San Mateo County Grand Jury
2004-2005
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 (18)
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Findings & Recommendations
4 findings
F1:
The Board of Supervisors should immediately begin the search for better facilities for the long-term care of the patients at the Burlingame Long-Term Care Center. This facility, or its replacement facility, should have safe and efficient ingress and egress for non-ambulatory or disabled patients in both emergency and routine situations. Response: Disagree. The San Mateo Medical Center agrees that a better facility would be desirable; however, the feasibility of locating such a large facility (the largest in the County) is prohibitively expensive under current Medi-Cal reimbursement rates and is effectively not possible. The County’s 20-year lease for the current facility is the only practical way these patients can be housed in San Mateo County. This recommendation will not be implemented. Improving Water Quality Flowing to the Ocean and Bay Findings:
Related Recommendations (1)
R1:
C/CAG should, by September 1, 2005, develop and implement a plan to increase the awareness of residents and businesses of the repercussions of dumping pollutants into storm drains.
F2:
Improvement of Storm Water Quality Staff agrees with the finding. The quality of storm water can be improved by frequent street sweeping, using storm drains that dissipate the energy of the water flow to decrease erosion, designing slow water flow in new developments, preventing construction site debris from reaching streams, and providing a means for the public to properly dispose of household hazardous wastes. Environmental Health will continue to offer a means for proper disposal of household hazardous waste through collection events located throughout the County.
Related Recommendations (1)
R2:
The Board of Supervisors should provide funding for the Environmental Health Services Division for a staff person whose function is to determine pollution sources and to monitor ranches for compliance.
F3:
Watershed Assessment and Monitoring Staff agrees with the finding. Environmental Health samples various recreational beach areas and has had success in identifying and remediating sources of contaminants. Beach monitoring will be continued and, within existing resources, investigations will be conducted into possible sources of contamination.
Related Recommendations (1)
R3:
The Board of Supervisors should direct the Environmental Health Services Division to expand the focus of manure management plans to include an emphasis on decreasing creek pollution.
F4:
The Board of Supervisors should support a request from the Environmental Health Services Division to provide sufficient funding to inspect each septic system every three years. Response: This recommendation requires further analysis. The re-inspection of septic systems has been in place for five years. The inspection program is an important component of the Land Use Program since the only other means for managing septic systems after installation is complaint-based. There are over 5,000 septic systems in the county. Currently, inspections are conducted on a periodic basis at a rate of approximately 700 per year; this roughly equates to an inspection every seven years. The Environmental Health Advisory Committee has prioritized the septic inspection system based on situations where potential failure could cause contamination; i.e., for septic systems where there is a well on the property. Environmental Health will evaluate the staffing required to inspect each septic system every three years. Environmental Health staff will report back to the Board of Supervisors on the results of their findings in a future quarterly update. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: August 3, 2005 BOARD MEETING DATE: August 16, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response
Related Recommendations (1)
R4:
The Board of Supervisors should support a request from the Environmental Health Services Division to provide sufficient funding to inspect each septic system every three years. IMPROVING WATER QUALITY FLOWING TO THE OCEAN AND BAY Issue What are city and County agencies doing to improve the quality of water flowing into the ocean and the bay?
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Additional Recommendations
3
Not linked to specific findings.
R1:
The District Attorney determined that the individuals in question were at no time employees of the City of San Carlos.
R2:
The District Attorney determined that the accusation was groundless and without merit.
R3:
The District Attorney forwarded these findings to the Civil Grand Jury two (2) months prior to the issuance of the Civil Grand Jury’s letter in June. The Civil Grand Jury concludes with a comment that the city should “stop awarding multiple contracts, of any dollar amount, to persons of close working relationships with city administration without first establishing a fair, open and appropriately advertised contracting process.” Here the City offer two comments in this area:
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Additional Recommendations
1
Not linked to specific findings.
R1:
The San Mateo County Superintendent of Schools should convene a blue ribbon panel of district superintendents, construction industry representatives, and architectural and construction management professionals to develop a set of policies and procedures for use by local districts. These documents should be modeled after the processes currently being employed at the San Mateo County Community College District and would provide the basic structure for the control and management of district construction projects with each district making modifications for special district considerations. August 18, 2005 The Honorable Norman J. Gatzert Judge of the Superior Court Hall of Justice 400 County Center, 2nd Floor Redwood City, CA 94063-1655 Dear Judge Gatzert, Please find enclosed the response of the County Superintendent of Schools to the recommendation pertaining to the County Office of Education in the Grand Jury’s report of June 23, 2005. An informational copy of this document is also being sent to the Board of Supervisors. If you have any questions regarding this document, please do not hesitate to contact us through the County Office of Education at 802-5550. Sincerely, John Mehl, Ph.D. County Superintendent of Schools San Mateo County Office of Education c: San Mateo County Board of Supervisors San Mateo County Office of Education Clerk JM/msg San Mateo County Office of Education Responses to the 2005 Grand Jury Recommendations
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Findings & Recommendations
6 findings
F1:
Transfer two or more social workers who are dedicated to youth in the ILSP, ILP Aftercare Services, THPP, and WIA Youth Education and Employment Services, into Adolescent Services from Children and Family Services. Response: Disagree. Adolescent Services is part of Children and Family Services (CFS). Currently, there are three Social Workers assigned to cover the Permanency Planning (PP) cases in the unit. Caseloads in this unit, as in all CFS units, are determined by a workload standard that is uniform across all CFS units. The unit currently justifies three Social Workers based on the caseload size. In addition to these three workers, Independent Skills Living Program and Employment Services staffs team with the Social Workers to provide expanded services to these youth. As caseloads grow in this unit, additional Social Workers will be assigned as needed.
Related Recommendations (1)
R1:
Transfer two or more social workers who are dedicated to youth in the ILSP, ILP Aftercare Services, THPP, and WIA Youth Education and Employment Services, into Adolescent Services from Children and Family Services.
F2:
Increase housing options for current and emancipated foster youth. Response: Agree. The Board of Supervisors (BOS) authorized $750,000 to support the development of a transitional housing unit for these youth at the June budget hearings. The BOS also authorized $180,000 in stipends to assist emancipated youth with housing, school, training, and employment. This program will be implemented over the next several months. HSA will be analyzing the service needs of emancipated youth and reporting back to the BOS in December 2005.
Related Recommendations (1)
R2:
Increase housing options for current and emancipated foster youth.
F3:
Reclassify the Workforce Investment Act staff to permanent status. Response: Agree. Two Extra Help positions will be converted to permanent ESS positions in the September budget revisions, to be covered by a combination of Workforce Investment Act (WIA) and Children and Family Services funding.
Related Recommendations (1)
R3:
Reclassify the Workforce Investment Act staff to permanent status.
F4:
Complete the planned Adolescent Services survey of all program participants to gauge the effectiveness of the programs and find areas where improvements could be made and provide a base for follow-up. Response: Agree. Adolescent Services completed a survey with ILP youth towards the end of the program term, with general questions on what they thought about the program. Several youth focus groups were also held to gauge the effectiveness of these programs. The results of these surveys were used to improve the curriculum for 2005-2006 ILP training. Assessment of survey information will continue, with changes to be made as necessary.
Related Recommendations (1)
R4:
Complete the planned Adolescent Services survey of all program participants to gauge the effectiveness of the programs and find areas where improvements could be made and provide a base for follow-up.
F5:
Provide improved transportation options to Independent Living Skills Program participants. Response: Agree. Current transportation systems will be reviewed to develop plans for better utilization of existing resources. Expanding the use of bus passes and offering mileage to foster parents could increase the options available to older youth to help them become more independent and experienced in using the public transportation system. Payment of mileage expenses to foster parents for transporting youth to the evening Independent Living classes will also be explored.
Related Recommendations (1)
R5:
Provide improved transportation options to Independent Living Skills Program participants.
F6:
Develop better outreach programs to inform and involve eligible participants not currently participating in Adolescent Services programs. Response: Agree. As the Grand Jury report notes, there has been an increase in the number of youth participating in Adolescent Services Programs. Participants in the ILP have gone from 25 to 50 in the last two years. This year, a new contract with College of San Mateo was completed to further expand the ILP program. Another opportunity for growth is the Transitional Housing Program; brochures and information notices will be developed and sent to emancipated youth and youth currently in active Adolescent Services cases.
Related Recommendations (1)
R6:
Develop better outreach programs to inform and involve eligible participants not currently participating in Adolescent Services programs. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: September 2, 2005 BOARD MEETING DATE: September 13, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response Recommendation Accept this report containing the County’s responses to the following 2004-05 Grand Jury reports: Proposition 36, Children and Family Services, and Integrating Emancipated Foster Youth into Society. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
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Additional Recommendations
1
Not linked to specific findings.
