Santa Cruz County Grand Jury
2022-2023
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 (20)
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Findings & Recommendations
14 findings
F1:
The chronic understaffing in the Behavioral Health Division (BHD) and their contractors is negatively impacting the department’s ability to meet goals and to provide services in a timely and effective manner.
Related Recommendations (3)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R4:
The County Personnel Department should develop connections and internships with nearby universities that have Psychology and Social Work programs to groom a clinical workforce. A plan for this should be completed by the end of 2023. (F1, F2) Recommendations about the Crisis Stabilization Program
F2:
The County Personnel Department has been slow to respond to the chronic understaffing in the Behavioral Health Division. It has not put measures into place to speed up the hiring process or to create competitive salaries and incentives for the non-medical personnel who staff the BHD positions. Nor have they created connections with nearby universities to groom a clinical workforce. This causes unnecessary delays in hiring mental health professionals.
Related Recommendations (4)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R3:
The County Personnel Department should institute an annual competitive analysis for all open BHD positions that includes consideration of the extraordinarily high cost of living in Santa Cruz, benefits and incentives. This should be completed by the end of 2023. (F2, F3)
R4:
The County Personnel Department should develop connections and internships with nearby universities that have Psychology and Social Work programs to groom a clinical workforce. A plan for this should be completed by the end of 2023. (F1, F2) Recommendations about the Crisis Stabilization Program
F3:
Both the Personnel Department and the Behavioral Health Division do not have enough analysts to allow an adequate review of their programs and systems, including analyzing the County’s hiring process. This makes it difficult for them to improve services. Findings about the Crisis Stabilization Program
Related Recommendations (2)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R3:
The County Personnel Department should institute an annual competitive analysis for all open BHD positions that includes consideration of the extraordinarily high cost of living in Santa Cruz, benefits and incentives. This should be completed by the end of 2023. (F2, F3)
F4:
The Crisis Stabilization Program (CSP) has been diverting patients experiencing a mental health crisis to hospital emergency departments too frequently, delaying diagnosis, delaying treatment, and placing an extra burden on the emergency departments, which are already overcrowded. The emergency departments then become responsible for finding an inpatient facility for patients who cannot be safely discharged to outpatient care, which further stretches limited resources.
F5:
The limited hours that the Mobile Emergency Response Team and Mobile Emergency Response Team for Youth operate interfere with a timely assessment of patients in a mental health crisis, negatively impacting patient care. Diagnosing the Crisis in Behavioral Health published June 12, 2023 2022–2023 Consolidated Final Report 131
Related Recommendations (1)
R5:
To eliminate the frequent offloading of the Behavioral Health Division (BHD) clients to local hospital emergency departments, the Board of Supervisors and BHD should evaluate ways to increase the number of Crisis Stabilization Program chairs and psychiatric beds available, which may include planning for another adult Psychiatric Healthcare Facility. This evaluation and planning process should be completed by the end of 2023. (F5, F7)
F6:
An inadequate number of beds at the Psychiatric Healthcare Facility (PHF) results in the practice of sending patients out of county, which negatively impacts the patient’s care, and is expensive for the Behavioral Health Division.
Related Recommendations (1)
R6:
The Behavioral Health Division should improve the services provided by the Mobile Emergency Response Team and the Mobile Emergency Response Team for Youth by improving staffing and expanding coverage to 24/7. This should be completed by the end of 2023. (F6)
F7:
The County plans to close the current Crisis Stabilization Program (CSP) to patients under 18 after June 30, 2023, and the new CSP/PHF in Live Oak will not be open until late 2024 or early 2025 compromising crisis care to minors for 18 months or more. Finding about High Cost Beneficiaries
Related Recommendations (1)
R5:
To eliminate the frequent offloading of the Behavioral Health Division (BHD) clients to local hospital emergency departments, the Board of Supervisors and BHD should evaluate ways to increase the number of Crisis Stabilization Program chairs and psychiatric beds available, which may include planning for another adult Psychiatric Healthcare Facility. This evaluation and planning process should be completed by the end of 2023. (F5, F7)
F8:
The large number of high cost beneficiaries results in additional demands on an already overloaded behavioral health system. Finding about the new Watsonville facility
Related Recommendations (4)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R7:
The Behavioral Health Division should ensure that there is a smooth transition plan and back up plan for the treatment of children and youths from the current Crisis Stabilization Program to the planned new facility in Live Oak other than diverting them to emergency departments. This should be completed by September 30, 2023. (F8) Diagnosing the Crisis in Behavioral Health published June 12, 2023 2022–2023 Consolidated Final Report 133 Recommendation about Step-Down, Homelessness, and Jail Inmates
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
R9:
The City of Scotts Valley should verify that their commitment to redesign their website to afford transparency, accessibility, and ease of use to all stakeholders has been completed by October 31, 2023. (F8) Voter Data
F9:
Data security is an important issue, including the security of voter registration data and it is unknown if measures have been taken in this area.
