Santa Cruz County Grand Jury
2016-2017
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 (7)
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Findings & Recommendations
16 findings
F1:
Metro experienced an anticipated revenue reduction of $26 million from 2008–2014 and had to use its reserves to fill the shortfall. This is not sustainable.
Related Recommendations (2)
R1:
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R7:
Metro should adopt and adhere to a budget that does not deplete reserves for operating expenses. (F1)
F2:
Metro grant writing has been insufficient and ineffective.
Related Recommendations (2)
R5:
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
R6:
Metro should expand their grant writing program. (F2)
F3:
Many Metro Board members lack transit management knowledge of best practices or business experience, leaving them ill-equipped to address Metro's declining revenues.
Related Recommendations (1)
R3:
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
F4:
Metro use of Bus Rapid Transit (BRT) industry best practices is limited.
Related Recommendations (2)
R1:
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R16:
Metro should provide WiFi connection on more buses. (F4)
F5:
There are no experience qualifications for Metro Board members in its bylaws, and the Board lacks the range of experience or training necessary to improve Metro’s performance.
Related Recommendations (2)
R3:
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
R4:
The Metro Board, Metro management, and the Metro Advisory Committee should meet jointly on a regular basis. (F5, F6)
F6:
Metro does not have joint meetings that include the Board, Metro management, and the Metro Advisory Committee. Better and more frequent communication and coordination between these bodies could improve decision making.
Related Recommendations (2)
R3:
The Metro Board should include members who have marketing, business management, or finance experience. (F3, F5, F6)
R4:
The Metro Board, Metro management, and the Metro Advisory Committee should meet jointly on a regular basis. (F5, F6)
F7:
Manual collection of route performance data does not allow for optimal use of the HASTUS system.
Related Recommendations (2)
R1:
Metro should conduct a limited study to determine if reduced fares would generate additional revenue through increased ridership. (F1, F4, F7)
R15:
Metro should conduct a limited trial using AVL and HASTUS to explore bus route efficiency. (F7)
F8:
Metro partnerships with UCSC and Cabrillo College have contributed significantly to Metro revenues, and Metro would benefit from additional community partnerships.
Related Recommendations (2)
R5:
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
R8:
Metro should consider pursuing additional private and government partnership programs, such as those with UCSC and Cabrillo College. (F8)
F9:
Metro marketing functions are handled inefficiently, in significant part due to an unfilled marketing manager position. Marketing must be more than just selling advertising on buses.
Related Recommendations (2)
R2:
Metro should redefine the Marketing Manager position as Director of Business Development and fund it. (F9, F10)
R5:
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
F10:
Metro lacks a business development manager. Currently, business development responsibilities are distributed across the organization, and are not implemented or effective.
Related Recommendations (2)
R2:
Metro should redefine the Marketing Manager position as Director of Business Development and fund it. (F9, F10)
R5:
Metro should identify and secure additional funding sources. (F2, F8, F9, F10)
F11:
Metro design standards for bus stops and shelters have not been consistently implemented, which may negatively impact ridership.
Related Recommendations (1)
R9:
Metro should create a bus stop sponsorship program that underwrites construction of bus stops in accordance with Metro’s design standards. (F11)
F12:
Metro bus seats are difficult to clean and sanitize, which may negatively impact ridership.
Related Recommendations (3)
R10:
Metro should improve cleanliness at transit facilities. (F12, F16)
R11:
Metro should improve maintenance at transit facilities. (F12, F15, F16)
R14:
Metro should use easily cleanable materials for bus seats. (F12)
F13:
The lack of overnight parking at bus facilities may be a deterrent to potential riders.
Related Recommendations (1)
R12:
Metro should establish overnight parking at the Scotts Valley Cavallaro Transit Center for riders. (F13)
F14:
Metro’s CNG bus engines break down sooner than expected, resulting in accelerated expenses.
Related Recommendations (1)
R13:
Metro should evaluate cost-effective alternatives to the CNG bus powertrain. (F14)
F15:
Metro transit centers are deteriorating and in disrepair, which may negatively impact ridership.
