Gran Jurado del Condado de San Luis Obispo
2009-2010
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 (31)
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Hallazgos & Recomendaciones
5 hallazgos
F1:
- "With public and private funding, CAPSLO (by far the largest non- profit serving the homeless) operates the Prado Day Center and the Maxine Lewis Shelter. CAPSLO provides case management for homeless clients in the north and south county and the City of San Luis Obispo." CAPSLO agrees with this finding, although CAPSLO is not alone in providing services at both the Prado Day Center and the Maxine Lewis Memorial Shelter. Significant volunteer support is provided by the People's Kitchen, the Interfaith Coalition for the Homeless (ICH), and many other volunteer, community and faith-based organizations. This support enables CAPSLO to provide services to the hundreds of homeless individuals and families served
F2:
– "The Maxine Lewis Homeless Shelter is not large enough to provide beds in San Luis Obispo for all who seek them. The facility is in poor condition." CAPSLO agrees with this finding. The Shelter was originally designed, twenty years ago, to be a temporary solution while a more permanent facility was located. It is currently zoned for a maximum of 49 beds. On a regular basis clients are turned away for lack of bed space.
F3:
- "The 'overflow' shelter program that CAPSLO runs with the Interfaith Coalition provides beds for homeless women and families each night of the year at local churches and synagogues. This arrangement has logistical challenges but also provides the important advantage of engaging many volunteers to serve as chaperones, thus giving hundreds of citizens some awareness of what it means to have no home." CAPSLO agrees with this finding. The Interfaith Coalition for the Homeless (ICH) provides an additional 30 beds each night for women and families. Churches take turns each month providing these individuals with a safe place to sleep, homework assistance for the children, and caring volunteers to oversee evening activities. For fiscal year 2009-10, ICH volunteers provided a total of 11,053 hours of support.
Recomendaciones relacionadas (1)
R3:
- "A full-time Homes Services Coordinator (a senior official who is more than the currently contemplated HSOC "Executive Director") should oversee the implementation of the ten-year plan. This person should be supplied with a staff, including a grant writer." CAPSLO, along with a number of other organizations (including non-profit, county and city governments and hospitals) provided financial assistance to support the hiring of the current HSOC Executive Director for two years (part-time). This individual would work in close partnership with HSOC members in implementing the Ten-Year Plan. As this position was only recently hired it is our belief that it is too soon to contemplate adding additional staff and/or time. The HSOC Executive Committee will be evaluating the Director's contract after one year, and will make any appropriate recommendations to the HSOC Committee at that time.
F10:
- "Some homeless persons who are afflicted with drug and alcohol problems or mentally ill are not well served". CAPSLO agrees with this finding. The coalition of county, cities, volunteer and non- profit organizations cannot meet all the needs given the limited resources available.
F12:
- "The county, with support from cities and private groups, wants to build a homeless service campus in San Luis Obispo." CAPSLO agrees with this finding, however clarification is needed. The County has agreed to provide land for a future homeless services campus. CAPSLO is working with community partners to determine the economic feasibility of building the campus. The County will not be the builder.
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R4:
- "The Homeless Services Coordinator should monitor funds directed towards helping the homeless and make recommendations and offer guidance to all involved agencies and groups throughout the county." It is the role of the HSOC to monitor use of funds and make recommendations to involved agencies. It is CAPSLO's understanding that the Homeless Services Executive Director will assist agencies by offering guidance and support. CAPSLO currently provides funders with reports on all activities performed.
R5:
- "The Homeless Services Campus should be built as soon as possible. The coordinator and appropriate staff from DSS, County Mental Health and Drug and Alcohol should also be stationed there. These professionals need to meet with the homeless where they eat and sleep. Each department should have one or more staff assigned to the Prado Day Center on a regular basis until the campus is occupied. Appropriate arrangements should be made to address issues of client privacy and confidentiality as required by law, but such requirements should not provide a rationale for not delivering services." CAPSLO is part of a coalition of community partners looking at building a homeless services center in San Luis Obispo. As previously stated, a feasibility study is currently underway which will assist the partners in identifying the level of support for a capital campaign as well as ongoing sustainability. CAPSLO would welcome the daily involvement of DSS, County Mental Health and Drug and Alcohol Services. Currently, a homeless outreach worker from County Mental Health is located at Prado Day Center approximately 2 - 4 hours per day, 4 days a week and sees individuals that are eligible for Medi-Cal. This individual is responsible for all outreach throughout the county.
R6:
- "The county, south county incorporated cities and appropriate non-profit groups should vigorously pursue joint efforts to build and operate a facility that provide both day services and night time shelter for homeless persons in the five cities region." The CAPSLO Homeless Services Director currently participates in the planning process for a proposed south county day center. Other participants include the County, south county incorporated cities and other non-profit groups including the Five Cities Coalition. The HSOC Supportive Services Sub-Committee is currently exploring regional approaches to service provision.
R7:
- "Cities in south county, the county itself and The Five Cities Homeless Coalition should begin to work with local churches and service groups to provide temporary shelter until the facility is operative. ECHO in Atascadero provides an excellent model." As previously stated, CAPSLO currently participates in the planning process for a proposed south county day center. The Five Cities Coalition is communicating with local churches regarding future support for a day center. CAPSLO case managers in the South County currently work with homeless clients to link them with services, including assisting them in accessing the Maxine Lewis Memorial Center and finding temporary and permanent housing.
R8:
- "Non-profit organizations, including churches, and the City of Paso Robles should establish a shelter and meal serving program for people who are homeless." CAPSLO agrees with this recommendation, as Paso Robles is the second highest area of need for homeless services. Currently CAPSLO case managers in the North County provide services to individuals and families seeking housing and work to link them with ECHO should they request temporary sheltering services.
R9:
- "Because ECHO has a system that works, their ideas and methods should be expanded to other areas within the county. CAPSLO, Five Cities Homeless Coalition and other groups now working with the homeless should meet with the staff of ECHO and be mentored in the areas of recruiting, training and effectively utilizing volunteers." CAPSLO and ECHO work very closely together – until recently a CAPSLO case manager was stationed at the ECHO shelter Monday through Friday from the start of the night program until participants went upstairs to sleep. Recently, per ECHO's request the case manager now is stationed there three days a week. The Homeless Services Director, North County Supervisor and North County Case Manager participate in monthly meetings at ECHO to discuss clients and program needs. CAPSLO acknowledges that ECHO has a volunteer system that works well, however it is important to understand the high level of volunteer support CAPSLO already utilizes. In fiscal year 2009 - 2010, a total of 25,700 volunteer hours were provided in support of homeless services programs (at a monetary value of over $250,000). Maxine Lewis Memorial and the ICH Overflow (the two comparable programs to ECHO's night shelter program), received a total of 16,403 volunteer hours during the one-year period - an average of 50 hours per night.
Hallazgos & Recomendaciones
7 hallazgos
F1:
In this county the Local Emergency Medical Services Agency is the non-profit San Luis Obispo County Emergency Medical Services Agency (SLOEMSA).
F2:
The Sheriff’s Dispatch Center is responsible for dispatching all ambulance and EMS helicopter service in the county.
F3:
The Grand Jury found confusion between the sheriff and Cal Fire dispatchers in the 911 calls reviewed. On the four 911 calls reviewed dispatchers refused incident commanders requests for a helicopter.
Recomendaciones relacionadas (1)
R2:
Dispatchers must follow Policy 119 and not overrule an incident commander’s request for an EMS helicopter.
F4:
Policy 119 allows incident commanders to request an EMS helicopter and assume responsibility for meeting the time and medical criteria.
F5:
There are two EMS helicopters operating in the county.
F6:
Dispatchers are required to get an estimated time of arrival from both helicopter services before launching either helicopter. Sometimes the CHP does not answer the phone creating delays in helicopter dispatch.
Recomendaciones relacionadas (1)
R1:
SLOEMSA should revise their procedures so dispatchers are able to launch the helicopter with the shortest ETA. If one service cannot be immediately contacted the first available should be sent.
F7:
Other counties in California have combined police and fire dispatch with reported improved communication.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R3:
The responses shall be submitted to the Presiding Judge of the San Luis Obispo Superior Court by September 23, 2010. Please provide a copy of all responses to the Grand Jury as well. The San Luis Obispo County Sheriff is required to respond to Findings 2, 3 and 7 as well as Recommendations 2 & 3. The responses shall be submitted to the Presiding Judge of the San Luis Obispo Superior Court by August 23, 2010. Please provide a copy of all responses to the Grand Jury as well. The San Luis Obispo County Emergency Medical Services Agency is required to respond to
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Hallazgos & Recomendaciones
10 hallazgos
F1:
Over time the focus of the Harbor District has changed from just operating the harbor to developing a recreational vehicle resort and other commercial facilities and managing holdings in Avila Beach.