Related Recommendations (1)
R10:
The Santa Cruz County Clerk should outline steps that have been taken to make voter registration data more secure by September 30, 2023. (F9)
F10:
The lack of step-down care for patients completing both inpatient and outpatient treatment often results in patients relapsing and needing retreatment, which is bad for the patient and increases costs for the Behavioral Health Division.
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F11:
The high rate of homelessness and Substance Use Disorder in the County results in the Behavioral Health Division’s clients that are especially demanding and difficult to treat.
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F12:
The Behavioral Health Division is insufficiently funded and staffed to provide adequate step-down care for their patients, many of whom are homeless, and/or recently released from jail, and thus have a need for support. Findings about services to Latino/as
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F13:
Outreach to the Latino/a community is insufficient because of the lack of bilingual and bicultural staff contributing to disproportionate underutilization of mental health services within the Latino/a community.
F14:
The current pay differential for bilingual staff is insufficient to attract and retain suitably qualified staff making adequate outreach to the Latino/a community difficult. Diagnosing the Crisis in Behavioral Health published June 12, 2023 132 Santa Cruz County Civil Grand Jury
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Findings & Recommendations
2 findings
F1:
,F9 – F13 R6 – R10 City Council August 31, 2023 Watsonville 90 Days
F13:
R17 Economic Development August 31, 2023 Director, Scotts Valley F1, 90 Days
Related Recommendations (1)
R19:
By the end of 2023 the City of Watsonville should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13)
Additional Recommendations
4
Not linked to specific findings.
R1:
– R5 City Council F13 August 31, 2023 Santa Cruz 90 Days
R6:
– R10 Community Development F9 – F13 August 31, 2023 Director, Watsonville F1, F12, 90 Days
R11:
– R15 Board of Supervisors F13 August 31, 2023 Capitola F1, F4 – F8, F12, 90 Days
R16:
– R18 Community Development F13 August 31, 2023 Director, Santa Cruz 90 Days
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Findings & Recommendations
6 findings
F1:
Funds are focused on improving conditions of well-being for community members experiencing the greatest challenges and barriers in the County.
F2:
A hybrid approach is administered to support both broad-based service programs and smaller “Targeted Impact” models.
F3:
There is good diversity of eligible applicants: Non-profit 501(c)(3) agencies, federally recognized tribal entities, and public education agencies.
F4:
The program is well coordinated, with County and City staff partnering to review and award for all tiers. The City focused their funding on programs serving primarily City residents.
F5:
A clear outline of the RFP is available to the applicants, with an understanding of the awards process and the tier level they fall under.