R1:
0 THE COUNTY BOARD OF EDUCATION AND COUNTY SUPERINTENDENT OF SCHOOLS SHOULD: 1.1 PUBLICIZE, THROUGH EXISTING MEDIA, SERVICE ORGANIZATIONS, AND PUBLIC AND PRIVATE SOCIAL AGENCIES, THE NEED FOR EARLY IDENTIFICATION (0-3) AND EARLY CHILDHOOD EDUCATION FOR CHILDREN WITH AUTISM SPECTRUM DISORDER. Each year, the San Mateo County Special Education Local Plan Area (SELPA), representing the 23 school districts and 3 charter schools, publishes a “Child Find” notice in the local newspapers. This “Child Find” notice is also posted on the SELPA website. The notice informs the public of services and resources in San Mateo County for children with special needs. 1.2 EVALUATE PROGRAMS USED IN ORANGE COUNTY AND DESCRIBED IN THE RESEARCH LITERATURE TO DETERMINE HOW TO INTEGRATE THEIR PRE-SCHOOL AND SCHOOL PROGRAMS IN SAN MATEO COUNTY. Representatives from the San Mateo County Office of Education Special Education Office and SELPA have visited and reviewed the programs offered by the Orange County Office of Education. We have worked closely with representatives from the Golden Gate Regional Center to implement an infant program so that students can transition easily from the infant program, to the pre-school program and to the school-age program for autism. 1.3 DEVELOP A STRONG LIAISON WITH PUBLIC AND PRIVATE SOCIAL AGENCIES AND SCHOOLS IN THE COUNTY TO INCREASE KNOWLEDGE OF EFFECTIVE TECHNIQUES FOR SPECIAL EDUCATION TEACHERS WORKING WITH AUTISTIC YOUTH. A County-wide Autism committee was established in Spring 2005. The focus of this committee will be to bring agencies together to provide seamless services to students and families. 1.4 EXPLORE SHARING OF COSTS OF EDUCATING AUTISTIC CHILDREN WITH OTHER SOCIAL, MENTAL HEALTH, MEDICAL, AND EDUCATIONAL AGENCIES. CONSIDER THE USE OF LOW OR NO-COST ASSISTANCE, SUCH AS SPECIAL EDUCATION INTERNS WORKING TOWARDS CERTIFICATION REQUIREMENTS; PRO BONO LEGAL AID; RETIRED EDUCATORS, ETC. Currently services for students on the Autism spectrum are provided by a variety of public and private agencies. Each agency funds its individual programs, including Mental Health, Health and Human Services Agency, but works collaboratively with education. Each agency actively recruits qualified and trained volunteers to support the delivery of quality services. 1.5 EXPAND HIGH SCHOOL PROGRAMS TO FOCUS ON OLDER STUDENTS REQUIRING MENTAL HEALTH THERAPY, LIFE SKILLS TRAINING, INDEPENDENT LIVING, OR VOCATIONAL TRAINING, CONNECTING WITH SMALL BUSINESSES FOR PART-TIME WORK TO FOSTER INDEPENDENCE. All students at age 16 have transition planning as an integral part of the IEP. Students participate in the Workability Program which provides career planning and on the job training. The programs currently offered by the San Mateo County Office of Education and districts to high school students with special needs include life skills, independent living skills and vocational training. 1.6 WORK WITH SCHOOL DISTRICT ADMINISTRATORS AND SPECIAL EDUCATION DIRECTORS TO IMPLEMENT WAYS TO REDUCE THE POTENTIAL COSTS OF LITIGATION FOR DISTRICTS AND PARENTS BY USING MEDIATION AND/OR PARENT TRAINING (E.G. INFORMATIVE MEETINGS PRIOR TO AN IEP MEETING). The San Mateo County SELPA Alternative Dispute Resolution process is in place. ADR is an informal process for resolving conflicts. It is a process that respects the dignity of individuals while using communication, collaboration, negotiation and mediation to meet the interests of the parties involved. San Mateo County SELPA has the following ADR Options: EXPANDED IEP: Parties come back together to an IEP with additional information to discuss issues that remain unresolved. A SELPA representative may be invited to attend. FACILITATED IEP: A trained, neutral third party, usually a SELPA staff member, works with disputing parties to structure the IEP and also facilitates the meeting. CONFERENCE-STYLE MEDIATION: The local mediation consists of two trained facilitators/mediators, the concerned parent and an administrative representative from the child’s district. Mediators assist the parties in reaching a mutually acceptable agreement. 1.7 SET UP COUNTYWIDE TEAMS TO COLLABORATE IN PROGRAM PLANNING AND EXPANSION OF PROGRAMS THAT WORK, SUCH AS THE SAN BRUNO PALOS VERDES SCHOOL PROGRAM AND HIRE A COE PROGRAM COORDINATOR TO HELP DISTRICTS IMPLEMENT THE MODEL. The Countywide Autism Committee will review and evaluate programs currently being implemented throughout the State. The Autism Team Program currently being implemented at Palos Verdes School completed a successful “pilot” year and the concept of developing highly trained classroom teams is being replicated on integrated school sites. A program specialist with an expertise in successful programs to meet the needs of students with autism is being hired to support these teams. 1.8 ESTABLISH A BLUE RIBBON COMMITTEE, SUCH AS THOSE USED EFFECTIVELY TO SOLVE OTHER EDUCATION FUNDING PROBLEMS, TO ADDRESS THE RAPIDLY EXPANDING COSTS OF SPECIAL EDUCATION. The concept of a Blue Ribbon Panel will be discussed and evaluated by the Countywide Autism Committee.
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Findings and recommendations not yet extracted.
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Findings & Recommendations
1 findings
F1:
Direct the Redevelopment Agency to develop written guidelines for its staff on proper treatment of citizens, and conduct training sessions to acquaint the staff with the contents of these guidelines (staff should be made aware of California Government Code Section 7260.5(b) concerning treatment of the public).
Related Recommendations (1)
R1:
Direct the Redevelopment Agency to develop written guidelines for its staff on proper treatment of citizens, and conduct training sessions to acquaint the staff with the contents of these guidelines (staff should be made aware of California Government Code Section 7260.5(b) concerning treatment of the public).
Additional Recommendations
1
Not linked to specific findings.
R2:
Set up a mechanism for dealing with citizen complaints concerning the Redevelopment Agency, such as: a) Appoint a RDA Ombudsman familiar with the statutory duties and rights of the property owners who will actively seek out persons affected by RDA actions to insure that they are being fairly treated. The RDA Ombudsman would report periodically to the City Council; or alternatively, b) Designate a member of the City Council as the point person for complaints concerning the RDA. This member, familiar with the statutory duties and rights of the property owners, would seek appropriate remedies and report back to the City Council concerning required actions. 5
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Findings & Recommendations
4 findings
F1:
The Board of Supervisors should take steps to relieve the burden, which Proposition 36 has placed on the Probation Department and the Court. Response: Agree. A significant number of Proposition 36 participants fail to report to Probation let alone attend treatment. It was reported at the June 2005 Workgroup meeting that there were 62 first time violations filed in Redwood City Court and that 42 of those were for not reporting to Probation. To address this situation, the Board of Supervisors recently allocated funding for an additional Probation Officer and a Human Service’s Assessor. The Assessor will meet with participants immediately following their sentencing hearings to explain treatment and the assessment process, instill in them the importance of treatment, clarify program procedures, and reinforce the Court’s expectations. The additional Probation Officer increases the program’s ability to respond more rapidly to Court violations and failures to enroll in programs. Additionally, the Probation Department has recently developed new computer software to streamline documents to the Court. The new software allows Probation Officers to complete approximately seven to ten violations per hour versus two to four violations per hour under the old system. The increased staffing and the software upgrade should allow Probation Officers to spend more time with program participants, resulting in better outcomes.