Related Recommendations (1)
R11:
Metro should improve maintenance at transit facilities. (F12, F15, F16)
F16:
Metro transit centers are not clean, which may negatively impact ridership.
Related Recommendations (2)
R10:
Metro should improve cleanliness at transit facilities. (F12, F16)
R11:
Metro should improve maintenance at transit facilities. (F12, F15, F16)
Findings & Recommendations
11 findings
F1:
Inmates are kept at Water Street Jail for medical reasons alone when they are otherwise eligible for the increased services and programming at Rountree. This denies programming to an otherwise-eligible inmate that may increase their ability to succeed upon community reentry.
Related Recommendations (1)
R1:
The Sheriff’s Office should make the necessary changes to allow inmates with chronic medical problems to be housed at Rountree. (F1)
F2:
The Crisis Intervention Team keeps notes in inmate records, but not minutes of meetings or a summary of daily record changes. Without a meeting summary, there is no documentation of continuum of care and context for decision making.
Related Recommendations (1)
R2:
The Crisis Intervention Team should produce and review minutes of their meetings. (F2)
F3:
The Sheriff’s Custody Manual includes a general description of a safety cell’s allowable use. This results in the inappropriate housing of inmates in cell O13.
Related Recommendations (1)
R3:
The Sheriff’s Custody Manual Policy sections 517.1 and 517.2 should be modified to avoid inappropriate housing of inmates in detox or medically at risk. (F3)
F4:
Long term inmates at Water Street may suffer from Vitamin D deficiencies due to lack of exposure to natural sunlight. Medical staff have not tested inmates for possible Vitamin D deficiencies.
Related Recommendations (1)
R4:
The Sheriff’s Office should test whether any long-term or at-risk inmates at Water Street are Vitamin D deficient. (F4)
F5:
Water Street, a maximum security facility, has no means of detecting non-metal contraband other than physically searching an inmate. This increases the chance of dangerous items being brought into the facility.
Related Recommendations (1)
R5:
The Sheriff’s Office should review and implement current technology available for contraband detection. (F5)
F6:
The empty Blaine Street facility indicates a lack of long-range facility planning and coordination.
Related Recommendations (1)
R6:
The Sheriff’s Office should create a strategic long-range facilities management plan, including management of multiple funding sources. (F6)
F7:
When asked about program effectiveness and measurements of success locally, staff were unable to provide scorecards, analytics, or follow-up information on recidivism or success. This impacts their programs and future funding.
Related Recommendations (1)
R7:
Law enforcement should create, use, and publish scorecards to measure the local success of inmate programs. (F7)
F8:
AB109 prison realignment is making it difficult to maintain adequate firefighting crews at Ben Lomond Conservation Camp.
Related Recommendations (1)
R8:
The Sheriff needs to be proactive with placing Boarders, qualified inmates from the county jail system, at the fire camp when appropriate. (F8, F9)
F9:
The county “Boarder Program” at the Ben Lomond Conservation Camp is less costly to the county than housing inmates in the county jail system.
Related Recommendations (1)
R8:
The Sheriff needs to be proactive with placing Boarders, qualified inmates from the county jail system, at the fire camp when appropriate. (F8, F9)
F10:
There is significantly less programming at Ben Lomond Conservation Camp than in the other facilities that we visited, which may impact inmates’ post-release success.
Related Recommendations (1)
R9:
CDCR should provide in-person help with GED studies to benefit Ben Lomond Fire Camp inmates. (F10)
F11:
The remote location of the Ben Lomond Conservation Camp impacts emergency medical services for inmates and staff. Current county medical protocol does not allow staff on site to store or administer Narcan or Epinephrine.
Related Recommendations (1)
R10:
Narcan nasal spray and epinephrine auto-injectors should be available, along with training on when and how to use them. (F11)
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Findings & Recommendations
11 findings
F1:
The lack of a complete, comprehensive, and updated list of all Measure L projects planned, completed, or approved by the Trustees, makes it impossible for the public to be informed.
Related Recommendations (1)
R1:
The District, under the direction of the Trustees, should regularly provide the public and the COC a project list showing original and amended Measure L projects. (F1, F10)
F2:
The COC has not presented to the Trustees in public session a complete Annual Report for Measure L as of May 2017, in violation of state law.
Related Recommendations (1)
R2:
The COC should comply with California Education Code section 15280(b) and deliver annual reports to the Trustees at public meetings. (F2)
F3:
The COC has not received adequate training or information to fulfill its role.
Related Recommendations (2)
R4:
The District Trustees should provide the COC a comprehensive orientation program for new members and annual updates for returning members. (F3)
R5:
The District should provide COC members a Measure L handbook detailing committee procedures, protocols, and responsibilities. (F3)
F4:
The District's Maintenance, Operations & Facilities Department has not provided other district departments, school sites, the COC, or Trustees updated scheduling reports that meet industry standards for any project, leading to system inefficiency.
Related Recommendations (1)
R6:
The District should provide the COC and Trustees a scheduling report of all Measure L activities depicting project milestones and sequential activity dependencies. (F4)
F5:
The District has not presented the COC or Trustees a composite change order list with a cumulative total cost for each site and project, leaving them unable to properly oversee the bond.
Related Recommendations (1)
R7:
The District should provide the Trustees and COC a cumulative, quarterly change order list, including budget impacts by project and by site. (F5)
F6:
The COC and Trustees are unable to oversee the bond due to the District’s failure to provide a timely financial summary of the bond’s status by site, or a cumulative total cost for Measure L projects.
Related Recommendations (1)
R3:
The District should comply with California Education Code section 15278 by providing to the Trustees and COC a comprehensive Measure L financial report, updated quarterly, and including it in their Annual Report. (F6, F7, F9, F10)
F7:
The COC and the District have had no discussion about cost savings with those designing and implementing Measure L projects, limiting the COC’s oversight.
Related Recommendations (2)
R3:
The District should comply with California Education Code section 15278 by providing to the Trustees and COC a comprehensive Measure L financial report, updated quarterly, and including it in their Annual Report. (F6, F7, F9, F10)
R8:
The COC and the Trustees should meet at least quarterly to discuss recommendations for reducing costs in accordance with COC bylaws and the California Education Code section 15278(b). (F7)
F8:
The COC in its official capacity has visited only two project sites in the past four years to inspect Measure L work progress, failing to adequately inform itself about the status of the projects.
Related Recommendations (1)
R9:
The COC should regularly make on-site inspections of Measure L projects. (F8)
F9:
Trustees and the COC cannot properly manage the bond because they do not know how much money remains to finish Measure L projects.
Related Recommendations (1)
R3:
The District should comply with California Education Code section 15278 by providing to the Trustees and COC a comprehensive Measure L financial report, updated quarterly, and including it in their Annual Report. (F6, F7, F9, F10)
F10:
The COC is not informed of all changes to the projects listed in the voter’s pamphlet, undermining their oversight and reporting responsibilities.
Related Recommendations (2)
R1:
The District, under the direction of the Trustees, should regularly provide the public and the COC a project list showing original and amended Measure L projects. (F1, F10)
R3:
The District should comply with California Education Code section 15278 by providing to the Trustees and COC a comprehensive Measure L financial report, updated quarterly, and including it in their Annual Report. (F6, F7, F9, F10)
F11:
Bond reporting may be greatly improved once the District’s new accounting and business software is implemented.
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Findings & Recommendations
7 findings
F1:
Elections in Santa Cruz County are run fairly and conscientiously, with numerous procedures and safeguards that minimize the likelihood of fraud or systemic errors. Although minor problems occurred, we consider these inevitable given the number of people and the complexity of the process, and they were detected or reported and remedied expeditiously.
F2:
Most equipment used to conduct the election is old, much of it nearing or past its useful life. This includes voting machines and electronic and mechanical vote counting systems. Spare parts are increasingly hard to find.
Related Recommendations (2)
R1:
The Elections Department should continue to be proactive in evaluating voting systems that are safe, efficient, and available. (F2–F5, F7)
R3:
The Board of Supervisors should begin the process of identifying and budgeting the requisite funds for replacement of election equipment once it is certified. (F2–F5)
F3:
Santa Cruz County uses a state certified system that meets state standards. Beyond keeping some key systems offline, this equipment does not implement adequate computer security measures.