Recomendaciones relacionadas (1)
R1:
- 9. The responses shall be submitted to the Presiding Judge of the San Luis Obispo Superior Court by September 23, 2010. Please provide a copy of all responses to the Grand Jury as well. The mailing addresses for delivery are: Presiding Judge Grand Jury Presiding Judge Charles S. Crandall San Luis Obispo County Grand Jury Superior Court of California P.O. Box 4910 1050 Monterey Street San Luis Obispo, CA 93402 San Luis Obispo, CA 93408 APPENDIX A
F2:
The basin that serves the sport launch has sanded in to the extent that the floating dock is often on land and the available water is insufficient to float a boat. Potential customers and potential income to the District may be lost as a result.
Recomendaciones relacionadas (1)
R2:
The large boat traveling mobile hoist pier should be extended into deeper water so that large craft can be hauled and launched on a regular basis even if that requires expenditure of District funds.
F3:
The end of the large mobile hoist pier is in relatively shallow water which makes it difficult, often times impossible, to haul or launch large craft. Potential customers could be lost and potential income to the District may be lost as a result. Defined in Webster’s New Collegiate Dictionary as “a fee without any restriction to any class of heirs or restrictions on transfer of ownership.”
Recomendaciones relacionadas (1)
R3:
A competitive bidding policy should be established and consistently utilized for concessionaires.
F4:
The boatyard operation agreement expires June 30, 2010. The Board is extending that agreement with increased rents in lieu of competitive bidding. This is a sound approach only in the short term.
Recomendaciones relacionadas (1)
R4:
Commissioners should recuse themselves and not influence votes on issues involving a service provider with whom they have a business relationship. Guidance from the Fair Political Practices Commission should be sought on such matters.
F5:
The Harbor District has no competitive bidding policy for concessionaires.
Recomendaciones relacionadas (1)
R5:
Commissioners who are members of the Avila Yacht club should not vote on issues that involve the club and the District.
F6:
Commissioners who own boats which are at the harbor rely upon services of concessionaires and vote on contracts with these concessionaires.
Recomendaciones relacionadas (1)
R6:
The District should implement policy for rental of the assembly room in the Gateway Building. That policy should include a fee schedule and guidelines for when those fees may be waived. The policy should avoid any possible appearance of conflicts of interest.
F7:
At least one commissioner has Yacht Club membership and has voted on issues involving the Club.
Recomendaciones relacionadas (1)
R7:
The District should promote the rental availability of the assembly room.
F8:
There is no promotion of the availability of the assembly room in the Gateway Building for rental to the public and it has not been rented as was intended. This may represent lost income opportunity.
Recomendaciones relacionadas (1)
R8:
The District should provide more financial report detail. It should list such assets such as each pier, each building and each major piece of equipment. In the revenue and expenditure statement, it should provide specific income and expense lines for the parking lot in Avila Beach and each concession. Annual District budgets also should each contain corresponding line items.
F9:
District balance sheets, income and cash flow statements only provide a general picture by using broad categories and avoiding specifics. The budgets for income and expenses do not each include a line item for the Avila Beach parking lot.
Recomendaciones relacionadas (1)
R9:
Any agreement to develop and lease the Harbor Terrace property needs to contain assurance that the District retains fee simple ownership.
F10:
The Harbor District is in negotiations with a developer on the property it owns overlooking the harbor for a recreational vehicle resort and other commercial development.
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Hallazgos & Recomendaciones
6 hallazgos
F1:
The State mandate to obtain increasing amounts of energy from renewable sources is driving government agencies to investigate new sources.
Recomendaciones relacionadas (1)
R1:
The County Board of Supervisors and City Councils of all the county’s incorporated cities should actively promote and implement the AB 811 retrofit and rooftop solar program.
F2:
Many government buildings, parking structures and schools are candidates for rooftop solar.
Recomendaciones relacionadas (1)
R2:
The County Board of Supervisors and City Councils of all the county’s incorporated cities should use the media to educate and encourage local residents and businesses to invest in solar power.
F3:
The Carrizo installations would be beneficial to the county, in that they would provide significant revenue from property taxes, and contribute toward the renewable energy requirement for the county.
Recomendaciones relacionadas (1)
R3:
The County Board of Supervisors and City Councils of all the county’s incorporated cities need to inventory all government building rooftops as potentials for solar installation.
F4:
The first steps toward energy efficiency should start with retrofit of pre-1990 homes and buildings.
Recomendaciones relacionadas (1)
R4:
The County Board of Supervisors should use grant funds to make AB 811 projects more affordable (i.e. pay for audits or “buy down” interest rates).
F5:
Outreach and support by the county for AB 811 is essential to make retrofit and rooftop solar a viable option.
Recomendaciones relacionadas (1)
R5:
The County Board of Supervisors should create a new position in the county to be responsible for all “Renewable Energy” programs.
F2020:
And, as a bonus, reduce energy prices, eliminate environmental impacts and create jobs. Underlying Issues: Assembly Bill 920 (AB 920) In 2009, California lawmakers voted to establish “payback” for excess energy produced by homeowners’ rooftop solar installations. Prior to this decision (AB920), local utilities followed “net metering rules” which gave homeowners a credit on their monthly bill that could be used to offset higher energy consumption at other times of the year, but at the end of the year, any leftover credits were zeroed out. AB920 requires utility companies to either directly pay homeowners for 6 Santa Lucian - The official newsletter of the Santa Lucia Chapter of the Sierra Club – May, 2010 2009-2010 San Luis Obispo Grand Jury this excess energy, or they may roll the credit over to the next year. Rates will be determined by the California Public Utilities Commission, and likely will be below retail. While the compensation to the homeowner will probably not be a significant amount of money, any excess energy which is produced will offset the upfront cost of the homeowner’s solar equipment and will no longer be “given away” only to be resold by the utility company. Cost of installation While the number of new rooftop solar installations has increased over the last several years, the total number of solar installations remains relatively small in this county, as well as nationwide, and private industry has not been inspired to invest a great amount in advertising or research and development. A new technology called “Thin-Film” solar is on the rapid rise and could revise current thinking. Thin-Film solar modules are less efficient at converting sunlight to electricity than traditional crystalline modules – which are made from silicon wafers – but they can be produced at a significantly lower cost and because of their flexibility greatly simplify the process of installation – another major cost savings. Potential Market Opportunity There are approximately 114,000 single family homes in San Luis Obispo County. County planning department statistics indicate that in 2009, 214 applications were received for solar installations. In 2008 there were only 167 applications. With 114,000 potential rooftops7, clearly solar energy is not being fully utilized. CONCLUSION The local governments of San Luis Obispo County could find great advantages in cooperating on an aggressive solar power initiative. Sunlight is abundant, particularly in the northern and inland reaches of the county. Investment now in solar facilities for public buildings could pay dividends 7 County planning department estimate 2009-2010 San Luis Obispo Grand Jury for years. Funds and incentives are being made available to encourage individual homeowners to install rooftop solar. The creative mindset of local business leaders has been successful in taking advantage of the growing interest locally, nationally and worldwide in so-called “green jobs.” It’s time for cities to join the county in leading this effort. So far, the path has been outlined at the county level but more commitment remains elusive. It is difficult to dispute that any solar development that is economically feasible will produce major job and economic benefits. The environmental problems with the installations on the Carrizo Plains may be able to be mitigated. Certainly compromise could help on both sides of that argument. A county effort to “buy down” the cost of rooftop installations would pay off in jobs and very possibly in future energy savings for taxpayers as a whole. In summary, the Grand Jury believes it is time to take advantage of our assets: • Our local geography – lots of sunshine • Our talented work force that is searching for opportunities in the face of a difficult economic climate statewide • Federal and state government interest typified by the American Recovery and Reinvestment Act of 2009, AB 811, CaliforniaFIRST and AB 920 • The current recognition nationwide of the need for reduction of our dependence on fossil fuel emphasized by the Gulf of Mexico oil spill of April 10, 2010 To make these gains locally will take a lot more than talk, however. Bold leadership is a must. That may well require that the county establish a new leadership position to oversee all the programs, grants and opportunities that are available in order to maximize the county’s position. 2009-2010 San Luis Obispo Grand Jury FINDINGS 1. The State mandate to obtain increasing amounts of energy from renewable sources is driving government agencies to investigate new sources.
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Hallazgos & Recomendaciones
8 hallazgos
F1:
Significant information regarding problems with financial matters from a SAUSD board member was omitted by AUSD human relations staff in Mr. Rossi’s reference check for the position of assistant principal.
Recomendaciones relacionadas (1)
R3:
When hiring a candidate to a position with access to public funds, the AUSD should contract with an independent agency to conduct a systematic, objective pre-employment
F2:
Prior to Mr. Rossi’s promotion to principal, AUSD administrators were aware that Mr. Rossi was under investigation for alleged misappropriation of public taxpayer funds at his former school district and in fact, were provided copies of pertinent audit findings outlining the specifics of the improprieties.
