Services (SCDHS) and the Sacramento County Office of Education (SCOE) should maintain current youth prevention programs as well as spearhead new initiatives for county youth and their families. (F1, F2, F3)
R2:
SCDHS and SCOE should continue their highly successful collaborations with partners, such as the Sacramento County Coalition for Youth (SCCY) and the Coalition for a Safe and Healthy Arden Arcade (CSHAA). Over the next budget cycle, SCDHS and SCOE should proactively expand partnerships with entities such as school districts, parent-teacher associations, city governments, public health officials, Child Protective Services, and law enforcement. (F1, F2, F3)
F4:
Although there are some data from the Healthy Kids Survey (CHKS), consolidated data from multiple sources would paint a broader picture and help identify focus areas and funding needs for youth services.
Recomendaciones relacionadas (1)
R3:
SCDHS, SCOE, and their partners should collect and measure trend data from multiple sources, using whatever means are possible. Possible data include youth usage, treatment data, suspensions, expulsions, arrests, DUIs, and ER visits. (F4)
F5:
While Sacramento County has been admirably proactive in obtaining grant funding for youth prevention, additional funding would allow for more community-based programs and for more direct support to youth in the County’s middle and high schools.
Recomendaciones relacionadas (1)
R4:
Over the next budget cycle, SCDHS, SCOE, and school districts should vigorously pursue sustainable funding for education and prevention programs for youth and their families from multiple sources such as: Prop 64, Federal and State grants, and private organizations. (F5)
F6:
Since results from the Healthy Kids Survey (CHKS) are used for requesting funds and developing prevention programs, improved participation by school districts would benefit county youth and their families.
Recomendaciones relacionadas (1)
R5:
With support from SCOE, school districts should take measures to improve participation in the California Healthy Kids Survey (CHKS) during the next survey cycle, with a focus on middle, high, and non-traditional schools. The survey should include the “alcohol and other drugs” module. (F6)
F7:
To increase awareness, provide a consistent message, and reach a larger audience, schools and other community organizations that serve youth would benefit from presentation materials related to marijuana.
Recomendaciones relacionadas (1)
R6:
In partnership with service providers and others, SCOE should continuously update and expand upon “ready-to-go” informational packages and effective campaigns specific to marijuana that can be shared with school districts or other community-based organizations that serve youth. (F7, F8)
F8:
Since each school district in the County runs its own programs related to alcohol and other drugs, there is a significant variation in the resources available to students and their families throughout Sacramento County. 72
Recomendaciones relacionadas (3)
R6:
In partnership with service providers and others, SCOE should continuously update and expand upon “ready-to-go” informational packages and effective campaigns specific to marijuana that can be shared with school districts or other community-based organizations that serve youth. (F7, F8)
R7:
School districts should create on-line resources for teachers, youth, and their families. (F8)
R8:
School districts should establish Youth Program Specialists or similar positions to administer programs related to alcohol and drug prevention in the next budget cycle. (F8)
Hallazgos & Recomendaciones
7 hallazgos
F2:
New facilities are needed to achieve compliance with the Mays Consent Decree.
Recomendaciones relacionadas (1)
R2:
The BOS should approve the funding for the design and construction of the two interim measures by July 1, 2024.
F3:
There are continuing ADA and HIPAA violations due to the lack of adequate health- related facilities while projects approved by the BOS are completed.
Recomendaciones relacionadas (1)
R3:
The SSD, in collaboration with the County, should increase the number of intake stations by at least three to reduce overcrowding in the booking area by December 31, 2023.
F4:
There are interim measures that could be implemented at the Main Jail and RCCC to address Mays Consent Decree non-compliance issues while the Annex and interim projects are being designed and constructed.
Recomendaciones relacionadas (1)
R4:
The SSD, in collaboration with the County, should install temporary trailer(s) located in the enclosed Main Jail parking garage to reduce continuing HIPAA and ADA violations and allow for increased acute treatment and diagnostic (lab and basic imaging) capability by December 31, 2023.
F5:
There are limited healthcare facilities and staffing in the Main Jail.
Recomendaciones relacionadas (1)
R5:
The BOS should rapidly fund and implement the construction of an additional 18 mental health treatment rooms in the Main Jail by December 31, 2023.
F6:
Mandatory rotations in leadership positions at the Main Jail and RCCC have adversely impacted the County's ability to meet the requirements in a timely fashion.
Recomendaciones relacionadas (1)
R6:
The SSD and the BOS should quantify the costs of unnecessary “send outs” and redirect these funds to pay for the improved interim facilities by July 1, 2024.
