Gran Jurado del Condado de Sacramento
2022-2023
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 (6)
Hallazgos & Recomendaciones
11 hallazgos
F1:
The current fragmented system of homeless services fails to serve the homeless and their mental health and substance abuse challenges nor the Sacramento County community and its taxpayers.
Recomendaciones relacionadas (1)
R1:
The County should complete a comprehensive strategic plan to address homelessness by July 1, 2024, to improve mental health and substance abuse services for the homeless, to include timelines and measurable goals and objectives, building on The Homeless Action Plan, using templates and examples from other communities and organizations such as the California State Association of Counties.
F2:
The County lacks a comprehensive strategic plan to include the mental health and substance abuse issues that face the homeless.
Recomendaciones relacionadas (1)
R2:
The County should immediately begin to develop and implement an interim plan that incorporates all or some of the recommendations in this report and will result in measurable improvement in the delivery of mental health and substance abuse services in the short term.
F3:
The current strategic plan, the Homeless Action Plan published by SSF, has not been successful in addressing the mental health and substance abuse needs of the homeless because goals are not quantified, accountability is not assigned, and performance is not monitored.
Recomendaciones relacionadas (1)
R3:
The County should appoint a new Deputy County Executive position by January 1, 2024, that holds budget and policy implementation authority for all homeless services provided in the County, including mental health and substance abuse programs, and to the extent possible, authority over other governmental entities.
F4:
The County does not have a senior executive position that holds budget and policy implementation authority for all homeless services provided in the County, including mental health and substance abuse programs.
Recomendaciones relacionadas (1)
R4:
The County should dedicate funds in the 2023-2024 budget for innovative solutions that may not be supported by the County’s flow of external funding (Ex: more CRBH sites, outreach teams, substance free transitional housing, board and care facilities).
F5:
Lack of measurable process and outcome metrics correlated with funding and expenses of homeless mental health and substance abuse programs has resulted in lost opportunities to fund those programs that demonstrate the most success.
Recomendaciones relacionadas (1)
R5:
The County should immediately begin a process to establish and track outcome data related to the treatment of mental health and substance abuse for the homeless.
F6:
Lack of transparency in financial reporting of mental health and substance abuse services and access to other funding for the homeless is not publicly available and reduces public trust.
Recomendaciones relacionadas (1)
R6:
The County should track funding and spending specific to support homeless, including treatment for mental health and substance abuse, and post this information at least quarterly on the County website in a manner that is easily accessible to the public by the end of 2023.
F7:
There are too many boards, committees, and government entities which create waste and redundancy in the planning and distribution of mental health and substance abuse treatment resources.
Recomendaciones relacionadas (1)
R7:
Elected officials should immediately take a more active role to lead, coordinate, and consolidate various advisory boards and committees to assume direct accountability for improved outcomes in mental health and substance abuse prevalence and result in a reduction of duplicate efforts, administrative costs, and inefficiency.
F8:
Mental health and substance abuse issues among the homeless are aggravated by poor government planning.
Recomendaciones relacionadas (1)
R8:
Sacramento County should immediately fully staff a total of six HEART teams and the City of Sacramento should immediately establish at least two additional IMPACT Team within Sacramento PD to increase engagement with County and City homeless encampments and improve access to mental health and substance abuse treatment services.
F9:
The outreach teams (County HEART teams, Sacramento PD IMPACT Team) are poorly supported and understaffed which results in lost opportunities to positively engage the homeless to accept mental health and substance abuse treatment and other services.
Recomendaciones relacionadas (1)
R9:
Law enforcement should communicate at least weekly with all outreach teams to collaborate in decisions as to which encampments to clear and when, and post this information on a shared web site to increase the trust of the homeless and support offered by outreach teams.
F10:
Poor communication between law enforcement and outreach teams erodes the trust of and negatively impacts the mental health of the unhoused population.
Recomendaciones relacionadas (1)
R10:
A communication plan should be developed to timely inform all stakeholders and staff of goals, actions, and events related to planning and execution of homeless mental health and substance abuse services.
