San Luis Obispo County Grand Jury
2014-2015
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 (11)
Findings and recommendations not yet extracted.
Findings & Recommendations
9 findings
F1:
The EnergyWise Plan commits the County to a 15% reduction of GHG by its own facilities by 2020.
F2:
Responsibility for implementing EWP is divided among several County departments including Administration, Planning and Building, General Services and Public Works.
F3:
Fully implementing the EWP has been delayed because the County has not provided adequate funding, staff or priority.
Related Recommendations (2)
R1:
The Board of Supervisors should allocate sufficient funds to implement the EWP ensuring the planned reduction in energy usage by County facilities as outlined in the EWP is realized within the set timeframe.
R2:
County Administration should make staff available to complete implementation of the EWP within the established timeframe.
F4:
The County’s utility coordinator/energy manager position has been vacant for three years.
F5:
The computer software currently used by the County to track its energy usage is incapable of providing the information necessary for timely implementation of the EWP.
Related Recommendations (1)
R4:
The Board of Supervisors should fund purchase of, and training for, utility usage and billing software capable of providing the data necessary for effective implementation of the EWP.
F6:
The contracts with PG&E for Investment Grade Assessments and with Vanir Construction Management for Facility Condition Assessments will provide the County with pertinent data critical for successful implementation of the EWP.
Related Recommendations (1)
R3:
County Administration should make the data produced by the IGAs and FCAs available for action by the Board of Supervisors within 60 days of receipt of such data.
F7:
The EWP calls for periodic review and updating of the plan. The County has not reviewed and updated the EWP since August 2012.
Related Recommendations (1)
R5:
County Administration should complete the required biennial review and updates of the EWP.
F8:
Reaching the 2020 GHG reduction goals and associated cost savings will have to be accomplished over a shorter, five-year period rather than the original eight years.
F9:
The County can realize considerable energy cost savings if EWP goals are accomplished by 2020.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
Current staffing of forensic specialists in the Crime Lab is limited to two well trained and experienced professionals.
Related Recommendations (1)
R1:
The Sheriff’s Department should hire a third full-time forensic specialist in the Crime Lab to provide additional support and long-term capability for personnel replacement.
F2:
Forensic specialists are required to have extensive hands-on training which could take up to five years.
F3:
There is currently no plan to obtain an additional specialist or provide back-up.
Quick View
Full Details →
Findings & Recommendations
11 findings
F1:
The county website lists two different toll-free phone numbers for the county mental health hotline with no clear differentiation of the services offered. Both are available 24 hours every day.
Related Recommendations (1)
R1:
List one toll-free number for hotline access to all mental health services on the county website.
F2:
One hotline number is operated by Department employees during business hours who can schedule appointments for an assessment. After regular hours, this hotline automatically transfers to Transitions Mental Health Association.
F3:
The second hotline number is operated by Transitions Mental Health Association volunteers. While this staff is trained to handle mental health issues, such as suicide, the volunteers are unable to schedule appointments for an assessment due to medical records privacy concerns.
Related Recommendations (2)
R2:
Establish a system to allow both the county and Transitions Mental Health Association staff and volunteers to schedule appointments while maintaining HIPAA confidentiality requirements.
R3:
If a solution is not developed to allow Transitions Mental Health Association’s volunteers to make the appointment, the county should contact the caller within the next business day to schedule.
F4:
The Mobile Crisis Unit is a substantial safety net with great responsibility since it serves the entire county and establishes the initial face-to-face contact by a licensed mental health professional for those in crisis.
F5:
The 16-person capacity Psychiatric Health Facility is the only facility in the county for in- patient psychiatric treatment with an average census of 15 patients that stay for an average of 4.3 days. The county has no plan to increase capacity.
Related Recommendations (1)
R5:
A Crisis Stabilization Unit should be established to handle those in crisis for up to 23 hours, which could alleviate some of the capacity pressure at the PHF and save the county money if diversion from the PHF is achieved.
F6:
If the Psychiatric Health Facility is above capacity, the state is notified and the county must file a Plan of Correction. This must be approved by the state or the state can take corrective action, up to revocation of the operating license.
F7:
The Psychiatric Health Facility also houses juveniles who enter the facility through a separate entrance, walk through the common area that has been cleared of adult patients, and receive care separately from the adult population.