F7:
The sanitation of the Main Jail and RCCC is substandard, and there are inadequate written procedures in place to ensure cleaning is effective.
Recomendaciones relacionadas (1)
R7:
As long as the requirement of the Mays Consent Decree remain in place, the SSD should create a non-rotating executive leadership position (non-sworn) to oversee the Mays Consent Decree compliance at the Main Jail and RCCC.
F8:
The Sheriff's Department and the County BOS have not acted upon key
Recomendaciones relacionadas (1)
R8:
The BOS and SSD should develop and implement a sanitation and disinfection program at the Main Jail and RCCC in accordance with the recommendations of the EOC report by March 31, 2024.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R1:
The BOS should approve the funding for the design and construction of the Annex by July 1, 2024.
Hallazgos & Recomendaciones
13 hallazgos
F1:
The FRCD Board decided to alter its basic mission, without benefit of an outside review or other investigation, relying solely on a staff report. The three options did not consider the legal differences between Resource Conservation Districts and Water Districts.
Recomendaciones relacionadas (1)
R1:
The FRCD Board should review its decision, by December 31, 2019, to alter its basic mission. This action should be taken with an expanded view, educating both the Board and the general public about the differences between Resource Conservation Districts and Water Districts. This review should include the use of outside consultants and expanded public participation and engagement. 88
F2:
Because Board Members are elected at large from the entire area of the FRCD and not from within the smaller boundary of the EGWD, equitable representation of rate-payers may be denied. 87
Recomendaciones relacionadas (1)
R2:
The FRCD Board of Directors should complete its updated Strategic Plan by June 30, 2020. The new Strategic Plan should include a discussion of its long-term vision and its long-range mission. This discussion should include a comprehensive review of the mission of the FRCD, whether it should continue as an independent district (either as an RCD or a water district) or consolidate with another area water provider (such as SCWA Zone 40).
F3:
The FRCD complied with all legal requirements with its decision to adopt a rate increase at the July 18, 2018 Board meeting.
Recomendaciones relacionadas (1)
R3:
FRCD should consider, by June 30, 2020, a plan to ensure that only those people living within the EGWD boundary are eligible to become Board members. Board members should be elected from within EGWD boundaries to ensure equitable representation of the population served.
F4:
The FRCD erred in setting the protest deadline at July 2, 2018, as Prop 218 mandates that written protests be accepted until and at the public rate hearing (scheduled to be July 18, 2018).
Recomendaciones relacionadas (1)
R4:
FRCD should review its actions during the most recent water rate study and rate increase approval, by June 30, 2020, to ensure that such future actions follow the protest period mandated under Proposition 218. Action should be taken to review and amend Board policies to ensure that future rate studies and proposals for rate increases conform to the procedures outlined in Proposition 218.
F5:
FRCD is actively working to reduce its debt, debt service and bond retirement payments, while maintaining an adequate debt service coverage ratio.
Recomendaciones relacionadas (1)
R5:
FRCD should review and amend, by December 31, 2019, contracting policies for professional and consultant services to address time limits, types of professional services and other requirements.
F6:
The FRCD did not follow its own policy when extending the current Legal Counsel’s contract which led to the creation of an unfair hiring practice. ,
Recomendaciones relacionadas (1)
R6:
FRCD should develop, by December 31, 2019, new policies relative to interim contracting for professional services for board approval. Minimize the use of interim contracts and maximize the use of standard contracts using a competitive process for professional services.
F7:
Because the FRCD policy manual is silent on interim contracts, the potential exists for extending interim contracts in lieu of soliciting proposals for professional services.
Recomendaciones relacionadas (1)
R7:
FRCD should begin, by December 31, 2019, the process of planning and installing flowmeters in its main water transmission lines to monitor for breaks, pressure losses, etc. These monitoring devices should also be connected to an automatic alert system for on-call emergency employees.
F8:
FRCD is unable to monitor leaks and pressure losses in a timely manner. This is a public safety issue and a potential liability for FRCD.
Recomendaciones relacionadas (1)
R8:
FRCD should rescind its vote approving health benefits for Board members, by September 30, 2019, since no action has ever been taken to implement them.
F9:
After voting to award health benefits to Board members, no further action was taken, no policies were created, and no health insurance benefits were awarded to Board members. The Board could institute health benefits for themselves with no further public discussion.
Recomendaciones relacionadas (1)
R9:
FRCD should conduct its closed sessions before general Board meetings to ensure the public is notified timely of any actions resulting from those closed sessions. Board bylaws should be updated, by December 31, 2019, to address timing of closed sessions.