Recomendaciones relacionadas (1)
R2:
The AUSD Board should implement a new policy requiring that when a civil or criminal complaint is lodged against a staff member, the superintendent conduct a full investigation and submit findings and recommendations to the board.
F3:
An AUSD administrator contacted the current SAUSD Superintendent and confirmed the audit findings, their fiscal losses and ongoing investigation of Mr. Rossi. This information was not disclosed to the hiring committee.
Recomendaciones relacionadas (1)
R2:
The AUSD Board should implement a new policy requiring that when a civil or criminal complaint is lodged against a staff member, the superintendent conduct a full investigation and submit findings and recommendations to the board.
F4:
In a restitution agreement, Mr. Rossi repaid SAUSD $32,000 of their $56,000 in lost public funds.
F5:
AUSD practice, both for internal and external job candidates, is to conduct six reference checks. AUSD records indicate only two telephone references were done for Mr. Rossi, one from a former mentor and the other from the Monterey County Superintendent of Schools.
Recomendaciones relacionadas (2)
R1:
When hiring or promoting personnel to an administrative position with access to public funds, the AUSD should follow their stated practice to obtain six qualified
R3:
When hiring a candidate to a position with access to public funds, the AUSD should contract with an independent agency to conduct a systematic, objective pre-employment
F6:
When interviewed by the Grand Jury, the Monterey County Superintendent of Schools denied being contacted by AUSD or providing a reference for Mr. Rossi.
F7:
Although there were complaints of misuse of Atascadero High School student activity funds by Mr. Rossi, the Grand Jury was unable to find supporting documentation.
Recomendaciones relacionadas (1)
R4:
When complaints are received from parents or students, the superintendent should appoint an independent administrator to investigate the complaint and submit recommendations.
F8:
AUSD failed to perform due diligence in their promotion of Mr. Rossi to principal.
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Hallazgos & Recomendaciones
8 hallazgos
F1:
Significant information regarding problems with financial matters from a SAUSD board member was omitted by AUSD human relations staff in Mr. Rossi’s reference check for the position of assistant principal.
Recomendaciones relacionadas (1)
R3:
When hiring a candidate to a position with access to public funds, the AUSD should contract with an independent agency to conduct a systematic, objective pre-employment
F2:
Prior to Mr. Rossi’s promotion to principal, AUSD administrators were aware that Mr. Rossi was under investigation for alleged misappropriation of public taxpayer funds at his former school district and in fact, were provided copies of pertinent audit findings outlining the specifics of the improprieties.
Recomendaciones relacionadas (1)
R2:
The AUSD Board should implement a new policy requiring that when a civil or criminal complaint is lodged against a staff member, the superintendent conduct a full investigation and submit findings and recommendations to the board.
F3:
An AUSD administrator contacted the current SAUSD Superintendent and confirmed the audit findings, their fiscal losses and ongoing investigation of Mr. Rossi. This information was not disclosed to the hiring committee.
Recomendaciones relacionadas (1)
R2:
The AUSD Board should implement a new policy requiring that when a civil or criminal complaint is lodged against a staff member, the superintendent conduct a full investigation and submit findings and recommendations to the board.
F4:
In a restitution agreement, Mr. Rossi repaid SAUSD $32,000 of their $56,000 in lost public funds.
F5:
AUSD practice, both for internal and external job candidates, is to conduct six reference checks. AUSD records indicate only two telephone references were done for Mr. Rossi, one from a former mentor and the other from the Monterey County Superintendent of Schools.
Recomendaciones relacionadas (2)
R1:
When hiring or promoting personnel to an administrative position with access to public funds, the AUSD should follow their stated practice to obtain six qualified
R3:
When hiring a candidate to a position with access to public funds, the AUSD should contract with an independent agency to conduct a systematic, objective pre-employment
F6:
When interviewed by the Grand Jury, the Monterey County Superintendent of Schools denied being contacted by AUSD or providing a reference for Mr. Rossi.
F7:
Although there were complaints of misuse of Atascadero High School student activity funds by Mr. Rossi, the Grand Jury was unable to find supporting documentation.
Recomendaciones relacionadas (1)
R4:
When complaints are received from parents or students, the superintendent should appoint an independent administrator to investigate the complaint and submit recommendations.
F8:
AUSD failed to perform due diligence in their promotion of Mr. Rossi to principal.
Hallazgos & Recomendaciones
13 hallazgos
F1:
With public and private funding, CAPSLO (by far the largest non-profit serving the homeless) operates the Prado Day Center and the Maxine Lewis Shelter. CAPSLO provides case management for homeless clients in the north and south county and the City of San Luis Obispo.
F2:
The Maxine Lewis Homeless Shelter is not large enough to provide beds in San Luis Obispo for all who seek them. The facility is in poor physical condition.
F3:
The “overflow” shelter program that CAPSLO runs with the Interfaith Coalition provides beds for homeless women and families each night of the year at local churches and synagogues. This arrangement has logistical challenges but also provides the important advantage of engaging many volunteers to serve as chaperones, thus giving hundreds of citizens some awareness of what it means to have no home.
F4:
Among private non-profit groups serving the homeless, ECHO, in Atascadero, is exemplary.
F5:
In Paso Robles, which has a large homeless population, there is no shelter.
Recomendaciones relacionadas (1)
R8:
Non-profit organizations, including churches, and the City of Paso Robles should establish shelter and meal serving program for people who are homeless.
F6:
The South County People’s Kitchen, in Grover Beach, serves lunch daily and the recently created Five Cities Homeless Coalition wants to have a comprehensive day center for the population they serve. As presently contemplated, the vision for that facility does not include overnight sleeping accommodations.
Recomendaciones relacionadas (2)
R6:
The county, south county incorporated cities and appropriate non-profit groups should vigorously pursue joint efforts to build and operate a facility that provides both day services and night time shelter for homeless persons in the five cities region.
R7:
Cities in south county, the county itself and The Five Cities Homeless Coalition should begin to work with local churches and service groups to provide temporary shelter until the facility is operative. ECHO in Atascadero provides an excellent model.
F7:
No single county official or agency is charged with overall responsibility for assisting the homeless.
Recomendaciones relacionadas (2)
R3:
A full-time Homes Services Coordinator (a senior official who is more than the currently contemplated HSOC “Executive Director”) should oversee the implementation of the ten year plan. This person should be supplied with a staff, including a grant writer.
R4:
The Homeless Services Coordinator should monitor funds directed towards helping the homeless and make recommendations and offer guidance to all involved agencies and groups throughout the County.
F8:
The County Departments of Social Services, Mental Health Services and Drug and Alcohol Services assist homeless persons who are eligible for their programs, but simply being homeless does not qualify an individual for any particular service.
F9:
The extent to which the key county agencies (DSS, Mental Health and Drug and Alcohol) integrate services to the homeless is uncertain. Agency leaders offer differing assessments.
Recomendaciones relacionadas (1)
R5:
The Homeless Services Campus should be built as soon as possible. The coordinator and appropriate staff from DSS, County Mental Health and Drug and Alcohol should also be stationed there. These professionals need to meet with the homeless where they eat and sleep. Each department should have one or more staff assigned to the Prado Day Center on a regular basis until the campus is occupied. Appropriate arrangements should be made to address issues of client privacy and confidentiality as required by law, but such requirements should not provide a rational for not delivering services.
F10:
Some homeless persons who are afflicted with drug and alcohol problems or mentally ill are not well served.
Recomendaciones relacionadas (1)
R9:
Because ECHO has a system that works, their ideas and methods should be expanded to other areas within the county. CAPSLO, Five Cities Homeless Coalition and other groups now working with the homeless should meet with the staff of ECHO and be mentored in the areas of recruiting, training and effectively utilizing volunteers.
F11:
The widely endorsed Path to a Home: San Luis Obispo Countywide 10- Year Plan to End Homelessness has been accepted, but not “adopted,” by cities and the county.
Recomendaciones relacionadas (1)
R1:
The county and all the county’s incorporated cities should “adopt” and begin to implement the Ten Year Plan to End Homelessness.
F12:
The county, with support from cities and private groups, wants to build a homeless service campus in San Luis Obispo.
Recomendaciones relacionadas (1)
R5:
The Homeless Services Campus should be built as soon as possible. The coordinator and appropriate staff from DSS, County Mental Health and Drug and Alcohol should also be stationed there. These professionals need to meet with the homeless where they eat and sleep. Each department should have one or more staff assigned to the Prado Day Center on a regular basis until the campus is occupied. Appropriate arrangements should be made to address issues of client privacy and confidentiality as required by law, but such requirements should not provide a rational for not delivering services.
F13:
The need for low cost housing in the county substantially exceeds supply.
Recomendaciones relacionadas (1)
R2:
The county and all the incorporated cities should establish and fund a line item in their budgets specifically supporting services, including more housing for homeless persons.
Hallazgos & Recomendaciones
13 hallazgos
F1:
With public and private funding, CAPSLO (by far the largest non-profit serving the homeless) operates the Prado Day Center and the Maxine Lewis Shelter. CAPSLO provides case management for homeless clients in the north and south county and the City of San Luis Obispo.
F2:
The Maxine Lewis Homeless Shelter is not large enough to provide beds in San Luis Obispo for all who seek them. The facility is in poor physical condition.
F3:
The “overflow” shelter program that CAPSLO runs with the Interfaith Coalition provides beds for homeless women and families each night of the year at local churches and synagogues. This arrangement has logistical challenges but also provides the important advantage of engaging many volunteers to serve as chaperones, thus giving hundreds of citizens some awareness of what it means to have no home.
F4:
Among private non-profit groups serving the homeless, ECHO, in Atascadero, is exemplary.
F5:
In Paso Robles, which has a large homeless population, there is no shelter.
Recomendaciones relacionadas (1)
R8:
Non-profit organizations, including churches, and the City of Paso Robles should establish shelter and meal serving program for people who are homeless.
F6:
The South County People’s Kitchen, in Grover Beach, serves lunch daily and the recently created Five Cities Homeless Coalition wants to have a comprehensive day center for the population they serve. As presently contemplated, the vision for that facility does not include overnight sleeping accommodations.
Recomendaciones relacionadas (2)
R6:
The county, south county incorporated cities and appropriate non-profit groups should vigorously pursue joint efforts to build and operate a facility that provides both day services and night time shelter for homeless persons in the five cities region.
R7:
Cities in south county, the county itself and The Five Cities Homeless Coalition should begin to work with local churches and service groups to provide temporary shelter until the facility is operative. ECHO in Atascadero provides an excellent model.
F7:
No single county official or agency is charged with overall responsibility for assisting the homeless.
Recomendaciones relacionadas (1)
R3:
A full-time Homes Services Coordinator (a senior official who is more than the currently contemplated HSOC “Executive Director”) should oversee the implementation of the ten year plan. This person should be supplied with a staff, including a grant writer.
F8:
The County Departments of Social Services, Mental Health Services and Drug and Alcohol Services assist homeless persons who are eligible for their programs, but simply being homeless does not qualify an individual for any particular service.
F9:
The extent to which the key county agencies (DSS, Mental Health and Drug and Alcohol) integrate services to the homeless is uncertain. Agency leaders offer differing assessments.
Recomendaciones relacionadas (1)
R4:
The Homeless Services Coordinator should monitor funds directed towards helping the homeless and make recommendations and offer guidance to all involved agencies and groups throughout the County.
F10:
Some homeless persons who are afflicted with drug and alcohol problems or mentally ill are not well served.
Recomendaciones relacionadas (2)
R5:
The Homeless Services Campus should be built as soon as possible. The coordinator and appropriate staff from DSS, County Mental Health and Drug and Alcohol should also be stationed there. These professionals need to meet with the homeless where they eat and sleep. Each department should have one or more staff assigned to the Prado Day Center on a regular basis until the campus is occupied. Appropriate arrangements should be made to address issues of client privacy and confidentiality as required by law, but such requirements should not provide a rational for not delivering services.
R9:
Because ECHO has a system that works, their ideas and methods should be expanded to other areas within the county. CAPSLO, Five Cities Homeless Coalition and other groups now working with the homeless should meet with the staff of ECHO and be mentored in the areas of recruiting, training and effectively utilizing volunteers.
F11:
The widely endorsed Path to a Home: San Luis Obispo Countywide 10- Year Plan to End Homelessness has been accepted, but not “adopted,” by cities and the county.
Recomendaciones relacionadas (1)
R1:
The county and all the county’s incorporated cities should “adopt” and begin to implement the Ten Year Plan to End Homelessness.
F12:
The county, with support from cities and private groups, wants to build a homeless service campus in San Luis Obispo.
F13:
The need for low cost housing in the county substantially exceeds supply.
Recomendaciones relacionadas (1)
R2:
The county and all the incorporated cities should establish and fund a line item in their budgets specifically supporting services, including more housing for homeless persons.
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Hallazgos & Recomendaciones
4 hallazgos
F1:
Our current tax bills contain several unique pieces of information including the property’s assessed value, PROP 13 TAX RATE, and amount due.
Recomendaciones relacionadas (1)
R1:
All San Luis Obispo County property tax bills should provide a good faith estimate of how much goes to support at least the six government agencies that receive the largest share thereof. (cid:1)(cid:2) The County Treasurer – Tax Collector’s office reviewed portions of this report and disagreed with our statement that tax bills have sufficient white space to print the names of the entities that receive the bulk of our property tax dollars. The Grand Jury does not agree with their assessment.
F2:
Our tax bills do not include information on how the individual taxpayer’s payments are distributed.
Recomendaciones relacionadas (1)
R2:
The web site “Tax Information on the Web” that is referred to on the tax bill should provide detailed information on how tax payments are disbursed to various schools districts and other agencies.
F3:
County officials argue that providing disbursement information on individual property tax bills would be difficult and perhaps expensive.
Recomendaciones relacionadas (1)
R3:
The County Treasurer-Tax Collector and the Auditor-Controller should proceed promptly to implement recommendations 1 & 2 above.
F4:
The web site listed on tax bills does not include a breakdown of how much of tax payer’s payment goes to various school districts and agencies.
Hallazgos & Recomendaciones
2 hallazgos
F1:
The Grand Jury found that in the event of an emergency evacuation, it could be a great advantage for the bus drivers from one district to be able to communicate directly with bus drivers from another district.
Recomendaciones relacionadas (1)
R1:
The County Superintendent of Schools should provide the funds necessary to reserve a radio frequency and to obtain the equipment necessary to allow bus drivers to communicate directly with one another and with the County Emergency Operations Center in the event of an evacuation emergency
F2:
The County Emergency Operations Center cannot communicate directly with individual school bus drivers during an evacuation.
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Hallazgos & Recomendaciones
3 hallazgos
F1:
The complaint regarding the accountability of Block Grant expenditures appears to be due more to limited communication and a lack of understanding than from improprieties by the city’s community development department.
Recomendaciones relacionadas (1)
R1:
The city’s community development department should take advantage of training opportunities facilitated by the County of San Luis Obispo regarding the Community Development Block Grant Program. 2. The city’s community development department should immediately implement the changes they proposed to help prevent future Block Grant violations. 3. The city’s community development department should actively monitor current Block Grant activity at Judson Terrace Homes until the current prevailing wage issue has been resolved and the 18 wall heaters have been installed. 4. Recipients of Block Grant funds for specific projects should, when appropriate, be encouraged to communicate project scope and timeline information to potentially affected community members.
F2:
The community development department has addressed the ‘prevailing wage’ issue and will implement corrective actions to help prevent recurring problems.
Recomendaciones relacionadas (1)
R2:
The city’s community development department should immediately implement the changes they proposed to help prevent future Block Grant violations.
F3:
The community development department responded promptly to resolve compliance issues.
Recomendaciones relacionadas (1)
R3:
The city’s community development department should actively monitor current Block Grant activity at Judson Terrace Homes until the current prevailing wage issue has been resolved and the 18 wall heaters have been installed.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R4:
Recipients of Block Grant funds for specific projects should, when appropriate, be encouraged to communicate project scope and timeline information to potentially
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Hallazgos & Recomendaciones
10 hallazgos
F1:
The Sheriffs’ Departments provide search and rescue services in all fifty-eight (58) California counties.
F2:
Other counties utilize paid law enforcement, a mix of paid and volunteer staff, or all volunteers to provide these services.
F3:
SLO Search and Rescue is composed entirely of unpaid volunteers.
F4:
SAR volunteers are reimbursed for “approved” mileage but, unlike sworn Sheriff’s Department personnel, are responsible for uniforms, equipment, advanced training and some supplies.
Recomendaciones relacionadas (2)
R1:
SAR should develop a list of needs for inclusion in the Sheriff’s budget in time for consideration of the next county budget hearings, to include: (Findings 4, 5) a. cost of basic equipment which is required for a new volunteer. b. costs of desired advanced training or other anticipated costs. c. a miscellaneous contingency fund.
R2:
The San Luis Obispo County Board of Supervisors should, to the extent possible, provide an allowance for uniforms, equipment, training/advanced training and supplies for SAR volunteers, similar to sworn staff in the Sheriff’s Department. (Findings 4, 5)
F5:
SAR certified personnel provide basic volunteer training; often team leaders are not able to attend advanced or multi-county/state trainings due to lack of funding. SAR has not in the past routinely submitted a list of requested trainings for inclusion in the Sheriff’s budget.
F6:
SAR is not permitted to engage in fundraising activities without prior approval from the Sheriff’s Department. Permission for fundraising activities requires the identification of a “justifiable” unmet need that could not otherwise be provided by the Department. The Department is not currently aware of any such unmet needs.
Recomendaciones relacionadas (1)
R3:
If county funding for #2 is not available, SAR should be authorized, by the Sheriff’s Department, to operate fund raising events and solicit donations or sponsorships to help defray the costs of uniforms, training, equipment, etc. (Finding 6).
F7:
SAR service to the state operated Oceano Dunes Vehicle Recreation Area is not funded. SAR often provides the only on-site medically trained personnel.
Recomendaciones relacionadas (1)
R4:
SAR, with the assistance of county personnel, should pursue funding from the California Department of Parks to subsidize rescue work in the Oceano Dunes. (Finding 7)
F8:
SAR currently does not have a volunteer(s) assigned for generating funding, administrative functions, recruitment or public awareness; all volunteers are “field trained”.
Recomendaciones relacionadas (1)
R5:
SAR, to the extent possible, should recruit volunteers in the following areas: (Finding 8) a. public relations/sponsorship solicitation b. fund raising c. website development d. grant writing e. volunteer recruitment (certified and non certified-operations)
F9:
SAR believes the current number of volunteers (50+/-) is inadequate to handle a major disaster or provide adequate mutual aid to other counties.
Recomendaciones relacionadas (1)
R6:
SAR should increase membership by up to 50 additional members. (Finding 9)
F10:
The Department’s Sergeant/liaison to SAR does not have a readily available four wheel drive vehicle to transport/tow equipment for call outs.
Recomendaciones relacionadas (1)
R7:
Necessary SAR equipment should be stored or kept near the Sergeant/liaison’s work station or kept in an available four wheel drive vehicle at his post to reduce response time. (Finding 10) COMMENDATION San Luis Obispo Search and Rescue is composed of a group of dedicated individuals, willing to undergo extensive, time-consuming training, purchase costly equipment, and spend countless, sometimes dangerous, hours in the service of others. The service community they have established consists of volunteers from all walks of life -- from college students to physicians, from firefighters to housewives -- whose task it is to provide rescue services to any one of us. This group of people is as good as their days are long, and their selfless service to the community is highly commended.
Hallazgos & Recomendaciones
9 hallazgos
F1:
Elected city treasurers sometimes lack the technical skills and professional experience to adequately perform the duties of the office.
Recomendaciones relacionadas (3)
R1:
Given state law, city councils should make sure that their investment policies are as air tight as possible and assure that those policies are carefully and continually followed to eliminate the potential for an elected treasurer to misuse his or her powers. (Findings 1, 2 and 5)
R3:
Financial reports, and backup documents recording changes in investments, should be carefully scrutinized by a council member on a monthly basis. (Findings 1, 2, 5 and 6)
R4:
City councils in Arroyo Grande, Atascadero and Paso Robles should consider trying again to convince the electorate to make at least the position of treasurer appointive, while educating the electorate about qualifications needed in a treasurer and committing the city to require appointed treasurers to possess those qualifications. (Findings 1, 2,3,4 and 5)
F2:
Health benefits alone may be sufficient to attract unqualified persons to run for the job, leaving the work to city staff and costing the cities health benefits for persons performing no useful function.
F3:
Efforts to convince voters to approve making the job appointive have failed in all three cities.
F4:
The cities have found different ways to deal with these challenges. One approach is to arrange for a city employee to be elected treasurer and have that employee designate the finance director to do the job. But that approach can have inherent conflicts of interest.
F5:
Communication is minimal between the Atascadero treasurer and the other city officials who have financial oversight responsibilities. .
F6:
Atascadero officials failed to complete and provide the council with the state-required monthly financial reports in a timely manner for the period of April 2008 through November 2009.
Recomendaciones relacionadas (2)
R2:
City councils and city managers should require that their functioning treasurers and city clerks, whether elected, appointed or deputized, provide all reports required of those offices at the time designated in state law. (Finding 6)
R5:
All general law cities in the county should post the state-required monthly treasurer’s report and annual financial statement on the city’s web site in a location easy to find. (Finding 6)
F7:
The elected Arroyo Grande treasurer has received very minimal training about the responsibilities of the position.
Recomendaciones relacionadas (1)
R6:
Arroyo Grande should, at a minimum, send its elected treasurer to a training session where she can learn about the responsibilities she is delegating.
F8:
Elected city clerks in the three cities are all staff members and generally perform the jobs according to the requirements of state law.
F9:
Recognizing that the offices of treasurer and city clerk generally require technical skills and knowledge, Arroyo Grande’s city management is recommending that provisions to allow these posts to become appointed positions again be placed before the voters.
Hallazgos & Recomendaciones
9 hallazgos
F1:
Elected city treasurers sometimes lack the technical skills and professional experience to adequately perform the duties of the office.
Recomendaciones relacionadas (3)
R1:
Given state law, city councils should make sure that their investment policies are as air tight as possible and assure that those policies are carefully and continually followed to eliminate the potential for an elected treasurer to misuse his or her powers. (Findings 1, 2 and 5)
R3:
Financial reports, and backup documents recording changes in investments, should be carefully scrutinized by a council member on a monthly basis. (Findings 1, 2, 5 and 6)
R4:
City councils in Arroyo Grande, Atascadero and Paso Robles should consider trying again to convince the electorate to make at least the position of treasurer appointive, while educating the electorate about qualifications needed in a treasurer and committing the city to require appointed treasurers to possess those qualifications. (Findings 1, 2,3,4 and 5)
F2:
Health benefits alone may be sufficient to attract unqualified persons to run for the job, leaving the work to city staff and costing the cities health benefits for persons performing no useful function.
F3:
Efforts to convince voters to approve making the job appointive have failed in all three cities.
F4:
The cities have found different ways to deal with these challenges. One approach is to arrange for a city employee to be elected treasurer and have that employee designate the finance director to do the job. But that approach can have inherent conflicts of interest.
F5:
Communication is minimal between the Atascadero treasurer and the other city officials who have financial oversight responsibilities. .
F6:
Atascadero officials failed to complete and provide the council with the state-required monthly financial reports in a timely manner for the period of April 2008 through November 2009.
Recomendaciones relacionadas (2)
R2:
City councils and city managers should require that their functioning treasurers and city clerks, whether elected, appointed or deputized, provide all reports required of those offices at the time designated in state law. (Finding 6)
R5:
All general law cities in the county should post the state-required monthly treasurer’s report and annual financial statement on the city’s web site in a location easy to find. (Finding 6)
F7:
The elected Arroyo Grande treasurer has received very minimal training about the responsibilities of the position.
Recomendaciones relacionadas (1)
R6:
Arroyo Grande should, at a minimum, send its elected treasurer to a training session where she can learn about the responsibilities she is delegating.
F8:
Elected city clerks in the three cities are all staff members and generally perform the jobs according to the requirements of state law.
F9:
Recognizing that the offices of treasurer and city clerk generally require technical skills and knowledge, Arroyo Grande’s city management is recommending that provisions to allow these posts to become appointed positions again be placed before the voters.
Hallazgos & Recomendaciones
8 hallazgos
F1:
Gasoline-powered leaf blowers, particularly two-cycle models, create exhaust emissions containing carbon monoxide, hydrocarbons and other harmful particulate matter. The resulting pollution from one leaf blower operated for one hour is approximately equivalent to one car being driven 200 miles.
F2:
All leaf blowers create fugitive dust drifts containing harmful chemicals, fungi, fecal matter and harmful particulate matter that can linger in the air for hours.
F3:
Leaf blowers, two-cycle models being the loudest, generate high intensity and high frequency noise that can lead to operator hearing loss, as well as multiple harmful physiological and psychological responses to the operator or bystanders. Current county noise ordinances are limited to decibel level violations that are unenforceable in practice. A specific ban on two-cycle leaf blowers would be an effective and enforceable ordinance.
Recomendaciones relacionadas (3)
R1:
The San Luis Obispo County Board of Supervisors pass an ordinance calling for a gradual two year phase-out of all two-cycle gasoline powered leaf blowers within San Luis Obispo County.
R2:
The San Luis Obispo County Board of Supervisors adopt the same guidelines currently in effect within the City of San Luis Obispo for the restriction of days and hours of operation allowed for leaf blower use.
R3:
Each incorporated city within San Luis Obispo County adopt a parallel ordinance to ensure consistency throughout the county.
F4:
California Assembly Bill 32 of 2006 mandates reduction of harmful greenhouse emissions. San Luis Obispo County must adopt measures to meet emission reduction requirements.
F5:
It has been demonstrated manual rake or broom cleanup is nearly as time efficient and effective as leaf blowers, without causing harmful air or noise hazards. When a leaf blower is necessary, an electric model is the preferred option due to no exhaust emissions. Four-cycle gasoline powered leaf blowers should be limited to areas of greater than 150 feet from an electric power source, or when a power source is not available.
F6:
Consumer Reports Magazine. (September 2007). Power blower, more punch for plug- ins.
F7:
Consumer Search. (September 2009). Leaf blower: Full report. http://www.consumersearch.com/leaf-blowers/review.
F8:
Orange County Grand Jury. (1999). Leaf blower pollution hazards in Orange County. http://www.ocgrandjury.org/pdfs/leafblow.pdf 9. City of San Luis Obispo pamphlet. Using power blowers in San Luis Obispo: A short course in power blower laws and etiquette.
Hallazgos & Recomendaciones
8 hallazgos
F1:
Gasoline-powered leaf blowers, particularly two-cycle models, create exhaust emissions containing carbon monoxide, hydrocarbons and other harmful particulate matter. The resulting pollution from one leaf blower operated for one hour is approximately equivalent to one car being driven 200 miles.
F2:
All leaf blowers create fugitive dust drifts containing harmful chemicals, fungi, fecal matter and harmful particulate matter that can linger in the air for hours.
F3:
Leaf blowers, two-cycle models being the loudest, generate high intensity and high frequency noise that can lead to operator hearing loss, as well as multiple harmful physiological and psychological responses to the operator or bystanders. Current county noise ordinances are limited to decibel level violations that are unenforceable in practice. A specific ban on two-cycle leaf blowers would be an effective and enforceable ordinance.
Recomendaciones relacionadas (3)
R1:
The San Luis Obispo County Board of Supervisors pass an ordinance calling for a gradual two year phase-out of all two-cycle gasoline powered leaf blowers within San Luis Obispo County.
R2:
The San Luis Obispo County Board of Supervisors adopt the same guidelines currently in effect within the City of San Luis Obispo for the restriction of days and hours of operation allowed for leaf blower use.
R3:
Each incorporated city within San Luis Obispo County adopt a parallel ordinance to ensure consistency throughout the county.
F4:
California Assembly Bill 32 of 2006 mandates reduction of harmful greenhouse emissions. San Luis Obispo County must adopt measures to meet emission reduction requirements.
F5:
It has been demonstrated manual rake or broom cleanup is nearly as time efficient and effective as leaf blowers, without causing harmful air or noise hazards. When a leaf blower is necessary, an electric model is the preferred option due to no exhaust emissions. Four-cycle gasoline powered leaf blowers should be limited to areas of greater than 150 feet from an electric power source, or when a power source is not available.
F6:
Consumer Reports Magazine. (September 2007). Power blower, more punch for plug- ins.
F7:
Consumer Search. (September 2009). Leaf blower: Full report. http://www.consumersearch.com/leaf-blowers/review.
F8:
Orange County Grand Jury. (1999). Leaf blower pollution hazards in Orange County. http://www.ocgrandjury.org/pdfs/leafblow.pdf 9. City of San Luis Obispo pamphlet. Using power blowers in San Luis Obispo: A short course in power blower laws and etiquette.
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Hallazgos & Recomendaciones
7 hallazgos
F1:
There is inconsistency between and within planning department ordinances Titles 21, 22 and 23, regarding the types of applications to be heard by the planning commission or the subdivision review board. Title 21 is inconsistent with Titles 22 and 23, and there are 2 APCD Clean Air Plan, 2001, Chapter 6, L-1 ^{3} SRB meeting minutes 1/9/09 - 3/1/10 indicate 6 of 15 meetings where 1 or more members were absent inconsistent provisions within and between each of these two titles. Any changes to Title 23 must be approved by the California Coastal Commission.
Recomendaciones relacionadas (1)
R1:
The Board of Supervisors direct the planning department in its next ordinance update to propose amendments to conflicting sections in the Consolidated Processing, Conditional Use Permits and Development Plan sections of Titles 22 and 23 and resolve inconsistencies between these titles and Title 21 as documented in this report. Any changes to Title 23 must be approved by the California Coastal Commission.(Finding 1)
F2:
High level applications which can be significant, complex and controversial are often combined with a low level application and decided by the SRB, thereby avoiding hearing before the planning commission.
Recomendaciones relacionadas (2)
R2:
The Board of Supervisors direct the planning department to prepare amendments to appropriate sections of Titles 22 and 23 to provide hearing by the planning commission for consolidated projects, whether "required" or "not required". (Findings 2, 3)
R3:
The Board of Supervisors grant discretion to the director of planning to elevate certain complex or controversial consolidated or high level project applications from the SRB to the planning commission. (Findings 2, 3)
F3:
The planning director cannot elevate a project application from the subdivision review board to the planning commission.
F4:
Planning staff does not routinely use a written "checklist" to ensure ordinance and processing consistency and completeness of applications.
Recomendaciones relacionadas (1)
R4:
The planning department develop a checklist to ensure ordinance compliance, processing consistency and completeness of project applications. Planners should routinely use this checklist in processing applications. (Finding 4)
F5:
The potential exists for decisions made by the SRB to be influenced by the planning department.
Recomendaciones relacionadas (2)
R6:
The Board of Supervisors direct the planning department to take appropriate action to ensure that planning department representatives on the SRB will not have any association with projects that will be heard by the SRB. (Findings 5, 6)
R7:
The Board of Supervisors direct the planning department to prepare an amendment to Title 21 providing that for the SRB, a quorum of four is required and a majority of the quorum is required for any action. (Findings 5, 6)
F6:
The Air Pollution Control District's representative on the SRB typically votes "no" on all development applications outside the designated urban reserve area.
F7:
Planning regulations are inordinately complicated, difficult, conflicting and almost impossible to understand by the public, and make uniform interpretation by staff difficult.
Recomendaciones relacionadas (1)
R5:
The Board of Supervisors direct the planning department in its next ordinance update to work on making make these documents easier to read and understand for both staff and the public. (Finding 7)
Hallazgos & Recomendaciones
7 hallazgos
F1:
San Luis Obispo County’s policies governing Progressive Discipline are appropriate.
F2:
In general, the County’s Progressive Discipline system is functioning well.
F3:
Because personnel matters are confidential the public is generally unaware of disciplinary actions taken when an employee’s work is unsatisfactory or other behavior violates established expectations.
F4:
Employees who fail to meet appropriate standards are subject to disciplinary actions up to and including termination.
F5:
During the 34-month period examined by the Grand Jury, 42 employees were disciplined. Of those 19 were terminated, resigned or retired while facing discipline.
F6:
It appears that occasionally employees whose performance is unsatisfactory are not put on appropriate notice or disciplined. Whether that is the result of supervisor oversight or other reason could not be determined.
F7:
County managers and supervisors are given at least basic training relating to their employee discipline obligations and responsibilities. Whether they get enough training is questionable and subject to debate.
Recomendaciones relacionadas (2)
R1:
The County should continue to require mandatory training in progressive discipline to all supervisors and managers.
R2:
The amount of training should be increased and all supervisors and managers should, on a regular basis, receive “refresher” training which reinforces the importance of the immediate supervisor for an effective Progressive Discipline program.
Hallazgos & Recomendaciones
7 hallazgos
F1:
San Luis Obispo County’s policies governing Progressive Discipline are appropriate.
F2:
In general, the County’s Progressive Discipline system is functioning well.
F3:
Because personnel matters are confidential the public is generally unaware of disciplinary actions taken when an employee’s work is unsatisfactory or other behavior violates established expectations.
F4:
Employees who fail to meet appropriate standards are subject to disciplinary actions up to and including termination.
F5:
During the 34-month period examined by the Grand Jury, 42 employees were disciplined. Of those 19 were terminated, resigned or retired while facing discipline.
F6:
It appears that occasionally employees whose performance is unsatisfactory are not put on appropriate notice or disciplined. Whether that is the result of supervisor oversight or other reason could not be determined.
F7:
County managers and supervisors are given at least basic training relating to their employee discipline obligations and responsibilities. Whether they get enough training is questionable and subject to debate.
Recomendaciones relacionadas (2)
R1:
The County should continue to require mandatory training in progressive discipline to all supervisors and managers.
R2:
The amount of training should be increased and all supervisors and managers should, on a regular basis, receive “refresher” training which reinforces the importance of the immediate supervisor for an effective Progressive Discipline program.
Hallazgos & Recomendaciones
2 hallazgos
F1:
The failure to include the "Figure 4 map" and references to it in the staff report was at best inept staff performance or at worst deliberate deception. Recommended Board of Supervisors Response The Board of Supervisors partially disagrees with the finding and adopts the response by the Department of Planning and Building as the Board of Supervisors Response to this Finding (see attached response by the Department of Planning and Building shown as Attachment 2).
Recomendaciones relacionadas (1)
R1:
The Planning Commission should require relevant source documents accompany reports from the Planning and Building Department. 07-21-2009 Recommended Board of Supervisors Response The recommendation will not be implemented because it is not warranted. The recommendation is already a part of the Planning and Building Department procedures and practice.
F2:
The staff report was a crucial element in an important decision by the Planning Commission and it was only public testimony at the Commission hearing that prevented a decision counter to approved land use policy. Recommended Board of Supervisors Response The Board of Supervisors partially disagrees with this finding and adopts the response by the Department of Planning and Building as the Board of Supervisors Response to this Finding (see attached response by the Department of Planning and Building shown as Attachment 2). The staff report concluded that the sale of County land to State Parks was in compliance with County land use policy, a conclusion consistent with the report only because of the omission of the "Figure 4 map" and related text. Recommended Board of Supervisors Response The Board of Supervisors partially disagrees with this finding and adopts the response by the Department of Planning and Building as the Board of Supervisors Response to this Finding (see attached response by the Department of Planning and Building shown as Attachment 2). GRAND JURY RECOMMENDATIONS 1. The Planning Commission should require relevant source documents accompany reports from the Planning and Building Department. 07-21-2009 Recommended Board of Supervisors Response The recommendation will not be implemented because it is not warranted. The recommendation is already a part of the Planning and Building Department procedures and practice.
Recomendaciones relacionadas (1)
R2:
The Planning Commission should direct Planning and Building Department staff to indicate to the Planning Commission if any source documentations were altered in preparing reports and provide reasons for such alterations. Recommended Board of Supervisors Response The recommendation will not be implemented because it is not warranted. The recommendation is already a part of the Planning and Building Department procedures and practice.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R3:
Training procedures for staff charged with report development should be reviewed and changed so as to prevent the omission or misrepresentation of significant documentary evidence. Recommended Board of Supervisors Response The recommendation will not be implemented because it is not warranted. The recommendation is already a part of the Planning and Building Department procedures and practice. A-3
Hallazgos & Recomendaciones
3 hallazgos
F1:
"State and federal grants for anti gang efforts are being reduced." The respondents agree with this finding. 2. "Probation officials say not all parents attend the classes provided by the Youth in Action Program. The classes could be more effective if made mandatory." The respondents disagree partially with this finding. It is agreed that all parents of minors involved in the Youth in Action program would benefit from attending the parent information classes. However, Youth in Action is a voluntary prevention, community outreach program. The minors involved in the Youth in Action program are not on probation and so there is no legal mechanism to make the classes mandatory. The Probation Department has tried to make these parent classes as "user friendly" as possible by providing them in the evenings, providing forums in Spanish as well as English, and providing door prizes as an incentive for parents to attend. 4. "The Anti Gang Coordinating Commission believes the Liberty Tattoo Removal Program assists former gang members seeking employment. The respondents agree with this finding. A-5 July 14, 2009
Recomendaciones relacionadas (1)
R1:
"The county should continue to pursue additional grant money on the state and federal levels." The recommendation has been implemented. The members of the Anti Gang Coordinating Commission and the staff of the individual commission members continually look and apply for funding that would assist in the anti-gang effort.
F2:
"Probation officials say not all parents attend the classes provided by the Youth in Action Program. The classes could be more effective if made mandatory." The respondents disagree partially with this finding. It is agreed that all parents of minors involved in the Youth in Action program would benefit from attending the parent information classes. However, Youth in Action is a voluntary prevention, community outreach program. The minors involved in the Youth in Action program are not on probation and so there is no legal mechanism to make the classes mandatory. The Probation Department has tried to make these parent classes as "user friendly" as possible by providing them in the evenings, providing forums in Spanish as well as English, and providing door prizes as an incentive for parents to attend.
Recomendaciones relacionadas (1)
R2:
"The Anti Gang Coordinating Commission should pursue legislation that requires parents of juveniles on probation attend educational classes. The recommendation has not been implemented, but will be implemented in the future. Legislation that requires parents of minors who are on probation to attend parent education classes currently exists. However, the current legislation could be strengthened to contain sanctions against parents who refuse to attend these Court ordered parenting classes. Over the next year, the Sheriff, District Attorney and Chief Probation Officer will pursue this type of legislation through their respective state organizations. The members of the Anti-Gang Coordinating Commission (AGCC) appreciate the interest of the Grand Jury in the issue of gangs in San Luis Obispo County. The AGCC was formed by the District Attorney, Sheriff and Chief Probation Officer in response to the increased street gang activity and the uncertainty of funding and resources at the county, state and federal level. It is our belief that the increased level of coordination of existing resources will help with the existing challenges. We acknowledge that expansion of the anti-gang effort will require additional funding and resources that do no currently exist. A-5
F4:
"The Anti Gang Coordinating Commission believes the Liberty Tattoo Removal Program assists former gang members seeking employment. The respondents agree with this finding. A-5 July 14, 2009
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Hallazgos & Recomendaciones
4 hallazgos
F1:
Our current tax bills contain several unique pieces of information including the property’s assessed value, PROP 13 TAX RATE, and amount due.
Recomendaciones relacionadas (1)
R1:
All San Luis Obispo County property tax bills should provide a good faith estimate of how much goes to support at least the six government agencies that receive the largest share thereof.
F2:
Our tax bills do not include information on how the individual taxpayer’s payments are distributed.
Recomendaciones relacionadas (1)
R2:
The web site “Tax Information on the Web” that is referred to on the tax bill should provide detailed information on how tax payments are disbursed to various schools districts and other agencies. (cid:1)(cid:2) The County Treasurer – Tax Collector’s office reviewed portions of this report and disagreed with our statement that tax bills have sufficient white space to print the names of the entities that receive the bulk of our property tax dollars. The Grand Jury does not agree with their assessment.
F3:
County officials argue that providing disbursement information on individual property tax bills would be difficult and perhaps expensive.
Recomendaciones relacionadas (1)
R3:
The County Treasurer-Tax Collector and the Auditor-Controller should proceed promptly to implement recommendations 1 & 2 above.
F4:
The web site listed on tax bills does not include a breakdown of how much of tax payer’s payment goes to various school districts and agencies.
Hallazgos & Recomendaciones
5 hallazgos
F1:
As of December 2009, the seven incorporated cities in San Luis Obispo County reported owning or leasing a total of 444 vehicles, of which 66 are regularly taken home.
Recomendaciones relacionadas (1)
R1:
Grover Beach, Morro Bay, Pismo Beach, Paso Robles, and San Luis Obispo should develop or amend their written policies for city vehicle use to make sure they specify continued driver license review, restrictions of city business use only, safe and legal operation, and accident reporting.
F2:
All cities except Morro Bay have established some rules for employee use of city-owned vehicles, such as limitations of use for personal purposes, requirement for current drivers’ licenses, and accident reporting.
Recomendaciones relacionadas (1)
R2:
Grover Beach, Morro Bay, Paso Robles and San Luis Obispo should enroll all drivers of city vehicles in the DMV Pull Notice program.
F3:
Morro Bay reports that a new vehicle use procedure is currently being prepared.
Recomendaciones relacionadas (1)
R3:
Grover Beach, Morro Bay, Paso Robles, Pismo Beach and San Luis Obispo should develop, or strengthen existing, policies and procedures to better define take-home vehicle usage to ensure that sufficient business and financial justification exists.
F4:
Only the cities of Arroyo Grande, Atascadero and Pismo Beach maintain a policy of enrolling city employees who use city cars in the state Department of Motor Vehicles Pull Notice program, which alerts the city when a driver is ticketed or involved in an accident.
Recomendaciones relacionadas (1)
R4:
Arroyo Grande and Atascadero should review their current policies and procedures regarding take-home vehicle usage to ensure that sufficient business and financial justification exists.
F5:
Policies and procedures for assignment of take-home vehicles vary in stringency, potentially placing the city at risk of abuse and increased liability.
Hallazgos & Recomendaciones
7 hallazgos
F1:
There is inconsistency between and within planning department ordinances Titles 21, 22 and 23, regarding the types of applications to be heard by the planning commission or the subdivision review board. Title 21 is inconsistent with Titles 22 and 23, and there are 2 APCD Clean Air Plan, 2001, Chapter 6, L-1 ^{3} SRB meeting minutes 1/9/09 - 3/1/10 indicate 6 of 15 meetings where 1 or more members were absent inconsistent provisions within and between each of these two titles. Any changes to Title 23 must be approved by the California Coastal Commission.
Recomendaciones relacionadas (1)
R1:
The Board of Supervisors direct the planning department in its next ordinance update to propose amendments to conflicting sections in the Consolidated Processing, Conditional Use Permits and Development Plan sections of Titles 22 and 23 and resolve inconsistencies between these titles and Title 21 as documented in this report. Any changes to Title 23 must be approved by the California Coastal Commission.(Finding 1)
F2:
High level applications which can be significant, complex and controversial are often combined with a low level application and decided by the SRB, thereby avoiding hearing before the planning commission.
Recomendaciones relacionadas (2)
R2:
The Board of Supervisors direct the planning department to prepare amendments to appropriate sections of Titles 22 and 23 to provide hearing by the planning commission for consolidated projects, whether "required" or "not required". (Findings 2, 3)
R3:
The Board of Supervisors grant discretion to the director of planning to elevate certain complex or controversial consolidated or high level project applications from the SRB to the planning commission. (Findings 2, 3)
F3:
The planning director cannot elevate a project application from the subdivision review board to the planning commission.
F4:
Planning staff does not routinely use a written "checklist" to ensure ordinance and processing consistency and completeness of applications.