Related Recommendations (1)
R1:
The Board of Supervisors should take steps to relieve the burden which Proposition 36 has placed on the Probation Department and the Court. In August of this year, the Board of Supervisors approved an additional position for a Probation Officer for one fiscal year. We are very appreciative of this additional position. While this will certainly be of assistance, it is not a solution to the workload problems inherent in the Proposition 36 program. The sheer volume of work does not allow the Department to provide effective interventions, and coupled with the problems in the design of the law, it is questionable whether we will have better outcomes with the additional position, due to continuing workload issues involving extraordinarily high caseloads (400+/officer). Our Proposition 36 caseload has increased to approximately 1800 cases on active supervision. Our violation rates remain high, averaging 90 to 100 violations a month. We also continue to have only approximately 30% to 35% of our cases successfully complete the program. The Proposition 36 caseloads are by far the most time consuming, active caseloads within the Department. The Probation Department has taken steps to enhance our computer programs to increase the efficiency in processing the high volume of violations and bench Grand Jury Response ______________________________________________________________________ warrants. However, even with our new technology, we are still unable to process all of our violations and bench warrants. Until new Proposition 36 legislation is passed, (Senate Bill 803) the Probation Department will continue to have excessively high caseloads, and we will most likely be unable to respond to all of the violations and warrants. Additionally, we will be unable take appropriate action on positive drug tests, and we will be unable to provide effective drug treatment interventions.
F2:
The Board of Supervisors should request the State legislature to amend Proposition 36 in accordance with Senate Bill 803. Response: Agree. While Senate Bill 803 will likely not pass through the Legislature in 2005, it has the opportunity to address some key elements regarding the effective treatment should it pass next year. The most significant component of SB 803 – appropriation of at least $120,000,000 annually – must remain in this bill or any bill that addresses SACPA. While language stating the intent of the Legislature is helpful, it does not assure the annual appropriation of funds needed to sustain SACPA mandates.
Related Recommendations (1)
R2:
The Board of Supervisors should request the State legislature to amend Proposition 36 in accordance with Senate Bill 803. We concur.
F3:
The Board of Supervisors should continue to urge the Legislature to formulate new legislation should Senate Bill 803 fail, which will reconfigure Proposition 36, and also allow funds to be used for programs proved to be more effective. Response: Agree. The Proposition 36 Workgroup will monitor all legislation related to Proposition 36 and continue to work with the County’s legislative advocates and statewide groups to correct some of the inherent problems with the legislation, most notably funding, the allocation formula and enforcement options.
Related Recommendations (1)
R3:
The Board of Supervisors should continue to urge the Legislature to formulate new legislation should Senate Bill 803 fail, which will reconfigure Proposition 36, and also allow funds to be used for programs proved to be more effective. We concur.
F4:
The Sheriff and Probation Department should develop a standardized protocol in cooperation with cities for drug testing that includes random basis testing and frequency of testing. Response: Disagree. The Probation Department is required by the Court to randomly drug test probationers. In the past calendar year, Probation has administered over 25,000 drug tests in the Adult Division. With the additional Probation Officer and efficiencies achieved with the new software, Probation should be able to complete this task without the help of the Sheriff’s Department or other police departments in the County. June 17, 2005 Honorable Norman J. Gatzert Judge of the Superior Court Hall of Justice and Records 400 County Center, 2nd Floor Redwood City, CA 94063-1655 Re: Grand Jury Report : PROPOSITION 36 Dear Judge Gatzert: Summary Proposition 36 was passed by the voters to save dollars by diverting drug users from incarceration into drug treatment. Anyone charged with a nonviolent drug arrest is potentially eligible to enter a treatment program. The Proposition has two major faults. One: there is no incentive such as short term incarceration to participate in the program. Two: a positive drug test cannot be considered a violation of probation. Steps should be taken to relieve the burden placed on the Probation Department and the Court to allow funding to be used for programs which have proved to be more effective in the County. Response Concur with these observations;
Related Recommendations (1)
R4:
The Sheriff and Probation Department should develop a standardized protocol in cooperation with cities for drug testing that includes random basis testing and frequency of testing. By far, the most reliable means of assessing drug usage is by drug testing. Self reports or other subjective assessments are notoriously unreliable and inaccurate. In our judgment, the most effective means of assessing the most basic element of a drug treatment program, i.e., whether or not participants continue to use drugs, would be by using such a testing protocol. The Probation Department would be very pleased to work with all of the Proposition 36 treatment providers who are doing drug testing to jointly develop a randomized, uniform drug testing protocol. We believe this process would be the most effective, rather than working with the Sheriff’s Office and cities, neither of which are responsible for administering criminal justice drug tests. Respectfully submitted, Loren Buddress Chief Probation Officer CC: Board of Supervisors County Manager’s Office
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Findings & Recommendations
2 findings
F1:
The Grand Jury recommends that the Board of Supervisors direct the Director of Health Services to: 1.1 identify the office of Public Guardian in its building and in directories to improve citizen awareness and access. 1.2 give proposed conservatees an explanation in person and in writing of their rights at the time of filing a petition to curtail or remove their personal and/or property rights. 1.3 issue specific written policies instructing the deputy Public Guardians about AAS priorities, including maintaining the conservatees in their own home if possible, locating and consulting with all family, friends, and neighbors (against whom there is no evidence of abusive actions), and providing all needed assistance without delay. 1.4 install a plan for regular agency oversight and consultation with the deputy Public Guardians. 1.5 eliminate any lag time between the time that all bank accounts are frozen and the time when provision is made for the proposed conservatee’s bills to be paid and supplies and services made available. 1.6 document the oversight and upgrade the training of in-home service caregivers. 1.7 establish written policies for requests for proposals or contracts for in-home caregiver organizations, financial managers, real estate brokers, et al. 1.8 visit conservatees living independently once a month at a minimum. 7 1.9 perform an annual audit of investment accounts of conservatees held by the Financial Manager to assure they are appropriately invested to meet the account goals and to clearly show the annual rate of return and commissions on transactions. 1.10 establish additional procedures that set rigorous “best practices” standards for calculation of fees and consider requiring that any billing method used not include cash or money market accounts as part of the total investment account, and determine whether there is additional compensation, such as commissions or partial commissions paid the Financial Manager as a result of his affiliation with the broker.
Related Recommendations (1)
R1:
The Grand Jury recommends that the Board of Supervisors direct the Director of Health Services to: 1.1 identify the office of Public Guardian in its building and in directories to improve citizen awareness and access. 1.2 give proposed conservatees an explanation in person and in writing of their rights at the time of filing a petition to curtail or remove their personal and/or property rights. 1.3 issue specific written policies instructing the deputy Public Guardians about AAS priorities, including maintaining the conservatees in their own home if possible, locating and consulting with all family, friends, and neighbors (against whom there is no evidence of abusive actions), and providing all needed assistance without delay. 1.4 install a plan for regular agency oversight and consultation with the deputy Public Guardians. 1.5 eliminate any lag time between the time that all bank accounts are frozen and the time when provision is made for the proposed conservatee’s bills to be paid and supplies and services made available. 1.6 document the oversight and upgrade the training of in-home service caregivers. 1.7 establish written policies for requests for proposals or contracts for in-home caregiver organizations, financial managers, real estate brokers, et al. 1.8 visit conservatees living independently once a month at a minimum. 7 1.9 perform an annual audit of investment accounts of conservatees held by the Financial Manager to assure they are appropriately invested to meet the account goals and to clearly show the annual rate of return and commissions on transactions. 1.10 establish additional procedures that set rigorous “best practices” standards for calculation of fees and consider requiring that any billing method used not include cash or money market accounts as part of the total investment account, and determine whether there is additional compensation, such as commissions or partial commissions paid the Financial Manager as a result of his affiliation with the broker.
F2:
The Grand Jury recommends that the Board of Supervisors fund Aging and Adult Services for additional transportation services for conservatees’ appointments for personal or medical care, or court appearances. Response: Disagree. AAS has one Transportation Officer who provides transportation for Public Guardian clients to Court, medical appointments, and for shopping. When Deputy Public Guardians transport conservatees to medical appointments, this time spent allows for conferring with medical treatment care providers and for individual visiting time with the conservatees. This is valuable and necessary time spent developing relationships and assuring that necessary services are appropriately provided. AAS will review current staff resources and allocations of funding for this function. Staff will convene a committee comprised of the Paratransit Council, Mental Health Services, and other community providers to address the overall transportation gaps and client needs, and will report back to the Board in January during the FY 2005-06 mid-year budget review.
Related Recommendations (1)
R2:
The Grand Jury recommends that the Board of Supervisors fund Adult and Aging Services for additional transportation services for conservatees’ appointments for personal or medical care, or court appearances. 8
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Findings & Recommendations
6 findings
F1:
The results of the Grand Jury survey indicate that: • ISD is perceived by virtually all departments as performing well in providing telephone, data, and connectivity infrastructure services and support; • A disconnect in perception exists between ISD and several major information technology users on application evaluation, implementation, and cost of services rendered. In some instances, ISD is viewed as thwarting timely, cost-effective upgrades and implementation of applications.