F6:
The County and City provides a comprehensive review of the process which allows the applicants an opportunity to ask questions of clarity if needed. Commendations C1. The CORE program is commended for being unbiased. Applicants for Small, Medium, and Large tiers are asked to select an “equity dimension” (i.e., race, ethnicity, age, gender, sexual orientation, etc.) that best describes how equity is defined in the proposed project or program. Since the Targeted Impact tier is focused on racial equity, a question is included in that specific application on any additional equity dimensions the proposal will address. It is not required to focus on an additional dimension, and it will not be scored. This aspect provides a very even playing field for all applicants applying and there is no room for any bias in the process. C2. The CORE program is commended for accommodating applicants of diverse size equitably. All applicants are encouraged to be as specific as possible when articulating their activities, populations served, and program outcomes. Details on activities (strategies) are relevant in the Small tier while higher tier applications are to emphasize outcomes. This allows inclusion no matter what size your organization and focuses on the central objective of helping the broader community with the most impactful services. C3. Since funding is awarded at the same amount for each year of the 3-year grant term, applicants are able to consider how this may impact the services throughout the 3-year term. CORE does a good job of ensuring that the services being funded remain intact and the impacted communities receive the needed support throughout the duration of the funded programs. We could not find any evidence of mishandling of the funds or programs being removed within this 3-year period. CORE published May 18, 2023 2022–2023 Consolidated Final Report 7 Invited Responses Respond Within/ Respondent Findings Recommendations Respond By Director of Human Services 90 Days
Additional Recommendations
4
Not linked to specific findings.
R1:
The County of Santa Cruz California Proposed 2022-23 Budget. March 29, 2022. “Proposed Budget in Brief.” Accessed April 24, 2023. https://www.co.santa-cruz.ca.us/portals/27/county/budget/pdf/Proposed%20Budg et%20in%20Brief_05030745.pdf
R2:
County and City of Santa Cruz. February 4, 2022. “Request for Proposal.” Accessed April 24, 2023. https://www.co.santa-cruz.ca.us/Portals/0/County/GSD/Purchasing/Solicitations/ HSD1-2021%20CORE%20Investments%20RFP.pdf
R3:
Santa Cruz County Data Share. Accessed April 24, 2023. https://www.corescc.org/about-us
R4:
Santa Cruz County Data Share. Accessed April 24, 2023. https://static1.squarespace.com/static/619279f72531c218d085aee6/t/63f7ef8c3b 2d295e3044c389/1677193225008/CORE+Conditions+Bilingual Site Visits Human Services Department, County of Santa Cruz County of Santa Cruz Health Services Agency Human Services Department Archives CORE published May 18, 2023 10 Santa Cruz County Civil Grand Jury [This page intentionally left blank.]
Findings & Recommendations
10 findings
F1:
Permanent mandatory overtime for Corrections Officers has a negative effect on them that leads to high turnover, and the need to hire more COs and train them, which is inefficient and demoralizing for the Sheriff’s Office.
Related Recommendations (1)
R1:
In the next budget cycle the Board of Supervisors should allocate more funding to the Sheriff’s Office to be used to increase Correctional Officer pay, and/or give out increased hiring or retention bonuses as the Sheriff’s Office determines. (F1)
F2:
Overcrowding at the Main Jail would be alleviated if the Blaine Street Women’s Jail and the second unit at Rountree could be reopened.
Related Recommendations (2)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F3:
Keeping women who do not need to be in a high security facility in the Main Jail is clearly detrimental to their mental health, and to their chances of staying out of jail once released. Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
Related Recommendations (1)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
F4:
Reopening Blaine Street and the second unit at Rountree would give the Sheriff’s Office much more scope to balance the jail population between the three facilities, and would allow some inmates from the Main Jail to move to Rountree and take advantage of the programming available there.
Related Recommendations (3)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F5:
Lack of programming at the Main Jail is bad for inmate welfare, both their mental health while on the inside, and their ability to stay out of the criminal justice system once released.
Related Recommendations (1)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F6:
Programs such as those run by the Public Defender’s Office and CAFES that reduce recidivism are effective because they give former inmates the mental health and/or substance abuse treatments they need, as well as case management and supportive housing.
Related Recommendations (2)
R4:
Programming at the Main Jail, both that intended to stimulate and entertain inmates, and that intended to provide them with skills for life on the outside, should be restarted as soon as practical and as Covid restrictions allow. (F6)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F7:
Lack of continuing care for released inmates, most especially those with mental illness, SUD and/or who will be homeless after release, significantly contributes to recidivism, which then contributes to the need for a new jail.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F8:
Some continuing care does exist, but is massively underfunded, especially for former inmates who need supportive housing.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F9:
The Main Jail is old, has been overcrowded, and does not meet current requirements for incarceration.
Related Recommendations (3)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F10:
The Main Jail might be adequate for incarcerating inmates who need to be in a high security facility, providing it can be renovated to meet current incarceration requirements for a much reduced population.
Related Recommendations (1)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
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Findings & Recommendations
14 findings
F1:
While all city and county planning departments have demonstrated a good understanding of the new State housing laws and the need to facilitate more housing, the failure to do so in a timely manner has served to further decrease the availability of housing and further increase the need and cost of more housing.
F2:
With the planned growth of UCSC to 28,000 students, the potential demand for off campus housing for students, faculty and staff has the potential to make the affordable housing problem even worse.
Related Recommendations (2)
R14:
By the end of 2023, the County of Santa Cruz should demonstrate progress in working collaboratively with UCSC to develop housing sites that are affordable for UCSC students and essential workers. (F2)
R18:
By the end of 2023, the City of Santa Cruz should demonstrate progress in working collaboratively with UCSC to develop housing sites that are affordable for UCSC students and essential workers. (F2) City of Watsonville:
F3:
The County of Santa Cruz has identified several sites for higher density housing, identified sites along transportation corridors for housing and changed zoning laws to allow more mixed use developments, however in the past several years, few low income homes have been built or approved.
Related Recommendations (1)
R13:
By the end of 2023, the County of Santa Cruz should demonstrate a plan to work with other county municipalities as well as other for profit and non-profit agencies to develop low income housing for workers in the county, (particularly on properties such as the old drive-in theater acreage which is adjacent to transportation corridors. (F3, F6)
F4:
Capitola has made little progress towards achieving housing goals, particularly for low income housing. Although the City identified sites for mixed use developments, they have made little progress towards developing those sites.
Related Recommendations (2)
R1:
By the end of 2023 the City of Capitola should identify enough parcels of land, zoned appropriately, to meet the new RHNA housing allocations for all income levels, especially low income housing. (F4 – F6, F8)
R2:
By the end of 2023 the City of Capitola should show significant progress towards planning and facilitating the construction of mixed use businesses and housing on identified parcels of land in the City. (F4, F6 – F8)
F5:
Capitola has focused primarily on streamlining the construction of ADUs as a means to increase housing. However, there is little evidence that ADUs are prioritized for rental to local workers, and there is little chance that ADUs alone can meet the housing needs for the 6th Cycle Housing Element.
Related Recommendations (1)
R1:
By the end of 2023 the City of Capitola should identify enough parcels of land, zoned appropriately, to meet the new RHNA housing allocations for all income levels, especially low income housing. (F4 – F6, F8)
F6:
Capitola and the County of Santa Cruz need to work together to facilitate significant housing in the mid-county area where a large percentage of jobs are located.
Related Recommendations (5)
R1:
By the end of 2023 the City of Capitola should identify enough parcels of land, zoned appropriately, to meet the new RHNA housing allocations for all income levels, especially low income housing. (F4 – F6, F8)
R2:
By the end of 2023 the City of Capitola should show significant progress towards planning and facilitating the construction of mixed use businesses and housing on identified parcels of land in the City. (F4, F6 – F8)
R3:
By the end of 2023, the City of Capitola should demonstrate a plan to work with the County of Santa Cruz as well as other for profit and non-profit agencies to develop housing close to transportation corridors along Hwy 1 and 41st Avenue. (F6, F7, F13)
R11:
By the end of 2023 the County of Santa Cruz should demonstrate progress towards identifying sites and planning for increased housing along the transportation corridors in mid-county. (F6)
R13:
By the end of 2023, the County of Santa Cruz should demonstrate a plan to work with other county municipalities as well as other for profit and non-profit agencies to develop low income housing for workers in the county, (particularly on properties such as the old drive-in theater acreage which is adjacent to transportation corridors. (F3, F6)
F7:
The City of Capitola has made little progress towards facilitating the development of the Capitola Mall as a mixed use project which could accommodate both business and housing.