F10:
The practice of conducting closed sessions after open sessions at the Board meeting may lead to an uninformed public and forestalls knowledge or comments. This practice does not encourage public engagement.
Recomendaciones relacionadas (1)
R10:
FRCD should establish policy, by December 31, 2019, to ensure a programmatic on- boarding process for new Board Members that includes both policy and operations. In addition, FRCD should establish, by December 31, 2019, a web-page with Board policies for public review.
F11:
Candidate pools for Board Member seats are so low that elections are sometimes not required. As a consequence, Board members are appointed by the County Board of Supervisors, denying a voice to the public in selection of those who represent them.
Recomendaciones relacionadas (1)
R11:
FRCD should, on an ongoing basis, expand its outreach to its ratepayers, in order to increase their engagement with the business and activities of the district. This could include, but is not limited to, increased inserts with ratepayer’s monthly bills, enhanced web interaction, media outreach, such as a periodic column in the Elk Grove Citizen or 89 other avenues, and practical workshops for ratepayers. FRCD should also engage with both the California Special Districts Association and the Institute for Local Government to learn about any other outreach efforts that are possible.
F12:
The lack of adequate Board member awareness of regulations, operations, and institutional history can lead to poor decisions on the part of the Board and leads to an over-reliance on the General Manager and staff.
F13:
There is a pronounced lack of public oversight of the FRCD, as shown by poorly attended meetings and few Board candidates.
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Hallazgos & Recomendaciones
5 hallazgos
F1:
CFD has an ongoing lack of focus, priority and accountability in regard to inspections.
F2:
There is a lack of documentation of inspections and re-inspections.
F3:
Previously purchased Image Trend software has not been fully implemented. 105
F4:
Review of data received on high school re-inspections indicates 70% non-compliance.
F5:
There is no incentive for schools to resolve listed violations due to lack of CFD enforcement. Not correcting these violations increases the risk to children in Elk Grove and Galt school districts. 2017-2018 RECOMMENDATIONS
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R1:
Amend the job description for the Fire Marshal to include responsibility and accountability for California Fire Code required inspections and implement scheduled rotation of all inspectors through all job inspection classifications.
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Hallazgos & Recomendaciones
8 hallazgos
F1:
The Sacramento County Internal Audit Unit lacks the necessary independence to perform operational audits and report their findings directly to the Board of Supervisors.
F2:
Sacramento County lacks a process for independent outside operational audits.
F3:
There is a lack of public transparency in the current audit process.
F4:
Current staffing levels are not at maximum strength and are not sufficient to undertake an in increased role in performing internal operational audits.
F5:
Sacramento County currently lacks staff in the audit section with the breadth of experience or broader education to also process operational audits, in addition to financial audits.
F6:
Audit reports that are available to the public are often written to address specific accounting and legal needs and are not readily understandable to the public.
F7:
The Audit Committee is comprised of department heads.
F8:
The Internal Audit Unit, as well as the Department of Finance as a whole, are understaffed in IT support. 103 2017-2018 RECOMMENDATIONS
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R1:
Create an elected position of County Auditor. Remove the Internal Audit Unit from the Department of Finance, eliminating unnecessary levels of supervision.
R2:
Emphasize independent operational audits to review processes and procedures. Emphasize Risk Assessment Modeling to develop operational audits and scheduling.
R3:
Establish a strong mission statement and objectives for the Internal Audit Unit. The County should work to improve its website and to support it.
R7:
Maintain and expand the Audit Committee to include one or two members of the Board of Supervisors. The Board should also consider appointing members of the public to the Audit Committee.
R8:
Improve information technology support for the Internal Audit Unit and the Department of Finance.
R9:
The County Auditor should be a permanent member of the COMPASS Steering Committee. 2017-2018 RESPONSES The Sacramento County Executive provided responses to the finding and recommendations noted above on September 11, 2018. The Sacramento County Board of Supervisors agrees with all responses made by the County Executive. The 2018-2019 Sacramento County Grand Jury notes that the required responses are in compliance with PC Section 933 and PC Section 933.05. The Sacramento County Executive reported the following actions:
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Hallazgos & Recomendaciones
2 hallazgos
F1:
An inordinate amount of the money and effort spent on the parkway is a result of the approximate 200 illegal campers on the parkway.