Related Recommendations (2)
R1:
complete, by June 30, 2005, the organization of the Information Technology Management Structure and its shift from independent, departmental systems development to a collaborative model directing the resources available within ISD and the departments.
R3:
Create a customer satisfaction survey and circulate it annually to assist in the evaluation of performance on a non-project specific basis. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: July 13, 2005 BOARD MEETING DATE: July 26, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response Recommendation Accept this report containing the County’s response to the 2004-05 Grand Jury report: County Information Services Department Focuses on Change. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
F2:
The County’s use of and reliance on information technology has grown as a result of perceived departmental operational needs with only limited guidance from ISD. Most departments have created an internal IT function to address unique day-to-day operational data recovery and reporting needs.
Related Recommendations (1)
R1:
complete, by June 30, 2005, the organization of the Information Technology Management Structure and its shift from independent, departmental systems development to a collaborative model directing the resources available within ISD and the departments.
F3:
– ISD has initiated a Relationship Management program in which every ISD customer department is assigned a Relationship Manager who is responsible for working with department staff to understand the business needs of the department. Overall, the CIO and ISD are focused on maintaining and improving customer service throughout this department. At the same time, all ISD staff is encouraged to focus on the benefits of approaching IT with a Countywide view.
F4:
ISD has acknowledged its limitations and, as indicated in Item 3 of the Findings, is taking steps to address the issues while maintaining its overall responsibility for system and data integrity.
Related Recommendations (1)
R2:
Continue implementation of the Mainframe Elimination Plan and accelerate it to the extent possible.
F5:
There is evidence that the relatively new ISD senior management team is successfully refocusing the department to a customer-based orientation. (See Rate Relief Plan above). Conclusions ISD is just starting its transition to a customer-focused, collaborative management orientation. It is premature to evaluate whether the transition will be accomplished successfully, although the progress made to date is reassuring. ISD is knowledgeable about and conversant with many of the shortcomings of the current interdepartmental environment, and is attempting to address them. Given the scope and nature of the needed changes, it is unrealistic to expect immediate quantifiable results. ISD is meeting its basic mandate of providing service but in several cases how that is done leaves the other departments uneasy. ISD is identifying and implementing interim strategies that may become the foundation for the new collaborative Management Structure of Information Technology, once it is organized. 5
F6:
ISD should discontinue application development support Disagreed: they felt that ISD has the knowledge and technical skills necessary to develop and maintain programs and systems operating on most computing platforms. ISD and the CIO (Chief Information Officer) will continue to demonstrate the value of ISD while concurrently supporting department-based staff. The focus of the previous investigation appears to have been a “top-down” review, i.e., a study of the management structure needed for effective application of information technology. The resulting analysis referred to a “governance model” implemented in Nevada County, California, and many of the Grand Jury’s recommendations were based on this analysis. As an alternative evaluation, the 2004-2005 Grand Jury used a “bottom-up” approach in which a questionnaire was sent to all County departments to focus on user concerns and perceptions. Investigation The Grand Jury: 1. Created, distributed, summarized, and reviewed a satisfaction and utilization survey of county department heads. The response rate was 93.3%.
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Findings & Recommendations
1 findings
F2004:
Members, representing relevant city and county agencies and districts, met monthly. The Panel examined a comprehensive review of educational and budgetary approaches to serve these at-risk youth. Members of the Panel attended meetings of statewide associations, such as the Community Day School Network, to encourage the sharing of ideas and solutions to common problems. Along with providing the appropriate education, the members’ major concern was the projected annual $500,000 budget deficit. The Blue Ribbon Panel determined that the optimal financial and operational model for Community Schools would be to combine the district-run with the County-run schools. Independent studies demonstrate that a substantial economic benefit exists in educating these at-risk youth. Three recent studies by the Rand Corporation, the University of 4 California at Los Angeles Graduate School of Management and Research, and the National Opinion Research Center at the University of Chicago concurred in their findings that the cost of incarceration far exceeds the cost of education. The San Mateo Probation Department estimates that every dollar spent in prevention (i.e., education, counseling, etc.) saves $7 in future costs to taxpayers. Conclusions The Community Schools are functioning adequately given the economic constraints under which they operate. These constraints, however, result in the almost constant search for money to provide services. Despite the bare-bones budgets, students are making progress, as shown by increases in test scores from 2003 to 2004 in language and math, and by completion rates, such as numbers receiving diplomas or GED certificates. The relatively low rates for students dropping out of the Community Schools due to attendance or behavior problems underscores the need to continue supporting these schools with stable funding and easily accessible locations. Staff at the schools are dedicated to the education and success of these at-risk youth. Experienced teachers and counselors work to help the students learn life skills, including goal setting, dependability, and assuming responsibility for one’s actions. The Grand Jury observed the need not only to maintain a viable Community Schools program, but also to expand academic offerings to a growing number of adolescents. Current thinking by state and local educators anticipates increased placements of troubled youth in local communities rather than incarceration in state-run facilities. It is essential that these at-risk youth obtain as much education and socialization as possible to enable them to be contributing members of their families and of the community.
Additional Recommendations
9
Not linked to specific findings.
R1:
IMPLEMENT THE RECOMMENDATIONS OF THE BLUE RIBBON PANEL, INCLUDING COMBINING THE DISTRICT-RUN DAY SCHOOLS WITH THE COUNTY-RUN COMMUNITY SCHOOLS. MOUs have been completed with Sequoia and San Mateo Union High School District to combine district Community Day Schools with County Community Schools. The combined programs will be located at the Fair Oaks Center in Redwood City and at the Pen-Crest site in San Bruno.
R2:
CONVENE A SMALLER SUBSET OF THE PANEL TO HOLD REGULARLY SCHEDULED MEETINGS TO EXAMINE EMERGING ISSUES RELATED TO PROGRAMS, FACILITIES, FUNDING AND FUTURE GROWTH AND TO DEVELOP STRATEGIES TO ADDRESS THEM. Monthly meetings are scheduled including representatives from Probation, High School Districts and County Office of Education managers and staff.
R3:
CONVENE A TASK FORCE OF FISCAL OFFICERS FROM THE COUNTY OFFICE OF EDUCATION PARTICIPATING DISTRICTS, PROBATION DEPARTMENT AND OTHER MEMBERS OF ORGANIZATIONS OF THE BLUE RIBBON PANEL TO DETERMINE HOW BEST TO SHARE THE COSTS OF THESE SCHOOLS. A preliminary meeting including the Assistant Chief of Probation, San Mateo County Office of Education Associate Superintendent, and Community School managers is scheduled for May 16. The fiscal task force will be discussed.
R4:
CONTINUE TO EVALUATE THE PROGRESS MADE AND THE BENEFITS RESULTING FROM COMBINING COMMUNITY AND COMMUNITY DAY SCHOOLS. THE EVALUATION SHOULD RECOGNIZE ANY LONG-TERM IMPLICATIONS OF COMBINING SCHOOLS, INCLUDING BUDGETARY ISSUES AND PROGRAM EFFECTIVENESS. Ongoing program review will take place and evaluation reports will be provided to the San Mateo County Office of Education Board of Trustees.
R5:
REQUIRE AND SUPPORT PARENT/GUARDIAN OR ANY OTHER CONCERNED ADULT INVOLVEMENT. Parent involvement is encouraged. Parents participate in an intake interview where expectations are delineated and parent input is sought. Parent meetings may be planned three times per year.
R6:
WORK TO RETURN YOUTHS TO THEIR HOME SCHOOL DISTRICTS OR TO LOCAL COMMUNITY COLLEGE PROGRAMS BY IDENTIFYING AND CO- OPERATING WITH AVAILABLE ACADEMIC AND VOCATIONAL PROGRAMS. Student transitions are discussed at the monthly Community School Task Force meetings. The Regional Occupational Program (ROP) currently makes presentations to students regarding opportunities for vocational training and it is hoped that ROP may extend classes to community school sites. Career education will be provided as a component of the after school activities planned by the East Palo Alto Boys and Girls Club.
R7:
CONSIDER PARTNERSHIPS WITH EDUCATIONAL ORGANIZATIONS AND AGENCIES TO SEEK ADDITIONAL FUNDING SOURCES, SUCH AS STRATEGIC FUNDING AND OTHER NONGOVERNMENTAL ORGANIZATIONS TO IDENTIFY AND PROCURE FUNDS. Funding issues are a regular item on the Task Force agendas. Grant opportunities are being researched. The San Mateo County Office of Education Associate Superintendent for Student Services Division is the Co-Chair of the Adolescent Collaborative Action Team comprised of 45 county agencies and community based organizations. Opportunities for revenue enhancement and/or resources for services are sought through this group.