Related Recommendations (1)
R4:
Reconfigure the juvenile entrance to the PHF so that adult patients do not need to be cleared when a juvenile is admitted. Alternatively, separate the juvenile population to a separate site away from the adult population of the PHF.
F8:
A Crisis Stabilization Unit can temporarily shelter an individual in crisis up to 23 hours which is often sufficient time to prevent a more severe crisis, potentially alleviating some burden on the Psychiatric Health Facility.
Related Recommendations (1)
R5:
A Crisis Stabilization Unit should be established to handle those in crisis for up to 23 hours, which could alleviate some of the capacity pressure at the PHF and save the county money if diversion from the PHF is achieved.
F9:
After initial contact, the time to receive an assessment can be up to 45 days, with the average being 26.9 days. This exceeds the county’s target of 14 days by nearly 100%.
Related Recommendations (1)
R6:
To decrease wait time for patients and potentially handle greater caseloads, the county should increase psychiatric support staff, such as psychiatric nurse practitioners, physician assistants and therapists.
F10:
There is an approximate 30% failure to appear rate for scheduled appointments. There is no procedure to ensure clients follow through on their intended appointment, such as call reminders, personal contact or inquiry into availability of transportation.
Related Recommendations (1)
R8:
The county, whether by clinic staff, interns, temporary or part-time employees, should institute contact with those clients awaiting appointments to decrease the number of no-shows who prevent the scheduling of another client. This could also determine if the severity of the individual’s condition has improved/stabilized/worsened and if the client has transportation.
F11:
It is challenging for the county and local nonprofits to find sufficiently qualified individuals to staff various licensed positions for mental health services.
Related Recommendations (1)
R7:
If psychiatric positions continue to be difficult to staff, the county should implement options to improve recruitment such as student loan repayment programs and use of telepsychiatry.
Quick View
Full Details →
Findings & Recommendations
12 findings
F1:
The county has adopted and subsequently updated a vacation rental ordinance in Avila Beach, Cambria and Cayucos intended to maintain community quality of life and ensure consistency in vacation rental policy.
F2:
The number of licensed vacation rentals in these areas of the county is growing.
F3:
Many residents are unaware of the provisions of the ordinance dealing with the licensing and management of vacation rentals.
F4:
The county has placed a low priority on enforcing provisions of the ordinance dealing with the licensing and management of vacation rentals.
Related Recommendations (1)
R1:
The Board of Supervisors should provide direction and funding to place higher priority on enforcing coastal vacation rental regulations.
F5:
While the county has a process to respond to parking and noise issues connected with vacation rentals when they are brought to the attention of the Sheriff, California Highway Patrol or Planning Department, residents have no effective way to identify the property manager who is supposed to be the first level of contact for such complaints.
Related Recommendations (1)
R2:
To better support the complaint process, the county should implement a way for residents to identify the appropriate property manager for a vacation rental. This could be to require an annual notification to neighbors by the property manager or having the county maintain a public online listing of vacation rental contacts.
F6:
The county has no proactive programs to identify unlicensed vacation rentals even though officials believe the number may be significant.
Related Recommendations (2)
R4:
The Tax Collector and the Planning Department should develop and implement a process to deal with the issues of unlicensed vacation rentals and unused or minimally used transient occupancy tax certificates.
R6:
The Planning Department should create and post on its website a list of licensed vacation rentals by address so concerned individuals can confirm whether a given property is a licensed vacation rental.
F7:
Although the county can identify those homeowners whose transient occupancy tax certificate generates little or no revenue, the county has no policy that limits the renewal of such certificates and associated business licenses.
Related Recommendations (2)
R3:
The Tax Collector should set a minimum level of revenue to be generated over a set time period (e.g., 2 to 3 years) in order to retain a transient occupancy tax certificate.
R4:
The Tax Collector and the Planning Department should develop and implement a process to deal with the issues of unlicensed vacation rentals and unused or minimally used transient occupancy tax certificates.
F8:
There is no termination process for inactive or unused vacation rental licenses.
F9:
The county loses revenue when property owners or managers operate unlicensed vacation rentals and do not pay relevant taxes and fees.
Related Recommendations (2)
R5:
The Planning Department should enforce the requirement to list transient occupancy tax certificate numbers on advertised vacation rental listings.