Related Recommendations (2)
R1:
The Elections Department should continue to be proactive in evaluating voting systems that are safe, efficient, and available. (F2–F5, F7)
R3:
The Board of Supervisors should begin the process of identifying and budgeting the requisite funds for replacement of election equipment once it is certified. (F2–F5)
F4:
Santa Cruz County limits physical access to the ballots and the machinery used to process the ballots and conducts comprehensive audits both before and after every election.
Related Recommendations (2)
R1:
The Elections Department should continue to be proactive in evaluating voting systems that are safe, efficient, and available. (F2–F5, F7)
R3:
The Board of Supervisors should begin the process of identifying and budgeting the requisite funds for replacement of election equipment once it is certified. (F2–F5)
F5:
Voting equipment that the county would select to replace its aging infrastructure has not yet been certified. When the certified replacement equipment becomes available, it is not clear when funds might be provided.
Related Recommendations (2)
R1:
The Elections Department should continue to be proactive in evaluating voting systems that are safe, efficient, and available. (F2–F5, F7)
R3:
The Board of Supervisors should begin the process of identifying and budgeting the requisite funds for replacement of election equipment once it is certified. (F2–F5)
F6:
Re-use of USB drives on the offline vote collection systems, after being attached to an internet-connected system, is a possible avenue to compromise the offline systems.
Related Recommendations (1)
R2:
In order to protect the integrity of the count, once USB drives or other equipment have been connected to the county network, they should never be reattached to the offline vote counting systems. (F6)
F7:
While currently not being considered in Santa Cruz County, the future possibility of internet voting is a concern due to the inability to ensure the security and anonymity of the vote.
Related Recommendations (1)
R1:
The Elections Department should continue to be proactive in evaluating voting systems that are safe, efficient, and available. (F2–F5, F7)
Findings & Recommendations
6 findings
F1:
The District Attorney's Office does not currently provide an annual summary of the disposition of civil asset forfeitures.
Related Recommendations (2)
R1:
The Santa Cruz County District Attorney’s Office should include an annual summary of civil asset forfeitures on their website. (F1)
R2:
Such a report should include a chart similar to the table 2014 Civil Asset Forfeiture Process Summary above. (F1)
F2:
The Sheriff and prosecuting authorities are following the letter and spirit of the law.
F3:
The District Attorney’s Office and the Sheriff’s Office are following strict accounting procedures in managing the process.
F4:
Property due to be returned was released in a timely and fair manner.
F5:
Proper escrow procedures were followed.
F6:
There is no incentive to abuse the program to supplement salaries and benefits, since none of the retained funds are used for salaries or benefits in the Santa Cruz County Sheriff’s Office.
Findings & Recommendations
8 findings
F1:
The Grand Jury finds that the Board has violated the Brown Act on at least two occasions. These violations were due to the lack of open session discussion regarding the superintendent's contract and incomplete reporting of closed session decisions.
Related Recommendations (1)
R1:
The Board must follow the state law and their District policies by adopting practices that will inform the public of the details of their decisions and their decision process. As noted in the report the Brown act provides a baseline for public disclosure. Debating and giving reasoned explanations for their decisions in open meetings will improve public support and participation. (F1, F3, F4)
F2:
The Board chose to add the superintendent's expenses to his annual salary. While this is contrary to the spirit of the California Public Employees’ Pension Reform Act adopted in 2012, the practice is commonplace for superintendents hired before 2013.
Related Recommendations (1)
R2:
If the Board chooses to grant the Superintendent a salary raise in excess of the percentage granted to District Bargaining Units, they should announce the amount together with the Superintendent’s annual performance goals and discuss the increase in a public meeting. (F2, F3)
F3:
There is history of poor communication and mistrust of the Board and District administration by the public they serve.