F11:
There is a shortage of mental health professionals which continues to exacerbate the inability of the County to meet the need for mental health services for the homeless.
Recomendaciones relacionadas (1)
R11:
The County should continue to improve incentives and hiring of mental health professionals to meet the demand for mental health services in the County.
Hallazgos & Recomendaciones
5 hallazgos
F1:
There is no cooperative, collaborative, and coordinated effort among all eight governments in the County to create comprehensive solutions to this shared problem.
Recomendaciones relacionadas (1)
R1:
The 2022-2023 Sacramento County Grand Jury recommends that the County and the seven incorporated cities implement a Joint Powers Authority (JPA) to address homelessness by December 1, 2023.
F2:
The problem of homelessness in Sacramento County has drastically worsened over the past five years, as demonstrated by the dramatic increases in Point in Time counts.
Recomendaciones relacionadas (1)
R2:
The newly formed JPA should be governed by elected officials who are directly accountable to citizens of the County.
F3:
A lack of affordable housing is the primary cause of homelessness and the most difficult one to solve due to the high cost of new development.
Recomendaciones relacionadas (1)
R3:
The Joint Powers Authority should develop and manage a comprehensive County-wide strategic plan to address homelessness by July 1, 2024.
F4:
Sacramento Steps Forward does not have any elected leaders on its Board and lacks decision-making authority over the eight governmental jurisdictions in the County, making it powerless to implement needed changes.
Recomendaciones relacionadas (1)
R4:
The County/City Partnership Agreement should be used as a model for the other six cities as an interim measure pending the creation of a Joint Powers Authority.
F5:
The legally binding agreement mandated by Measure O and the Partnership Agreement is a step in the right direction, but it applies only to the City and County of Sacramento.
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Detalles completos →
Hallazgos & Recomendaciones
5 hallazgos
F1:
There is no cooperative, collaborative, and coordinated effort among all eight governments in the County to create comprehensive solutions to this shared problem.
Recomendaciones relacionadas (1)
R1:
The 2022-2023 Sacramento County Grand Jury recommends that the County and the seven incorporated cities implement a Joint Powers Authority (JPA) to address homelessness by December 1, 2023.
F2:
The problem of homelessness in Sacramento County has drastically worsened over the past five years, as demonstrated by the dramatic increases in Point in Time counts.
Recomendaciones relacionadas (1)
R2:
The newly formed JPA should be governed by elected officials who are directly accountable to citizens of the County.
F3:
A lack of affordable housing is the primary cause of homelessness and the most difficult one to solve due to the high cost of new development.
Recomendaciones relacionadas (1)
R3:
The Joint Powers Authority should develop and manage a comprehensive County-wide strategic plan to address homelessness by July 1, 2024.
F4:
Sacramento Steps Forward does not have any elected leaders on its Board and lacks decision-making authority over the eight governmental jurisdictions in the County, making it powerless to implement needed changes.
Recomendaciones relacionadas (1)
R4:
The County/City Partnership Agreement should be used as a model for the other six cities as an interim measure pending the creation of a Joint Powers Authority.
F5:
The legally binding agreement mandated by Measure O and the Partnership Agreement is a step in the right direction, but it applies only to the City and County of Sacramento.
Vista rápida
Detalles completos →
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
R1:
Norv Wellsfry, Foreperson – Sacramento County Grand Jury
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Detalles completos →
Hallazgos & Recomendaciones
12 hallazgos
F1:
The District Board has lost the trust of the community to make prudent financial decisions.
Recomendaciones relacionadas (1)
R1:
The District board should upgrade the District’s billing and accounting system with the new Enterprise Resource Planning (ERP) accounting system by January 1, 2024.
F2:
The current accounting system is inadequate to meet the legal requirements related to financial reporting to the public which has resulted in two legally required financial audits being overdue.
Recomendaciones relacionadas (1)
R2:
The District Board should insure that the audit for 2020-21 is completed no later than April 1, 2023, and the FY 2021-22 audit by September 1, 2023.