R7:
The Planning Department should determine and fund a way to monitor whether advertised vacation rentals are properly licensed, thus ensuring collection of related taxes and fees, which can more than cover these costs.
F10:
The county loses revenue when individuals obtain transient occupancy tax certificates and then do not use them since this effectively blocks others from obtaining such certificates and using them.
F11:
Increased enforcement of vacation rental license compliance and associated tax and fee revenue collection would generate funds to cover the costs of such activity.
F12:
The Planning Department and the Office of the Auditor, Controller, Treasurer and Tax Collector (Tax Collector) do not coordinate with one another on issues of unlicensed vacation rentals or with licensed vacation rentals which pay little or no transient occupancy taxes.
Findings & Recommendations
7 findings
F1:
Morro Bay does not have a code enforcement officer.
Related Recommendations (1)
R2:
Fund and hire a full-time municipal code enforcement officer.
F2:
Municipal code enforcement in Morro Bay is complaint-driven.
F3:
Complaint processing is distributed across multiple departments of the city government and therefore is a drain on city resources.
F4:
Code enforcement targets only the violation at a specific location identified in a complaint resulting in the appearance of unfairness and inconsistency.
Related Recommendations (1)
R1:
Establish a proactive managed code enforcement process.
F5:
Comprehensive tracking of all complaints and code violations by Morro Bay does not exist.
Related Recommendations (1)
R3:
Acquire, install and use a municipal code management software package to track all code violation complaints.
F6:
Effective preventive actions or proactive management plans cannot be developed without comprehensive tracking.
Related Recommendations (2)
R1:
Establish a proactive managed code enforcement process.
R3:
Acquire, install and use a municipal code management software package to track all code violation complaints.
F7:
City hall staff is unable to quickly and effectively provide responses to questions about the status of code violation complaints.
Related Recommendations (2)
R3:
Acquire, install and use a municipal code management software package to track all code violation complaints.
R4:
Train staff on use of the new system.
Findings & Recommendations
8 findings
F1:
Elements of fire equipment, such as a fire engine, owned by CCSD and operated by Cambria FD are outdated by industry standards and CCSD lacks a replacement fund or plan.
Related Recommendations (1)
R1:
Cambria Community Services District should, with community input, develop, adopt and implement a strategic plan that addresses a multi-year approach to fire suppression and emergency services.
F2:
Elements of emergency service equipment, such as ambulances, owned and operated by the CCHD are outdated by industry standards and CCHD lacks a replacement fund or plan.
Related Recommendations (1)
R2:
Cambria Community Services District should request CAL FIRE make a presentation regarding contracting for fire suppression in Cambria and obtain community input.
F3:
CCSD lacks an overall long-term strategy for improving fire and emergency services including acquiring and maintaining essential equipment, managing costs, public safety and balancing fire suppression with other community needs.
Related Recommendations (1)
R3:
Cambria Community Services District and Cambria Community Healthcare District should reactivate their ad hoc committee to integrate and coordinate activities and obtain community input.
F4:
There is an opportunity for improved fire suppression service if the CCSD were to explore contracting Cambria FD responsibilities with CAL FIRE.
Related Recommendations (1)
R4:
Cambria Community Services District and Cambria Community Healthcare District should implement the combined organizational structure which most effectively reduces administrative costs and improves services.
F5:
There is an opportunity for enhanced career development and training for existing fire and paramedic personnel as part of a larger organization.
Related Recommendations (1)
R5:
Cambria Community Services District and Cambria Community Healthcare District should set in place funding approaches, including reserves, to update or replace fire and emergency equipment.
F6:
There is an opportunity for improved emergency services by aligning Cambria FD, CCHD and CAL FIRE emergency response.
Related Recommendations (1)
R6:
Cambria Community Services District and Cambria Community Healthcare District should determine how to best utilize firefighters and EMS personnel within a common management structure.
F7:
There is an opportunity for improved emergency services if Cambria FD and CCHD were to investigate centralizing ambulance services at the Cambria FD station.
F8:
There is an opportunity to reduce overhead by merging organizations and use the savings to establish equipment replacement funds or to pay for other activities such as training, fire prevention and public education. 11
Findings & Recommendations
4 findings
F1:
The community of Cambria faces a severe fire threat due to a combination of environmental, geographical and demographic factors.