R8:
CONTINUE TO PARTICIPATE IN ORGANIZATIONS SUCH AS THE COMMUNITY DAY SCHOOL NETWORK TO BUILD ON THE EXPERIENCES AND RESEARCH OF OTHER SIMILAR SYSTEMS. San Mateo County Office of Education program managers are members of the Community Day School Network (CDN) and the Juvenile Court, Community and Alternative School Administrators Association (JCCASAC). The Associate Superintendent of Student Services Division is a member of the Student Programs and Services Steering Committee (SPSSC) of the California County Superintendents’ Education Services Association (CCSESA). This group meets six times per year to discuss alternative education issues and advocate for legislation and California Department of Education policy that support alternative education students and programs.
R9:
CONTINUE TO WORK TO FIND MORE COST EFFECTIVE LOCATIONS INCLUDING, BUT NOT LIMITED TO, SURPLUS COUNTY OR DISTRICT SCHOOL SITES CLOSER TO REQUIRED ANCILLARY SERVICE SUCH AS PUBLIC TRANSPORTATION. For the 05-06 school year, all community school classrooms, with the exception of the Daly City site, will be in rent-free sites. The sites are located in East Palo Alto, Redwood City, San Bruno, San Mateo and Daly City. These sites are selected to be accessible to students. The sites in East Palo Alto, Redwood City, San Bruno and Daly City are co- located in facilities with community-based organizations that can provide resources and opportunities for extended learning for the students.
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Additional Recommendations
5
Not linked to specific findings.
R1:
“The Board of Directors of the San Mateo County Transit District should actively seek out opportunities for development along the right of way.” Response: We agree and are doing so. SamTrans currently is reviewing proposals from well-established development firms for the design and construction of a transit-oriented development in San Carlos on right of way property. The project is intended to provide housing and retail integrated with the Caltrain station and bus service and to serve as a community gathering place for the residents of San Carlos and adjacent cities. It is our intention that this project also serve as a model for development projects along the right of way. Our formal, long-range planning calls for several similar projects on right of way properties over the next several years.
R2:
“The Board of Directors of the San Mateo County Transit District should reopen negotiations with San Francisco and Santa Clara Counties to seek repayment of the contribution, plus accrued interest, no later than November 1, 2005.” Response: The issue of repayment has been the subject of continuing discussions with our partner agencies as we work together to find a means by which those funds can be generated. Specifically, we are engaged in the renewal of the Joint Powers Authority Agreement under which our partnership is governed and the issue of repayment and efforts to generate funds sufficient for repayment are key Hon. Norman J. Gatzert June 27, 2005 elements of those discussions. Further, we expect to continue to raise this issue with our partner agencies and with their support seek the means by which to obtain repayment.
R3:
“The Board of Directors of the San Mateo County Transit District should work with San Francisco and Santa Clara Counties and their elected representatives to investigate sources of grants and state and federal monies that could be used for projects that would lead to repayment of the contribution.” Response: We concur with this recommendation.
R4:
Board of Directors of the San Mateo County Transit District should report annually by November 1 to the Grand Jury on the status of activities and efforts to collect repayment of the contribution, plus accrued interest.” Response: SamTrans will comply with this recommendation.
R5:
“The Board of Directors of the San Mateo County Transit District should insure that any future projects that SamTrans undertakes that include advances, contributions, or loans should be sufficiently secured to assure repayment, and should include specific terms of repayment at competitive interest rates, and should be an unrestricted obligation of the borrower.” Response: As noted above in the Response to Findings, it has been and will continue to be the policy of SamTrans to secure any and all investments with binding guarantees that provide security against the failure of a partner entity to make repayment, either by secured real estate, waiver of comparable financial obligations accruing to SamTrans or by an enforceable repayment schedule. We will be happy to respond to additional questions from the Grand Jury and, again, appreciate the efforts of the Grand Jury to understand the issues facing SamTrans and its relationship with the Peninsula Corridor Joint Powers Board. Sincerely, Michael J. Scanlon General Manager/CEO Cc: SamTrans Board of Directors David Miller
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Findings & Recommendations
6 findings
F1:
Follow through with the formal training program for new Current Planning employees and allow ample time to learn regulations before handling customer inquiries. Response: Concur. The Planning and Building Division is committed to training new employees. The Current Planning Section is recruiting to fill three vacancies in the near future. With this recruitment, the Current Planning Section will have the opportunity to initiate and complete the Division’s training program with each of the new employees. The program will include instruction provided by senior staff in their areas of expertise and other relevant planning topics. The training program will also include assigning senior staff to mentor new employees. We believe that ample time is required to fully understand complex Planning regulations. Before a new employee is assigned counter or phone duty, an assessment by senior staff will be completed to insure new employees exceed a minimum level of competence for those responsibilities.
Related Recommendations (1)
R1:
follow through with the formal training program for new Current Planning employees and allow ample time to learn regulations before handling customer inquiries.
F2:
Immediately set up an express line for picking up and processing simple permits in the Planning and Building lobby. Response: Concur. The Planning and Building staff are taking the necessary steps to develop a work plan for implementing this recommendation. Through feedback provided in customer surveys, the Planning and Building Division identified the need for an express line service for picking up permits and simple permits. This
Related Recommendations (1)
R2:
immediately set up an express line for picking up and processing simple permits in the Planning and Building lobby.
F3:
Immediately raise awareness of the fax-in and mail-in options as well as the on-line permit status through the website, brochures, automated phone messages and personal contact with the applicants. Response: Concur. The Planning and Building Division staff is currently in the process of implementing this recommendation. Staff is developing a new brochure that identifies the different methods for the public to contact the Division, submit applications and review application status on-line. In addition, as part of the Division’s community outreach and information program, phone messages will be updated to reflect options for submitting permits.
Related Recommendations (1)
R3:
immediately raise awareness of the fax-in and mail-in options as well as the on-line permit status through the website, brochures, automated phone messages and personal contact with the applicants.
F4:
Expand the use of fax and e-mail in the Planning and Building Division to facilitate and expedite the processing of permits and responses to customer inquiries. Response: Concur. The Planning and Building Division staff is currently in the process of implementing this recommendation. Staff will notify customers of the option of providing a fax number in order to expedite plan check review comments and/or responses to customer inquiries.
Related Recommendations (1)
R4:
expand the use of fax and e-mail in the Planning and Building Division to facilitate and expedite the processing of permits and responses to customer inquiries.
F5:
Improve accessibility to the web site by creating better links from the County’s home page. Response: Concur. The Planning and Building Division management staff is currently developing a work program and budget with the Information Services Department (ISD) to improve the Planning and Building Division’s web site links, and will work with the County Manager’s Office (CMO) and ISD to make necessary improvements to comply with established guidelines for the County’s homepage.
Related Recommendations (1)
R5:
improve accessibility to the web site by creating better links from the County’s home page.
F6:
Immediately solicit written feedback from architects, contractors, and homeowners on recommendation for improving the application process. Response: Planning and Building management staff is currently developing a work program and assigning responsibilities to develop a survey form and method for soliciting comments and suggestions from the public to improve the application process. The status of these responses will be reported to the Board in a future Grand Jury update.
Related Recommendations (1)
R6:
immediately solicit written feedback from architects, contractors, and homeowners on recommendations for improving the application process. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: May 26, 2005 BOARD MEETING DATE: June 7, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response Recommendation Accept this report containing the County’s response to the 2004-05 Grand Jury report on the San Mateo County Planning and Building Division. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
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Findings & Recommendations
8 findings
F1:
Agriculture performs vital services of education, inspection, and quarantine to prevent pests and diseases from infecting both imported and exported plants in a thorough and efficient manner.
F2:
Agriculture ensured that 95 % of agricultural and pest control businesses in the County in 2003 were in compliance with all pesticide regulatory requirements.
F3:
Agriculture, in collaboration with the California Department of Food and Agriculture, developed a unique certification program that now allows for the export of plants to Canada from Sudden Oak Death-infected counties including San Mateo County. Plant shipments to Canada from infected counties had been prohibited since November 2001. 3
F4:
Weights and Measures monitors the calibration and accuracy of various weighing scales and measuring devices for over 2000 businesses in the County in a timely and efficient manner.
F5:
Weights and Measures exhibited leadership with the creation of the price scanner program to the benefit of the consumers of San Mateo County.
F6:
Weights and Measures has cross-trained employees to be more flexible in the face of personnel cutbacks and has managed the budget challenges of the past few years in a responsible manner.