Related Recommendations (7)
R1:
The Board must follow the state law and their District policies by adopting practices that will inform the public of the details of their decisions and their decision process. As noted in the report the Brown act provides a baseline for public disclosure. Debating and giving reasoned explanations for their decisions in open meetings will improve public support and participation. (F1, F3, F4)
R2:
If the Board chooses to grant the Superintendent a salary raise in excess of the percentage granted to District Bargaining Units, they should announce the amount together with the Superintendent’s annual performance goals and discuss the increase in a public meeting. (F2, F3)
R4:
Soquel Union Elementary School District should make available on their website an easily filed complaint form with guidelines. (F3, F4)
R5:
The Board should include a summary of complaint topics received since their last meeting in the meeting minutes. All complaint topics should be summarized, including Williams Uniform Complaint Procedure, Uniform Complaint Process, Freedom Of Information Act, email, etc. (F3, F4)
R6:
The District administration should provide accounting reports to the HSCs in accordance with mutually agreed content and frequency. (F3, F6, F7)
R7:
The Board should include public recognition, recorded in meeting minutes, of all financial contributions from HSCs and other contributors of funds to the District. (F3, F6)
R8:
At the beginning of each school year and after consulting with the school principal, a proposed budget should be prepared by each HSC outlining the plans for donations in excess of $500. The plan should be submitted to the District for final approval. (F3, F6, F7)
F4:
The lack of an adequate, posted complaint procedure and problem resolution process contributes to the mistrust of the District and Board.
Related Recommendations (3)
R1:
The Board must follow the state law and their District policies by adopting practices that will inform the public of the details of their decisions and their decision process. As noted in the report the Brown act provides a baseline for public disclosure. Debating and giving reasoned explanations for their decisions in open meetings will improve public support and participation. (F1, F3, F4)
R4:
Soquel Union Elementary School District should make available on their website an easily filed complaint form with guidelines. (F3, F4)
R5:
The Board should include a summary of complaint topics received since their last meeting in the meeting minutes. All complaint topics should be summarized, including Williams Uniform Complaint Procedure, Uniform Complaint Process, Freedom Of Information Act, email, etc. (F3, F4)
F5:
The Board has failed to adequately develop and report performance standards for the superintendent.
Related Recommendations (1)
R3:
The Board should include in the Superintendent’s performance standard a goal of reaching an agreement between the District and the HSCs that specifies accounting report content and frequency. (F5, F7)
F6:
Although HSC contributions are a significant part of the discretionary budget for schools in the District, they are not well managed and they do not receive adequate public recognition.
Related Recommendations (3)
R6:
The District administration should provide accounting reports to the HSCs in accordance with mutually agreed content and frequency. (F3, F6, F7)
R7:
The Board should include public recognition, recorded in meeting minutes, of all financial contributions from HSCs and other contributors of funds to the District. (F3, F6)
R8:
At the beginning of each school year and after consulting with the school principal, a proposed budget should be prepared by each HSC outlining the plans for donations in excess of $500. The plan should be submitted to the District for final approval. (F3, F6, F7)
F7:
There is no policy in place to reconcile HSC donations with District expenditures. The proposed contract policy between the District and contributors of donations in excess of $500 is intended to address this issue.
Related Recommendations (3)
R3:
The Board should include in the Superintendent’s performance standard a goal of reaching an agreement between the District and the HSCs that specifies accounting report content and frequency. (F5, F7)
R6:
The District administration should provide accounting reports to the HSCs in accordance with mutually agreed content and frequency. (F3, F6, F7)
R8:
At the beginning of each school year and after consulting with the school principal, a proposed budget should be prepared by each HSC outlining the plans for donations in excess of $500. The plan should be submitted to the District for final approval. (F3, F6, F7)
F8:
Because HSC contributions for teacher supplies are combined with contributions from other sources, accounting to individual donors for each teacher's expenses is impractical.
Related Recommendations (1)
R9:
The District should assume all responsibility for funding and managing teacher supply accounts and/or define a clear donation policy for contributions to teacher accounts. (F8)
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Findings & Recommendations
1 findings
F1:
The public has not received a clear, understandable accounting of the County of Santa Cruz’s total annual retirement costs and obligations in a single summary document.
Related Recommendations (1)
R1:
The Board of Supervisors should direct the County Administrative Office to provide an annual summary of all retirement costs and obligations starting in FY 2016/17.
Additional Recommendations
1
Not linked to specific findings.
R2:
The annual summary of the total retirement costs and obligations should be identified in the county budget in clear and understandable language.