Related Recommendations (1)
R1:
The Cambria Community Services District should request that a local emergency be declared regarding the fire risk and forward it to the San Luis Obispo County Board of Supervisors for ratification.
F2:
The plan for public evacuation in the event of a wildland-urban interface fire or other emergency is not well understood or publicized within the community.
Related Recommendations (1)
R2:
If the Cambria Community Services District fails to request a local emergency, the San Luis Obispo County Board of Supervisors should do so on its own.
F3:
While the execution of the emergency evacuation plan is ultimately the responsibility of the Sheriff’s Department, the promotion of the plan is the responsibility of the Cambria Community Services District.
Related Recommendations (1)
R3:
The Cambria Community Services District should take additional action to raise public awareness locally and with relevant county, state and federal emergency management agencies. Such actions might include conducting community drills, conducting a new campaign for reverse 911 sign-ups for mobile phones and mailing the wildfire evacuation plan to residents.
F4:
Work on improving fire breaks and removing dead trees or other fire hazards would lessen the fire risk.
Related Recommendations (1)
R4:
The Cambria Community Services District should obtain funding to improve forest management.
Additional Recommendations
1
Not linked to specific findings.
R5:
The Cambria Community Services District should use the funding to:
Findings & Recommendations
7 findings
F1:
The chapels at CMC are dilapidated and by personal observations of the Grand Jury contain asbestos, and mold is growing on the walls and ceilings. Prison officials acknowledge this situation exists.
Related Recommendations (1)
R1:
CMC should bring their chapels into compliance with current state building codes (California Code of Regulations Title 24).
F2:
The chaplains at CMC report to a mid-level of management.
Related Recommendations (1)
R2:
The chaplains should report to an associate warden.
F3:
The chaplains at CMC do not receive expense money to support their ministries.
Related Recommendations (1)
R3:
CMC should restore the expense allowance formerly provided to the chaplains; at least to the prior level of $10,000 annually. 7
F4:
Attendance at religious services has been limited by custody staff.
Related Recommendations (1)
R4:
CMC should accelerate the implementation of the Paws For Life program.
F5:
While CMC has rehabilitation programs that can build technical skills, many of these will not be transferrable outside the prison.
Related Recommendations (1)
R5:
CMC should ensure an acceptable and accessible GED test is available to inmates.
F6:
CMC is not currently operating a program that allows inmates to take the GED test.
Related Recommendations (1)
R6:
CMC and Corcoran State Prison PIA should redesign the distribution system for bread to ensure fresh and mold-free bread is delivered to inmates.
F7:
CMC and its bread supplier lack a distribution system that ensures bread supplied to inmates is not moldy.
Findings & Recommendations
7 findings
F1:
The chapels at CMC are dilapidated and by personal observations of the Grand Jury contain asbestos, and mold is growing on the walls and ceilings. Prison officials acknowledge this situation exists.
Related Recommendations (1)
R1:
CMC should bring their chapels into compliance with current state building codes (California Code of Regulations Title 24).
F2:
The chaplains at CMC report to a mid-level of management.
Related Recommendations (1)
R2:
The chaplains should report to an associate warden.
F3:
The chaplains at CMC do not receive expense money to support their ministries.
Related Recommendations (1)
R3:
CMC should restore the expense allowance formerly provided to the chaplains; at least to the prior level of $10,000 annually.
F4:
Attendance at religious services has been limited by custody staff.
Related Recommendations (1)
R4:
CMC should accelerate the implementation of the Paws For Life program.
F5:
While CMC has rehabilitation programs that can build technical skills, many of these will not be transferrable outside the prison.
Related Recommendations (1)
R5:
CMC should ensure an acceptable and accessible GED test is available to inmates.
F6:
CMC is not currently operating a program that allows inmates to take the GED test.
Related Recommendations (1)
R6:
CMC and Corcoran State Prison PIA should redesign the distribution system for bread to ensure fresh and mold-free bread is delivered to inmates.
F7:
CMC and its bread supplier lack a distribution system that ensures bread supplied to inmates is not moldy.
Findings and recommendations not yet extracted.
Additional documents
Documents found alongside this year's reports — not grand jury reports or responses.