F7:
Weights and Measures maintains a high level of customer satisfaction (95% to 98%) for services rated as “Good” or “Better”. The recent San Mateo County Cares survey indicated a high approval rating for Weights and Measures’ courteous and responsible services. Conclusion The Grand Jury finds that the Agriculture Commissioner/ Sealer of Weights and Measures Division is well managed and commends the Division for the quality of service provided. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: March 14, 2005 BOARD MEETING DATE: March 29, 2005 SPECIAL NOTICE/HEARING: None VOTE REQUIRED: Majority TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: County Responses to Grand Jury Reports and Recommendations
F33:
The San Mateo County 1999 Grand Jury recommends that the County Board of Supervisors direct the Director of Public Works to prepare a comprehensive time-phased plan for completion of the seismic retrofit and lead/asbestos abatement of the County Hall of Justice. Urgency should be placed on the development and implementation of the plan, including a detailed time-phased series of actions and the designation of personnel responsible for each action and associated deadlines. The plan should include details on office and employee relocation. The County Board of Supervisors should give high priority to implementation and funding of this program. Response: Concur. The Director of Public Works will work with the Court on developing a tentative phasing plan that allows for the work to go forward on the 7th and 8th floors. A similar approach will be undertaken with the Probation Department for the 5th Floor. However, a key aspect of this plan will be to identify additional funding sources. An additional $2.2 million will be required to complete the project. To date, the County has spent approximately $1.6 million in the design of the seismic retrofit plan, the remediation work that was done immediately after the Loma Prieta Earthquake, and for the work completed or under construction on the 4th and 6th floors. Public Works estimates that it will take approximately two years to complete the work once funding is identified and agreement with the Court and Probation is obtained. Abatement work is generally done in conjunction with other work on the structure, as encapsulated lead and asbestos in the building will remain in place and does not present a threat to either the citizens visiting the Hall of Justice or employees. Status: Final Phase - Installation of Seismic Dampers and Roof Panels Retrofit On June 8, 2004, the Board of Supervisor, under Resolution No. 66710, adopted plans and specifications, determining prevailing wage scales and calling for sealed bid proposals. On July 6, 2004, bids were accepted for this project and were subsequently referred to the Department of Public Works for checking and
Additional Recommendations
5
Not linked to specific findings.
R1:
The Board of Supervisors and the Sheriff should develop and implement plans for reducing the populations or expanding capacity at the Maguire Correctional Facility and the Women’s Correctional Center. Response: Disagree in part. Such a plan can only occur with the active involvement and support of the Courts. The Board has established a Task Force on Jail Overcrowding composed of representatives from the Court, Sheriff’s Office, District Attorney’s Office, Probation Department, and Private Defender Program. One component of the Task Force charge is to examine the need for a new Women’s Correctional Center.
R4:
The Board of Supervisors and the Sheriff should immediately develop a plan to replace the existing Women’s Correctional Center with a new facility with adequate space to meet the California Board of Corrections standards and incorporating room for multiple classes, more opportunities for work inside the facility, and childcare in an expanded visiting area. Response: Disagree. There are currently insufficient resources available for such an undertaking. However, the Jail Overcrowding Task Force will be examining the need for replacement of the Women’s Correctional Center and should such need be identified steps will be taken to begin planning for the replacement.
R5:
The Board of Supervisors and the Sheriff should create a program to allow women inmates to pursue work opportunities outside the facility. Response: Concur. The Board supports the commercial baking program the Sheriff has put in place to help female inmates prepare for and pursue work opportunities outside the facility. The Board-established Jail Overcrowding Task Force will evaluate both the physical space needs and Court support for a work furlough program for female inmates as part of its study.
R6:
The Board of Supervisors and the Sheriff should develop a plan for a minimum security facility for women. Response: Concur. Agree to study. Status: A task force to review the issues of jail overcrowding and the Women’s Correctional Center was formed September 2004, following the FY 2004-05 Recommended Budget hearings. The task force includes representatives from the Board, the Sheriff’s Office, Probation Department, District Attorney’s Office, Private Defender Program, the Court and the public. An update on the task force’s progress is being prepared for the Board of Supervisor’s April 12, 2005 meeting and will include plans to pilot a Work Furlough Program and provide quarterly updates on jail population trends to task force members. The data elements to be tracked will include average daily population, average length of stay, pre-sentenced vs. sentenced populations, number of bookings, and number of criminal filings by types of crime.
R33:
The San Mateo County 1999 Grand Jury recommends that the County Board of Supervisors direct the Director of Public Works to prepare a comprehensive time-phased plan for completion of the seismic retrofit and lead/asbestos abatement of the County Hall of Justice. Urgency should be placed on the development and implementation of the plan, including a detailed time-phased series of actions and the designation of personnel responsible for each action and associated deadlines. The plan should include details on office and employee relocation. The County Board of Supervisors should give high priority to implementation and funding of this program. Response: Concur. The Director of Public Works will work with the Court on developing a tentative phasing plan that allows for the work to go forward on the 7th and 8th floors. A similar approach will be undertaken with the Probation Department for the 5th Floor. However, a key aspect of this plan will be to identify additional funding sources. An additional $2.2 million will be required to complete the project. To date, the County has spent approximately $1.6 million in the design of the seismic retrofit plan, the remediation work that was done immediately after the Loma Prieta Earthquake, and for the work completed or under construction on the 4th and 6th floors. Public Works estimates that it will take approximately two years to complete the work once funding is identified and agreement with the Court and Probation is obtained. Abatement work is generally done in conjunction with other work on the structure, as encapsulated lead and asbestos in the building will remain in place and does not present a threat to either the citizens visiting the Hall of Justice or employees. Status: Final Phase - Installation of Seismic Dampers and Roof Panels Retrofit On June 8, 2004, the Board of Supervisor, under Resolution No. 66710, adopted plans and specifications, determining prevailing wage scales and calling for sealed bid proposals. On July 6, 2004, bids were accepted for this project and were subsequently referred to the Department of Public Works for checking and recommendation. The bids have been checked and the base bid of Gonsalves and Stronck Construction Company, Inc. was the lowest base bid received. On August 31, 2004, the Board of Supervisor, under Resolution No.66898, awarded the contract to Gonsalves and Stronck Construction Company for the contract amount of $2,599,251. On September 20, 2004, Department of Public Works issued a notice to proceed, authorizing the start of construction. The Contractor has mobilized and submitted shop drawings. The prototypes of the damper assembly are at UC Berkeley - PEER Center for testing. Further testing is required due to the unexpected splitting of the visco-elastic material. At the same time the contractor is working on the roof panel connections upgrade and the 3rd floor installation of seismic bracing supports. The construction operations are taking place between the hours of 6:00 pm - 3:00 am, Monday through Friday. The seismic retrofit work has been coordinated with the departments that occupy the space in the Hall of Justice and Records. The offices and courts in the building will remain occupied while the work is being accomplished. The target completion date of this final phase is November 2005. Grand Jury Whistleblower Recommendation
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Findings & Recommendations
5 findings
F1:
The Board of Supervisors should continue with the sub-committee on Jail Overcrowding and the Jail Overcrowding Task Force to determine the most feasible solutions to the problem and implement those solutions. Response: Concur. The Jail Overcrowding Task Force will convene to review a final report that recommends on-going monitoring of jail population trends by a position added to Maguire Administration during the FY 2005-06 budget process. Task Force members will be provided with regular updates on jail population trends and recommended solutions as needed. Task Force members will reconvene on a semi- annual or as-needed basis as long as overcrowding issues continue at the jail.
Related Recommendations (1)
R1:
The Board of Supervisors should continue with the sub-committee on Jail Overcrowding and the Jail Overcrowding Task Force to determine the most feasible solutions to the problem and implement those solutions.
F2:
The Board of Supervisors and the Sheriff should immediately develop a plan to replace the existing Women’s Correctional Center with a new facility that meets the California Board of Corrections current standards. This new facility should include room for multiple classes, child care, an honor camp, and more opportunities for work inside the facility. Response: Concur. In June 2005, the Board of Supervisors adopted the FY 2005-06 Recommended Budget, which includes funds to hire a consultant to conduct a needs and site assessment for a new Women’s Correctional Center.
Related Recommendations (1)
R2:
The Board of Supervisors and the Sheriff should immediately develop a plan to replace the existing Women’s Correctional Center with a new facility that meets the California Board of Corrections current standards. This new facility should include room for multiple classes, child care, an honor camp, and more opportunities for work inside the facility.
F3:
The Board of Supervisors and the Sheriff should complete installation of security cameras in the Women’s Correctional Center immediately. Response: Concur. Installation of security cameras at the Women’s Correctional Center is nearly complete.