F3:
The late audits, combined with the unreliable existing accounting system, have created an environment that exposes the District to a high risk of fraud.
Recomendaciones relacionadas (1)
R3:
The District Board should task its ERP consultant to implement a program to fully train District accounting staff on this new accounting system and prepare new accounting manuals acceptable to the General Manager or designee by January 1, 2024.
F4:
The District Board cannot expect to recover public trust sufficient to propose any tax/fee increases until it replaces its antiquated billing and accounting system to produce reliable billings and financial records.
Recomendaciones relacionadas (1)
R4:
The District Board should retain a controller to ensure proper accounting procedures are followed and the integrity of the accounting data is maintained by January 1, 2024.
F5:
The District has at times taken actions against staff that has interfered with the operation of the District.
Recomendaciones relacionadas (1)
R5:
The District needs to ensure invoices are tracked within the accounting system and that the accounts payable listing be generated on a monthly basis by September 1, 2023.
F6:
High employee turnover indicates poor employee retention that has interfered with the operation of the District.
Recomendaciones relacionadas (1)
R6:
The District should create an ongoing training program for the Board and staff regarding the Brown Act compliance, accounting procedures, and work place practices and behaviors including prevention of harassment in the work environment. This should be fully implemented in 2024.
F7:
The lack of an effective succession strategy has impaired the ability of the District to maintain adequate competent staff which has resulted in the loss of critical accounting system knowledge among the District staff.
Recomendaciones relacionadas (1)
R7:
The District should adopt a policy to ensure that proposed personnel adverse actions are reviewed by someone not in the chain of command to ensure that proper procedures are followed. In the case of proposed adverse actions by executive staff this could be accomplished through the use of an outside expert in personnel matters or legal counsel.
F8:
The lack of an updated Capital Reserve Policy has contributed to poor management and inadequate Capital Reserve.
Recomendaciones relacionadas (1)
R8:
The District Board should require administration to report quarterly on staff development and staff identified concerns beginning October 1, 2023.
F9:
The use of County Property Tax funds to subsidize its growing security costs without raising the security fees has jeopardized the financial stability of the District.
Recomendaciones relacionadas (1)
R9:
The District should reduce its security services funding to a level that is supported by fees paid by residents specific to fund security services.
F10:
The Capital Reserves are underfunded by over $10 million, jeopardizing the financial stability of the District.
Recomendaciones relacionadas (1)
R10:
Effectively immediately, County tax funds currently allocated to security services, should be redirected to the Capital Reserves.
F11:
The District has inappropriately subsidized the cost of reclaimed water to RMCC.
Recomendaciones relacionadas (1)
R11:
The District Board should revise its current capitol reserve fund policy to identify specific funding goals for each capitol asset category with supporting fees sufficient to meet the long-term infrastructure needs of the District.
F12:
A perceived conflict of interest exists in the community due to a close relationship between the District, the RMA and the RMCC and their respective Board members.
Recomendaciones relacionadas (1)
R12:
The District Board should revise its agreement with the RMCC and begin charging for the use of reclaimed water on the RMCC golf courses at rates typical in the Sacramento area by January 1, 2024.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R13:
The District Board and staff should avoid perceptions of conflicts of interest in their fiduciary responsibilities to protect the interests of the District and its rate payers.
Hallazgos & Recomendaciones
7 hallazgos
F2:
New facilities are needed to achieve compliance with the Mays Consent Decree.
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.
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.
F5:
There are limited healthcare facilities and staffing in the Main Jail.
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.
F7:
The sanitation of the Main Jail and RCCC is substandard, and there are inadequate written procedures in place to ensure cleaning is effective.
F8:
The Sheriff's Department and the County BOS have not acted upon key
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
R1:
The BOS should approve the funding for the design and construction of the Annex by July 1, 2024.
R2:
The BOS should approve the funding for the design and construction of the two interim measures by July 1, 2024.
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.
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.
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. 2022-2023 Grand Jury Final Report
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.
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.
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.