Recomendaciones relacionadas (1)
R4:
The planning department develop a checklist to ensure ordinance compliance, processing consistency and completeness of project applications. Planners should routinely use this checklist in processing applications. (Finding 4)
F5:
The potential exists for decisions made by the SRB to be influenced by the planning department.
Recomendaciones relacionadas (2)
R6:
The Board of Supervisors direct the planning department to take appropriate action to ensure that planning department representatives on the SRB will not have any association with projects that will be heard by the SRB. (Findings 5, 6)
R7:
The Board of Supervisors direct the planning department to prepare an amendment to Title 21 providing that for the SRB, a quorum of four is required and a majority of the quorum is required for any action. (Findings 5, 6)
F6:
The Air Pollution Control District's representative on the SRB typically votes "no" on all development applications outside the designated urban reserve area.
F7:
Planning regulations are inordinately complicated, difficult, conflicting and almost impossible to understand by the public, and make uniform interpretation by staff difficult.
Recomendaciones relacionadas (1)
R5:
The Board of Supervisors direct the planning department in its next ordinance update to work on making make these documents easier to read and understand for both staff and the public. (Finding 7)
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Hallazgos y recomendaciones aún no extraídos.
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Hallazgos y recomendaciones aún no extraídos.
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Hallazgos & Recomendaciones
5 hallazgos
F1:
As of December 2009, the seven incorporated cities in San Luis Obispo County reported owning or leasing a total of 444 vehicles, of which 66 are regularly taken home.
Recomendaciones relacionadas (1)
R1:
Grover Beach, Morro Bay, Pismo Beach, Paso Robles, and San Luis Obispo should develop or amend their written policies for city vehicle use to make sure they specify continued driver license review, restrictions of city business use only, safe and legal operation, and accident reporting.
F2:
All cities except Morro Bay have established some rules for employee use of city-owned vehicles, such as limitations of use for personal purposes, requirement for current drivers’ licenses, and accident reporting.
Recomendaciones relacionadas (1)
R2:
Grover Beach, Morro Bay, Paso Robles and San Luis Obispo should enroll all drivers of city vehicles in the DMV Pull Notice program.
F3:
Morro Bay reports that a new vehicle use procedure is currently being prepared.
Recomendaciones relacionadas (1)
R3:
Grover Beach, Morro Bay, Paso Robles, Pismo Beach and San Luis Obispo should develop, or strengthen existing, policies and procedures to better define take-home vehicle usage to ensure that sufficient business and financial justification exists.
F4:
Only the cities of Arroyo Grande, Atascadero and Pismo Beach maintain a policy of enrolling city employees who use city cars in the state Department of Motor Vehicles Pull Notice program, which alerts the city when a driver is ticketed or involved in an accident.
Recomendaciones relacionadas (1)
R4:
Arroyo Grande and Atascadero should review their current policies and procedures regarding take-home vehicle usage to ensure that sufficient business and financial justification exists.
F5:
Policies and procedures for assignment of take-home vehicles vary in stringency, potentially placing the city at risk of abuse and increased liability.
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Hallazgos & Recomendaciones
3 hallazgos
F1:
The complaint regarding the accountability of Block Grant expenditures appears to be due more to limited communication and a lack of understanding than from improprieties by the city’s community development department.
Recomendaciones relacionadas (1)
R1:
The city’s community development department should take advantage of training opportunities facilitated by the County of San Luis Obispo regarding the Community Development Block Grant Program. 2. The city’s community development department should immediately implement the changes they proposed to help prevent future Block Grant violations. 3. The city’s community development department should actively monitor current Block Grant activity at Judson Terrace Homes until the current prevailing wage issue has been resolved and the 18 wall heaters have been installed. 4. Recipients of Block Grant funds for specific projects should, when appropriate, be encouraged to communicate project scope and timeline information to potentially affected community members.
F2:
The community development department has addressed the ‘prevailing wage’ issue and will implement corrective actions to help prevent recurring problems.
Recomendaciones relacionadas (1)
R2:
The city’s community development department should immediately implement the changes they proposed to help prevent future Block Grant violations.
F3:
The community development department responded promptly to resolve compliance issues.
Recomendaciones relacionadas (1)
R3:
The city’s community development department should actively monitor current Block Grant activity at Judson Terrace Homes until the current prevailing wage issue has been resolved and the 18 wall heaters have been installed.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R4:
Recipients of Block Grant funds for specific projects should, when appropriate, be encouraged to communicate project scope and timeline information to potentially
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Hallazgos & Recomendaciones
10 hallazgos
F1:
The Sheriffs’ Departments provide search and rescue services in all fifty-eight (58) California counties.
F2:
Other counties utilize paid law enforcement, a mix of paid and volunteer staff, or all volunteers to provide these services.
F3:
SLO Search and Rescue is composed entirely of unpaid volunteers.
F4:
SAR volunteers are reimbursed for “approved” mileage but, unlike sworn Sheriff’s Department personnel, are responsible for uniforms, equipment, advanced training and some supplies. This report of the San Luis Obispo County Grand Jury was approved without the vote of this Grand Jury member. To reduce or avoid any perception of conflict of interest, this Grand Jury member abstained from the final vote on this report.
Recomendaciones relacionadas (2)
R1:
SAR should develop a list of needs for inclusion in the Sheriff’s budget in time for consideration of the next county budget hearings, to include: (Findings 4, 5) a. cost of basic equipment which is required for a new volunteer. b. costs of desired advanced training or other anticipated costs. c. a miscellaneous contingency fund.
R2:
The San Luis Obispo County Board of Supervisors should, to the extent possible, provide an allowance for uniforms, equipment, training/advanced training and supplies for SAR volunteers, similar to sworn staff in the Sheriff’s Department. (Findings 4, 5)
F5:
SAR certified personnel provide basic volunteer training; often team leaders are not able to attend advanced or multi-county/state trainings due to lack of funding. SAR has not in the past routinely submitted a list of requested trainings for inclusion in the Sheriff’s budget.
F6:
SAR is not permitted to engage in fundraising activities without prior approval from the Sheriff’s Department. Permission for fundraising activities requires the identification of a “justifiable” unmet need that could not otherwise be provided by the Department. The Department is not currently aware of any such unmet needs.
Recomendaciones relacionadas (1)
R3:
If county funding for #2 is not available, SAR should be authorized, by the Sheriff’s Department, to operate fund raising events and solicit donations or sponsorships to help defray the costs of uniforms, training, equipment, etc. (Finding 6).
F7:
SAR service to the state operated Oceano Dunes Vehicle Recreation Area is not funded. SAR often provides the only on-site medically trained personnel.
Recomendaciones relacionadas (1)
R4:
SAR, with the assistance of county personnel, should pursue funding from the California Department of Parks to subsidize rescue work in the Oceano Dunes. (Finding 7)
F8:
SAR currently does not have a volunteer(s) assigned for generating funding, administrative functions, recruitment or public awareness; all volunteers are “field trained”.
Recomendaciones relacionadas (1)
R5:
SAR, to the extent possible, should recruit volunteers in the following areas: (Finding 8) a. public relations/sponsorship solicitation b. fund raising c. website development d. grant writing e. volunteer recruitment (certified and non certified-operations)
F9:
SAR believes the current number of volunteers (50+/-) is inadequate to handle a major disaster or provide adequate mutual aid to other counties.
Recomendaciones relacionadas (1)
R6:
SAR should increase membership by up to 50 additional members. (Finding 9)
F10:
The Department’s Sergeant/liaison to SAR does not have a readily available four wheel drive vehicle to transport/tow equipment for call outs.
Recomendaciones relacionadas (1)
R7:
Necessary SAR equipment should be stored or kept near the Sergeant/liaison’s work station or kept in an available four wheel drive vehicle at his post to reduce response time. (Finding 10) COMMENDATION San Luis Obispo Search and Rescue is composed of a group of dedicated individuals, willing to undergo extensive, time-consuming training, purchase costly equipment, and spend countless, sometimes dangerous, hours in the service of others. The service community they have established consists of volunteers from all walks of life -- from college students to physicians, from firefighters to housewives -- whose task it is to provide rescue services to any one of us. This group of people is as good as their days are long, and their selfless service to the community is highly commended.
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Hallazgos & Recomendaciones
2 hallazgos
F1:
The Grand Jury found that in the event of an emergency evacuation, it could be a great advantage for the bus drivers from one district to be able to communicate directly with bus drivers from another district.
Recomendaciones relacionadas (1)
R1:
The County Superintendent of Schools should provide the funds necessary to reserve a radio frequency and to obtain the equipment necessary to allow bus drivers to communicate directly with one another and with the County Emergency Operations Center in the event of an evacuation emergency
F2:
The County Emergency Operations Center cannot communicate directly with individual school bus drivers during an evacuation.
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.
Additional documents
Documents found alongside this year's reports — not grand jury reports or responses.