Related Recommendations (1)
R3:
The Board of Supervisors and the Sheriff should complete installation of the security cameras in the Women’s Correctional Center immediately.
F4:
The Board of Supervisors and the Sheriff should make expanding the Choices Program a priority in both the men’s and the women’s jails. Response: Concur. The Maguire Correctional Facility will work with Correctional Health Services, the Service League, and the Classification Unit to review solutions for expanding the Choices Programs and other identified programs throughout the facility to provide accessible services to the inmate population. The existing Women’s Correctional Center does not have the physical capacity to expand the Choices Program; however, the County remains committed to the program and will consider its expansion as a part of the Women’s correctional programming and facility needs assessment scheduled to begin in the fall. Jail Administration is also reviewing the possibility of establishing inmate computer workstations with Microsoft Office and limited Internet Access for inmates located in the pod’s multi-purpose rooms and will review other optional program enhancements.
Related Recommendations (1)
R4:
The Board of Supervisors and the Sheriff should make expanding the Choices program a priority in both the men’s and the women’s jails.
F5:
The Board of Supervisors and the Sheriff should add one additional staff person to the Women’s Correctional Center. Response: Concur in part. Given the sustained increase in inmate population at the Women’s Correctional Center, the availability of resources to fund one additional staff member per team in FY 2005-06 will be considered at the September Budget Hearings. June 17, 2005 Honorable Norman J. Gatzert Judge of the Superior Court Hall of Justice and Records 400 County Center, 2nd Floor Redwood City, CA 94063-1655 Re: Grand Jury Report : SAN MATEO COUNTY JAILS Dear Judge Gatzert: In response to the San Mateo Grand Jury’s report concerning county jails, we are in agreement with their findings and offer the below clarifications to update and reflect changes since their inspections: Summary Maguire Correctional Facilities (Detention Division) The Maguire Correctional Facility (Maguire) and the Women’s Correctional Center (WCC), both located in Redwood City, are well run but have overcrowded facilities. The professionalism and quality of the staff at both locations are noteworthy, especially given the demands placed on everyone by a high inmate/staff ratio. Response Concur with these findings; The Maguire Correctional Facility is the largest housing facility and the only receiving correctional facility for adult offenders in San Mateo County. The Detention Division has been working to develop alternatives to incarceration with the Custody Division, Probation and the Courts to manage the growing inmate population. We are very proud of our well trained and professional staff. We will continue to train our staff in regards to inmate management and progressive discipline steps for establishing positive inmate behavior. Implementation of our New Facility Training Program tracking and reporting database system will assist in accomplishing that goal.
Related Recommendations (1)
R5:
The Board of Supervisors and the Sheriff should add one additional staff person to the Women’s Correctional Center. 12
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Findings and recommendations not yet extracted.
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Findings & Recommendations
12 findings
F1:
Intimate knowledge of the community as well as those persons involved in criminal activity. This knowledge is best obtained by working closely with the community daily. As part of our community policing plan, patrol officers are assigned to one of four beats in the City. They are expected to become experts of their beats and interact with block groups, community-based organizations, faith-based organizations, businesses and schools, to develop contacts and information crucial in criminal investigations.
F2:
The willingness of the community to provide information to the police. The community and police must have a relationship based on trust and confidence before the crime occurs, not after. Otherwise, a detective, especially one from another department and outside the community, asking questions about who did what is often perceived as a stranger not to be trusted.
F3:
The Department's internal capacity to conduct thorough preliminary investigations and control and protect crime-scenes and evidence. The quality of preliminary investigations contributes greatly to the clearance rates. East Palo Alto police officers have been primarily assigned to field duties with little exposure to criminal investigations. This not only stifles their development, it limits their understanding of criminal investigations and
F4:
what role preliminary investigations play in solving crime. We must invest in our staff so that we build internal capacity and increase our competency, not invest our scarce resources to develop outside staff who will take their knowledge and experiences away from the Department once they transfer out of the City.
F5:
Coordination between patrol officers and detectives. The Sheriff’s Office and the Police Department enjoy a good relationship, however, the level of interaction is limited because of logistics. Homicide investigators are based in Redwood City. This disconnect contributes to slow communication and even the failure to share valuable information.
F6:
Increased Accountability. The Sheriff deputies are not city employees; therefore, as the police chief, I do not have the authority to select or remove detectives assigned to the investigations unit; change their work hours or days off if needed, or administer discipline if warranted. Such actions must be approved by the Sheriff. Localizing the investigation function offers other benefits to the Department and City, such as:
F7:
Single point of accountability. Residents will no longer have to figure out whom to contact -- the police department or the sheriff's office -- to follow-up on an investigation.
F8:
Reduced costs. It will be less expensive for the Department to operate an investigation function rather than contract with the Sheriff. Currently, the City leaves vacant six police officer positions to pay for the Sheriff’s contract. Even at the subsidized rate, the costs of Sheriff deputies have exceeded the funds generated from the vacant positions. The City has increased the Department’s budget in 2005 – 06 to make up the difference, however the subsidy is scheduled to end in two years, which means the cost of the contract will increase even more – about 40%.
Related Recommendations (2)
R1:
The East Palo Alto City Council should implement fully recommendation 5.12 of the 2003-2004 Grand Jury to ensure that adequate funding is provided to the Police Department. This includes providing for temporary filling of the patrol police officer shortage. CITY OF EAST PALO ALTO OFFICE OF THE CITY MANAGER September 23, 2005 Honorable Norman J. Gatzert Judge of the Superior Court Hall of Justice 400 County Center, 2nd Floor Redwood City, CA 94063-1655 Dear Judge Gatzert: Attached is the City of East Palo Alto’s response to the 2004-2005 Grand Jury dated June 23, 2005, which contained one finding and recommendation regarding the East Palo Alto Police Department. In accordance with the instructions of that report, the Chief of Police has completed his response and it is being transmitted together with this letter for your consideration. If I may be of further assistance, please do not hesitate to let me know. Respectfully submitted, Alvin D. James City Manager C E P A ITY OF AST ALO LTO OFFICE OF THE CHIEF OF POLICE Ronald L. Davis, Chief of Police RESPONSE TO THE GRAND JURY RECOMMENDATIONS TO THE CITY OF EAST PALO ALTO AND THE EAST PALO ALTO POLICE DEPARTMENT
R5:
12 states: The City Council should ensure that adequate financial services and staff are allocated to enable the East Palo Alto Police Department to fully implement the recommendations of the organizational assessment provided by PSComm, LLC/Joseph Brann and Associates, LLC. Response The East Palo Alto City Council has made public safety its top priority. The Police Department’s amended budget in 2004 -05 was $6.1 million, which represented approximately 44% of the City’s general fund budget. The City Council increased the Police Department’s budget in 2005 - 06 to $8.6 million, an increase of approximately $2.5 million representing 61% of the City’s general fund. Additionally, the City Council approved Measure K to be placed on the November ballot. Measure K is a public safety measure that asks the electorate to impose a parcel tax to increase police and social services and enhance public safety. If passed, Measure K will generate approximately $1.3 to 1.7 million of which 50% of the funds are designated for the Police Department. The Police Department has been authorized the fill the existing four police officer vacancies, in addition to the crime analyst and police captain positions. The City has initiated the hiring process for police officers and to date processed over 130 applicants and conducted oral boards for lateral and academy graduate applicants. An eligibility list has been created and certified by the City Manager. This list is currently under review by the Chief of Police. Candidates approved by the Chief will proceed to the background investigation phase. The Chief of Police has started recruitment to fill the Captain’s vacancy and expects this position to be filled by December. The Crime Analyst position has not yet been filled, however, the City has received assistance from the California Department of Justice to conduct a five year analysis of violence in East Palo Alto. The Police Department is also working closely with the Community Development Institute (CDI) to conduct crime analysis and mapping. The Palo Alto Police Department has agreed to allow the Police Department use of one of its crime analyst for the next few months to work with the Department and CDI, and assist the Police Department to build its internal capacity. Over the past three months, the Department has dramatically enhanced its ability to track and analyze crime, and now uses this information as a key part of the Department’s crime reduction strategy. The City chose not to purchase $700,000 in additional services as proposed by the Sheriff’s Department. Instead, the Department added two additional police officers to the Regional Investigations Bureau (RIB) and two additional officers to the newly formed Metro unit, which was formed to address increasing violence in the City. In July, two officers on extended leave returned to the Police Department and the two School Resource Officers became available during the summer break. This allowed the Police Department to reassign two officers to RIB and two to the Metro Unit. The Police Department also obtained assistance from the Drug Enforcement Agency (DEA), the San Mateo County Sheriff’s Office and the California Highway Patrol (CHP). In August, the DEA task force arrested 44 persons for various narcotics and weapons offenses – the largest narcotics operations in East Palo Alto in over 15 years. Since June, the newly formed Metro team has made over 170 felony arrests and conducted over 400 probation and parole searches. In August, the CHP has assigned one sergeant and six officers to work in the City through October – they have since conducted over 100 stops and made over 25 arrests. Additionally, the Police Department has received assistance from the United States Marshal to capture East Palo Alto’s Most Wanted and will be working with the Federal Bureau of Investigations to enhance our enforcement efforts. The assistance from the aforementioned agencies has greatly assisted the Police Department, especially during the summer months, and it did not increase the City’s cost or require the purchase of additional services. Moreover, the temporary purchase of additional staff from the Sheriff fails to advance the Department, build internal capacity, and address long-term staff development issues identified in the Joseph Brann organizational assessment and the Grand Jury Report. By assigning two additional police officers to the RIB, the Department has developed two officers and increased their level of training and expertise – expertise that increases the Departments internal capacity and can be used to develop additional staff. As part of the Police Department’s community policing plan, the Department will assume responsibility for criminal investigations in January 2006. This transition is also critical to the Department’s reform efforts and will serve to develop staff, increase opportunities within the Department, increase recruitment and retention, and increase the Police Department’s accountability to the community (see Attachment #1). On September 20, 2005, the Police Department outlined its Community Policing and Violence Reduction Plan to the East Palo Alto City Council (see Attachment #2). The plan focuses on three components: Education, Prevention and Enforcement, and adopts community policing principals and problem-solving practices. We are confident that our short and long-term efforts will have a dramatic effect on violence in the City and an equal affect on the Department’s reform efforts. CITY OF EAST PALO ALTO OFFICE OF THE CHIEF OF POLICE To: Honorable Mayor and Members of the City Council From: Ronald L. Davis, Chief of Police Via: Alvin James, City Manager Date: September 20, 2005 Re: Community Policing and Violence Reduction Plan RECOMMENDATION Accept this as an informational report only. No policy action is requested at this time.