F2:
Current ordinances do not act as an effective deterrent to illegal camping in the parkway. 2017-2018 RECOMMENDATIONS
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R1:
The focus should be on the removal of the estimated 100 “service resistant” campers on the parkway. 107
R2:
A carefully crafted “stay-away” ordinance should be considered by both the City of Sacramento and the County of Sacramento. 2017-2018 RESPONSES The Sacramento City Manager provided responses to findings and recommendations noted above on November 21, 2018. The Mayor and the Sacramento City Council approved the responses at the City Council meeting on November 20, 2018. The 2018-2019 Sacramento County Grand Jury notes that the required responses did not comply with the timeliness requirement outlined in PC Section 933. The required responses did comply with PC Section 933.05. The Sacramento City Manager reported the following actions:
R4:
The EGUSD is in concurrence with this recommendation and it has been implemented. EGUSD and CFD have worked collaboratively to establish procedures and practices to ensure that the Administration is actively involved with not only the remediation of violations but all fire inspections reports. The Galt Joint Union High School District (GJUHSD) provided responses to finding F4 and recommendation R4 on September 27, 2018. The 2018-2019 Sacramento County Grand Jury notes that the required response was in compliance with PC Section 933. However, the response is not in compliance with PC Section 933.05. The GJUHSD did not include specific language required either agreeing or wholly or partially disagreeing with the finding. The format for responding to the recommendation as stated in PC Section 933.05 was not followed.
Hallazgos & Recomendaciones
6 hallazgos
F1:
The new jail management system (ATIMS) being implemented in the Jail will modernize and make more efficient all jail operations from intake to release.
F2:
Until the ATIMS system becomes operational, the Jail continues to process releases without regard to the time of release. This results in more than necessary late-night releases occurring on a daily basis.
F3:
There may be inconsistencies within the different shifts regarding how Court Ordered Releases (COR) are processed by Jail desk personnel and given to release officers. The chain of command, including who is responsible, is not defined.
F4:
The Jail has no written checklist type system in place to inform inmates of their options upon release.
F5:
The Jail does not have a taxi service contract or taxi voucher system that would provide persons being released in the middle of the night with the free option of a taxi service.
F6:
The present debit card system is not user friendly, does not offer a cash option, and may result in a service charge. Further, use of the system may result in the loss of amounts under $20. 2017-2018 RECOMMENDATIONS
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R1:
Implementation of the new ATIMS system should be expedited and specifically be aimed at minimizing late night releases.
R2:
Until implementation of ATIMS, steps should be taken to minimize late night jail releases as recommended.
R3:
Existing written instructions on processing CORs should be updated with a goal of processing such releases consistently and as quickly as possible. 109
R4:
A written or electronic checklist-type release form should be developed and utilized to fully inform persons being released of their options during the late night hours to incorporate all suggestions previously noted.
R5:
The County should contract or use a voucher system to provide a taxi service option for late night releases.
R6:
The existing debit card system should be reviewed, with the aim of making it more user friendly. Persons being released should be given cash if their balances are less than $20 2017-2018 RESPONSES The Sacramento County Sheriff provided responses to the findings and recommendations noted above on September 11, 2018. The 2018-2019 Sacramento County Grand Jury notes that the required responses are in compliance with PC Section 933 and PC Section 933.05. The Sacramento County Sheriff reported the following actions:
Hallazgos & Recomendaciones
6 hallazgos
F1:
CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.
F2:
The current location of the CPSU is in a high crime neighborhood that places CPSU staff and traumatized youths in undue danger.
F3:
Since the enactment of SB 855 in 2014, no measurable progress has been made to find suitable options that address the unique treatment and placement needs of the expanded population of high risk children.
F4:
There is a lack of communication on spending priorities between senior management and the needs of the service providers.
F5:
CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves.
F6:
CPS personnel hired to recruit placement opportunities for children are unable to focus their efforts due to other job activities. 101 2017-2018 RECOMMENDATIONS
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R1:
Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.
R2:
Relocate the CPSU to a safer environment.
R3:
Develop a plan and accelerated timeline to increase placement options for all children with immediate needs and children requiring Short Term Residential Treatment Centers.
R4:
Senior management needs to improve transparency and open communication between county policy makers and service providers so that budget allocations better match the needs of Sacramento County foster children.
R5:
Create an analytical model that compares cost effectiveness, resulting in the ability to pro- actively develop and implement alternative models.
R6:
Determine the necessary hiring or utilization of existing staff to allow recruiters to focus exclusively on placement opportunities for children. 2017-2018 RESPONSES The Sacramento County Executive provided responses to the findings and recommendations noted above on September 11, 2018. The Sacramento County Board of Supervisors agrees with all responses provided by the County Executive. The 2018-2019 Sacramento County Grand Jury notes that the required responses are in compliance with PC Section 933 and PC Section 933.05. The Sacramento County Executive reported the following actions: