San Mateo County Grand Jury
2013-2014
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 (8)
Quick View
Full Details →
Additional Recommendations
9
Not linked to specific findings.
R1:
By December 31, 2014, research improving the emergency communication system currently available.
R2:
By December 31, 2014, Adult Protective Services will develop and implement training programs for mandated reporters addressing elder financial abuse.
R3:
By December 31, 2014, the District Attorney’s office, in collaboration with Adult Protective Services, will implement the Financial Abuse Specialist Team model, to improve its current Multidisciplinary Team model, to include consulting community private sector financial specialists and to contribute to the investigation and resolution of elder financial abuse cases.
R4:
By December 31, 2014, replace the existing guardrail and install K-Rail to reduce the risk of injury. Reducing the Incidents and Impact of Elder Board of R1, R2, R3 In process Financial Abuse in San Mateo County Supervisors
R5:
By March 31, 2015, the District Attorney’s Office will evaluate the need for designating a full-time Deputy District Attorney and Inspector with responsibility for the prosecution and investigation of elder abuse cases. WILL STUDY/ & RECOMMENDATIONS AGENCY IMPLEMENT Educational Frenemies: Can Charter Schools Office of Education R1 Implemented Inspire Better Student Outcomes in Public Schools in San Mateo County? Bayshore R2, R3 No Response Elementary School
R6:
Implemented National Retail Food Regulatory Program Standards.
R7:
District administrators will seek the SDLF Special R7 Done by 1/2016 District Administrator C. Granada Sanitary R1, R4, R5, R6, R7 No Response District Highlands R4, R6, R7 In process Recreation District
R9:
The Harbor District will explore the outsourcing of management of all commercial real properties to a real estate management firm by December 31, 2014.
R11:
Harbor District commissioners and general manager will earn Special District Leadership Foundation certifications by July 1, 2015. Issued: June 30, 2015
Quick View
Full Details →
Findings & Recommendations
12 findings
F1:
The Local Agency Formation Commission recommended dissolution of the Harbor District in 2006 with the County identified as the successor agency. The Grand Juries of 1990 and 1991 also recommended dissolution.
Related Recommendations (1)
R1:
The Local Agency Formation Commission will initiate a service review of the Harbor District by December 31, 2014.
F2:
The District’s financial reporting meets the Governmental Accounting Standards Board requirements.70
Related Recommendations (1)
R2:
The County Board of Supervisors will begin the process of dissolution of the Harbor District by December 31, 2014.
F3:
Commissioners are not receiving timely and adequately detailed financial reporting to support fully informed decisions.
Related Recommendations (1)
R3:
The Harbor District will commence study, by September 1, 2014, of the Santa Cruz Port District as a model for financial planning and reporting to provide clarity to enterprise/non- enterprise revenue and expense categories.
F4:
Committees, both standing and ad hoc, are not consistently formed nor do they meet with any regularity.
Related Recommendations (1)
R4:
The Harbor District will develop a plan to eliminate the use of property tax revenue for offsetting enterprise losses by March 30, 2015.
F5:
Potential successor agencies exist which could reasonably assume all or some of the District’s current responsibilities.
Related Recommendations (1)
R5:
The Harbor District will standardize detailed quarterly financial reporting at commission meetings by March 30, 2015.
F6:
The District consistently requires tax dollars to offset operating losses. 65 http://www.smdailyjournal.com/articles/lnews/2014-06-06/harbor-district-dips-into-reserves-budget-reveals-need-to-draw-on- 2m-to-cover-expenses/1776425124495.html 66 http://www.sanmateocourt.org/documents/grand_jury/2013/web_transparency.pdf 67 The SDLF was created in 1999 and defines itself as “a 501(c)(3) organization formed to provide educational opportunities to special district officials and employees to enhance service to the public provided by special districts in California.” The sister organization of the SDLF is the California Special Districts Association (CSDA). The CSDA has been in existence since 1969 to “promote good governance and improve core local services through professional development, advocacy, and other services for all types of independent special districts.” The SDLF can be found at www.sdlf.org. 68 http://www.sdlf.org/#!recognitions/c309 69 http://www.sdlf.org/#!sda-certification/ctzx 70 www.gasb.org and www.gfoa.org
Related Recommendations (1)
R6:
The Harbor District will identify a successor agency to assume control of the West Trail by December 31, 2014.
F7:
Operating losses for the last 5 fiscal years are approximately $18.3 million.71
Related Recommendations (1)
R7:
The Harbor District will explore transferring or cost-sharing, with the City of Half Moon Bay, the co-sponsorship with the Army Corps of Engineers of the Surfer’s Beach dredging operation by December 31, 2014.
F8:
The District holds long-term assets that have not been revenue producing.
Related Recommendations (1)
R8:
The Harbor District will continue to seek interested parties to acquire non-revenue producing surplus properties.
F9:
At least 10 separate cities, towns, and special districts within the County have applied for detachment from the Harbor District.
Related Recommendations (1)
R9:
The Harbor District will explore the outsourcing of management of all commercial real properties to a real estate management firm by December 31, 2014.
F10:
The District infrequently performs lease analyses and price/rate benchmarking.
Related Recommendations (1)
R10:
As soon as possible after the November 2014 Harbor Commissioner elections, the Harbor District will form standing and appropriate ad hoc committees, which meet regularly.
F11:
The District has been operating on a 23-year old Pillar Point Harbor master plan.
Related Recommendations (1)
R11:
Harbor District commissioners and general manager will earn Special District Leadership Foundation certifications by July 1, 2015. District audited financial statements for fiscal years 2008-2013
F12:
The Santa Cruz Port District successfully weaned itself from the use of any property tax revenues while continuing to provide non-enterprise services and balancing its budget.
Quick View
Full Details →
Findings & Recommendations
6 findings
F1:
All food establishments are required by county ordinance to clearly post the most current inspection report.
Related Recommendations (1)
R1:
When a food establishment has not clearly posted its most current inspection report, as noted by an inspector entering the premises, assess fees upon the first reinspection instead of on the third as is the current practice. 18Chang, Andrea (2014 January 11). Yelp adds L.A. restaurants’ health grades to review pages. Retrieved from: http://www.latimes.com
F2:
The adoption of the Federal Drug Administration National Retail Food Regulatory Program Standards by the Environmental Health Department is leading to a more comprehensive program of food safety management.
Related Recommendations (1)
R2:
Continue progress toward achieving full implementation of the Federal Health Association National Retail Food Regulatory Program Standards.
F3:
Participation in the “Campylobacter Project” is increasing the knowledge base of restaurant food handlers in how to safely handle and prepare raw chicken.
Related Recommendations (1)
R3:
Continue participation in the Centers of Disease Control grant (Campylobacter project) and evaluate the results with the intent of implementing any “best practices” that result from the study.
F4:
The Environmental Health Department maintains a website that allows the public to view the inspection status of food establishments.
Related Recommendations (1)
R4:
Improve by December 31, 2014 the usefulness of the Environmental Health Department website by ensuring that each facility entry contains a synopsis of any violations, the latest inspection date and type, and the facility’s food safety rating.
F5:
The use of window placards to display inspection status has been adopted in an increasing number of cities and counties.
Related Recommendations (1)
R5:
Develop and implement by December 31, 2014 a quality assurance process to audit the content of the Restaurant and Food Inspection Results section on the website.
F6:
Develop and implement by June 30, 2015 a program which requires food establishments to prominently display their inspection status via the use of window placards. Response: Please see response to Recommendation 4. EHD will be developing a placarding program for San Mateo County food establishments that will include a requirement that food establishments post a placard with the results of the most recent inspection in a prominent location such as a window so that the public can easily see the results. FISCAL IMPACT: There is no Net County Cost associated with accepting this report.
Related Recommendations (1)
R6:
Develop and implement by June 30, 2015 a program which requires food establishments to prominently display their inspection status via the use of window placards.
Quick View
Full Details →
Findings & Recommendations
6 findings
F1:
The County does not have any full-time staff members with responsibility for facilitating training of mandated reporters or developing outreach or education for the public in elder financial abuse.
Related Recommendations (1)
R1:
By December 31, 2014, Adult Protective Services will develop a coordinated outreach effort involving all relevant County departments to further educate the public to identify and report elder financial abuse.
F2:
Referrals for investigation of elder financial abuse in the County have been increasing over the past seven years, while programs and staff have decreased, leaving Adult Protective Services with fewer resources to pursue case management services.
Related Recommendations (1)
R2:
By December 31, 2014, Adult Protective Services will develop and implement training programs for mandated reporters addressing elder financial abuse.
F3:
Adult Protective Services has formed a Multi-Disciplinary Team to discuss general strategies for addressing all types of elder abuse, of which financial abuse issues are just one aspect. Multi-Disciplinary Team membership does not include consulting professionals from the private sector.
Related Recommendations (1)
R3:
By December 31, 2014, the District Attorney’s office, in collaboration with Adult Protective Services, will implement the Financial Abuse Specialist Team model, to improve its current Multidisciplinary Team model, to include consulting community private sector financial specialists and to contribute to the investigation and resolution of elder financial abuse cases.
F4:
In the District Attorney’s Office, individual staff members maintain statistics reporting the type of elder financial abuse but the department's present computer system does not keep statistics reporting either the types of elder abuse or ages of the victims.
Related Recommendations (1)
R4:
By December 31, 2014, the District Attorney’s Office will develop and implement a computer system to record the details of elder abuse cases.
F5:
There is no full-time Deputy District Attorney assigned to prosecute elder financial abuse cases.
Related Recommendations (1)
R5:
By March 31, 2015, the District Attorney’s Office will evaluate the need for designating a full-time Deputy District Attorney and Inspector with responsibility for the prosecution and investigation of elder abuse cases.
F6:
There is no District Attorney inspector specializing in investigation of elder financial abuse.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
The Sheriff’s Department and a multi-disciplinary team have developed a Jail Based Services and Reentry Programming Strategic Implementation Plan (“SIP”).
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Sheriff’s Office do the following:
Document performance results reflecting the effectiveness of the adult programs and services as outlined in the Jail Based Services and Reentry Programming Strategic Implementation Plan.
F2:
Notwithstanding the development of the SIP, data reflecting the effectiveness of the services and programs designed to reduce adult inmate recidivism are not being collected in an effective and cohesive manner.
Related Recommendations (1)
R2:
The Grand Jury recommends that the San Mateo County Sheriff’s Office do the following:
Annually submit a report to the Board of Supervisors for public discussion concerning performance measures for the above-referenced adult services and programs. The Grand Jury recommends that the San Mateo County Board of Supervisors direct the Probation Department to do the following:
F3:
Data reflecting the effectiveness of the services and programs designed to reduce juvenile recidivism are not being collected in an effective and cohesive manner.
Related Recommendations (1)
R3:
The Grand Jury recommends that the San Mateo County Sheriff’s Office do the following:
Document performance results reflecting the effectiveness of the juvenile programs and services provided in all juvenile facilities.
Additional Recommendations
1
Not linked to specific findings.
R4:
The Grand Jury recommends that the San Mateo County Sheriff’s Office do the following:
Annually submit a report to the Board of Supervisors for public discussion concerning the performance measures for the above-referenced juvenile services and programs.
Quick View
Full Details →
Findings & Recommendations
5 findings
F1:
The Trail does not have an emergency call box and cell phone service on or near the Trail is unreliable.
Related Recommendations (1)
R1:
By December 31, 2014, research improving the emergency communication system currently available.
F2:
At times, there will be no park ranger present to respond to an emergency on the Trail.
Related Recommendations (1)
R2:
By December 31, 2014, complete a study regarding the prohibition of horses on the Trail.
F3:
The Trail is not suitable for simultaneous mixed-use by horses, dogs and hikers.
Related Recommendations (1)
R3:
By December 31, 2014, extend the current fence to discourage future unauthorized entry to Bunker Hill.
F4:
Sections of the existing fencing inadequately prevent unauthorized access to Bunker Hill.
Related Recommendations (1)
R4:
By December 31, 2014, replace the existing guardrail and install K-Rail to reduce the risk of injury.
F5:
The guardrailed sections of the Trail do not prevent children from accessing the cliffs.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
Medical, dental and prescription fees deducted from inmates’ personal accounts are budgeted as revenues in the IWTF and do not appear to be forwarded to the County’s general fund as prescribed by California Penal Code §4011.2.
Related Recommendations (1)
R1:
For FY2013-14 and all future fiscal years, the medical, dental and prescription fees deducted from inmates’ personal accounts should be transferred to the County’s general fund, as prescribed by California Penal Code §4011.2.
F2:
The County’s current contract with the Service League does not specify the source of funds for “inmate release services.” 10 Legislative Counsel of California. (updated daily). Penal code section 4000-4030. Official California Legislative Information. Retrieved January 14, 2014, from http://www.leginfo.ca.gov/cgi-bin/displaycode?section=pen&group=03001-04000&file=4000-4030 11 See Appendix A Sheriff’s Department – Inmate Welfare Trust Fund Budget FY 2013-2014
Related Recommendations (1)
R2:
Beginning with the FY2014-15 contract for the inmate services currently provided by the Service League, the County should more clearly delineate the source of funds for services to released inmates either through more specific contract provisions or by providing for such services in a separate contract altogether.
F3:
San Mateo County is not one of the eleven participating counties in the state’s pilot program (set forth in California Penal Code §4025.5) which would allow IWTF monies to be utilized as a source of funds for services to released inmates.
Related Recommendations (1)
R3:
By December 31, 2014, develop a proposal for inclusion as one of the counties in the State’s pilot program allowing the County’s IWTF to be utilized as a source of funds for services to released inmates.
Quick View
Full Details →
Findings and recommendations not yet extracted.