F9:
Professional Development. The department has lacked much opportunity for professional advancement for its patrol officers or incentives to attract new recruits. Now an ambitious officer can look forward to trying to become a detective. Detectives transferring out of the East Palo Alto investigations unit remain in the Department and share their knowledge and experience to less experienced officers. This will create a more experienced core of officers and prepare the future leadership of the Department.
F10:
Increased Officer Recruitment and Retention. As we compete with other agencies to recruit qualified police officer candidates, we are limited by the growth and development we offer police officers. Without opportunities to learn and advance within the organization, many candidates look elsewhere. The newly formed investigations unit will provide lateral movement within the organization.
F11:
Increased grant opportunities. Because the City has not conducted criminal investigations over the past ten years, many grants designated to reduce crime and violence and increase clearance rates have not been available to the City. The Department will now seek grant opportunities and funding alternatives.
F12:
Increased pride and morale. An important part of reform is creating an environment conducive to high morale and pride. Officers must take pride in their Department and their community. Contracting with the Sheriff for investigations has diminished organizational pride, albeit not intentional, as it suggests that EPA officers are not good enough to conduct a basic function in policing. This serves as a source of tension for officers and has created what I can only describe as low organizational-esteem. If you set low standards and expectations, people will aim low. If you set high standards and expectations, people strive to those heights. This change has already created a level of excitement and synergy within the Department and increased organizational pride. We face many challenges ahead and face even more skeptics. I am confident that working together we can and will form a Department that is effective and one we can and will be proud of. Respectfully, Chief Ronald Davis
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Findings & Recommendations
4 findings
F1:
The Board of Supervisors should immediately begin the search for better facilities for the long-term care of the patients at the Burlingame Long-Term Care Center. This facility, or its replacement facility, should have safe and efficient ingress and egress for non-ambulatory or disabled patients in both emergency and routine situations. Response: Disagree. The San Mateo Medical Center agrees that a better facility would be desirable; however, the feasibility of locating such a large facility (the largest in the County) is prohibitively expensive under current Medi-Cal reimbursement rates and is effectively not possible. The County’s 20-year lease for the current facility is the only practical way these patients can be housed in San Mateo County. This recommendation will not be implemented. Improving Water Quality Flowing to the Ocean and Bay Findings:
Related Recommendations (1)
R1:
The Board of Supervisors should immediately begin the search for better facilities for the long-term care of the patients at the Burlingame Long-Term Care Center. This facility, or its replacement facility, should have safe and efficient ingress and egress for non-ambulatory or disabled patients in both emergency and routine situations. COUNTY OF SAN MATEO Inter-Departmental Correspondence County Manager’s Office DATE: June 7, 2005 BOARD MEETING DATE: June 21, 2005 SPECIAL NOTICE: None VOTE REQUIRED: None TO: Honorable Board of Supervisors FROM: John L. Maltbie, County Manager SUBJECT: 2004-05 Grand Jury Response Recommendation Accept this report containing the County’s responses to the following 2004-05 Grand Jury reports: Improving Water Quality Flowing to the Ocean and Bay, and the Burlingame Long-Term Care Center. VISION ALIGNMENT: Commitment: Responsive, effective and collaborative government. Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain. This activity contributes to the goal by ensuring that all Grand Jury findings and recommendations are thoroughly reviewed by the appropriate County departments and that, when appropriate, process improvements are made to improve the quality and efficiency of services provided to the public and other agencies.
F2:
Improvement of Storm Water Quality Staff agrees with the finding. The quality of storm water can be improved by frequent street sweeping, using storm drains that dissipate the energy of the water flow to decrease erosion, designing slow water flow in new developments, preventing construction site debris from reaching streams, and providing a means for the public to properly dispose of household hazardous wastes. Environmental Health will continue to offer a means for proper disposal of household hazardous waste through collection events located throughout the County.
Related Recommendations (1)
R2:
Improvement of Storm Water Quality Staff agrees with the finding. The quality of storm water can be improved by frequent street sweeping, using storm drains that dissipate the energy of the water flow to decrease erosion, designing slow water flow in new developments, preventing construction site debris from reaching streams, and providing a means for the public to properly dispose of household hazardous wastes. Environmental Health will continue to offer a means for proper disposal of household hazardous waste through collection events located throughout the County.
F3:
Watershed Assessment and Monitoring Staff agrees with the finding. Environmental Health samples various recreational beach areas and has had success in identifying and remediating sources of contaminants. Beach monitoring will be continued and, within existing resources, investigations will be conducted into possible sources of contamination.
Related Recommendations (1)
R3:
Watershed Assessment and Monitoring Staff agrees with the finding. Environmental Health samples various recreational beach areas and has had success in identifying and remediating sources of contaminants. Beach monitoring will be continued and, within existing resources, investigations will be conducted into possible sources of contamination. Recommendations:
F4:
The Board of Supervisors should support a request from the Environmental Health Services Division to provide sufficient funding to inspect each septic system every three years. Response: This recommendation requires further analysis. The re-inspection of septic systems has been in place for five years. The inspection program is an important component of the Land Use Program since the only other means for managing septic systems after installation is complaint-based. There are over 5,000 septic systems in the county. Currently, inspections are conducted on a periodic basis at a rate of approximately 700 per year; this roughly equates to an inspection every seven years. The Environmental Health Advisory Committee has prioritized the septic inspection system based on situations where potential failure could cause contamination; i.e., for septic systems where there is a well on the property. Environmental Health will evaluate the staffing required to inspect each septic system every three years. Environmental Health staff will report back to the Board of Supervisors on the results of their findings in a future quarterly update.
Related Recommendations (1)
R4:
The Board of Supervisors should support a request from the Environmental Health Services Division to provide sufficient funding to inspect each septic system every three years. Response: This recommendation requires further analysis. The re-inspection of septic systems has been in place for five years. The inspection program is an important component of the Land Use Program since the only other means for managing septic systems after installation is complaint-based. There are over 5,000 septic systems in the county. Currently, inspections are conducted on a periodic basis at a rate of approximately 700 per year; this roughly equates to an inspection every seven years. The Environmental Health Advisory Committee has prioritized the septic inspection system based on situations where potential failure could cause contamination; i.e., for septic systems where there is a well on the property. Environmental Health will evaluate the staffing required to inspect each septic system every three years. Environmental Health staff will report back to the Board of Supervisors on the results of their findings in a future quarterly update.