Related Recommendations (2)
R2:
By the end of 2023 the City of Capitola should show significant progress towards planning and facilitating the construction of mixed use businesses and housing on identified parcels of land in the City. (F4, F6 – F8)
R3:
By the end of 2023, the City of Capitola should demonstrate a plan to work with the County of Santa Cruz as well as other for profit and non-profit agencies to develop housing close to transportation corridors along Hwy 1 and 41st Avenue. (F6, F7, F13)
F8:
The City of Capitola claims to have significantly fewer resources to attract housing planners and builders than do the bigger municipalities of Santa Cruz, Watsonville and the County of Santa Cruz, but that does not mean the City should be exempt from the need to construct housing for local low income workers.
Related Recommendations (2)
R1:
By the end of 2023 the City of Capitola should identify enough parcels of land, zoned appropriately, to meet the new RHNA housing allocations for all income levels, especially low income housing. (F4 – F6, F8)
R2:
By the end of 2023 the City of Capitola should show significant progress towards planning and facilitating the construction of mixed use businesses and housing on identified parcels of land in the City. (F4, F6 – F8)
F9:
The City of Scotts Valley has facilitated the building of market rate housing in recent years, but has made little effort to develop housing for low income workers. Housing Our Workers published June 2, 2023 2022–2023 Consolidated Final Report 75
Related Recommendations (2)
R6:
By the end of 2023 the City of Scotts Valley should identify enough parcels of land, zoned appropriately, to meet the new RHNA housing allocations for all income levels, especially low income housing. (F9) Housing Our Workers published June 2, 2023 76 Santa Cruz County Civil Grand Jury
R8:
By the end of 2023, the City of Scotts Valley should demonstrate a plan to work with other county municipalities as well as other for profit and non-profit agencies to develop low income housing for workers in the City. (F9 – F11)
F10:
The City of Scotts Valley has made little progress towards developing the Town Square project which could accommodate both business and housing.
Related Recommendations (2)
R7:
By the end of 2023, the City of Scotts Valley should show significant progress towards planning and facilitating the construction of mixed use businesses and housing on identified parcels of land in the City. (F10)
R8:
By the end of 2023, the City of Scotts Valley should demonstrate a plan to work with other county municipalities as well as other for profit and non-profit agencies to develop low income housing for workers in the City. (F9 – F11)
F11:
The City of Scotts Valley claims to have significantly fewer resources to attract housing planners and builders than do the bigger municipalities of Santa Cruz, Watsonville and the County of Santa Cruz, but that does not mean the City should be exempt from the need to construct housing for local low income workers.
Related Recommendations (1)
R8:
By the end of 2023, the City of Scotts Valley should demonstrate a plan to work with other county municipalities as well as other for profit and non-profit agencies to develop low income housing for workers in the City. (F9 – F11)
F12:
While all local municipalities have voiced support for prioritizing housing for local workers, only some of them have clear local preference guidelines that give some priority to local workers. Without clear guidelines and incentives, new housing is more likely to be purchased by those who do not live and work here.
Related Recommendations (5)
R4:
By the end of 2023 the City of Capitola should develop clear, measureable guidelines to ensure that local preference is given to local workers in the construction of ADUs as well as low income housing. (F12)
R9:
By the end of 2023 the City of Scotts Valley should develop clear, measureable guidelines to ensure that local preference is given to local workers in the construction of low income housing. (F12)
R12:
By the end of 2023 the County of Santa Cruz should develop clear, measureable guidelines to ensure that local preference is given to local workers in the construction of low income housing. (F12)
R17:
By the end of 2023, the City of Santa Cruz should develop clear, measureable guidelines to ensure that preference is given to local workers in the construction of low income housing. (F12) Housing Our Workers published June 2, 2023 2022–2023 Consolidated Final Report 77
R20:
By the end of 2023, the City of Watsonville should develop clear, measureable guidelines to ensure that local preference is given to local workers in the construction of low income housing. (F12)
F13:
All municipalities are trying to identify and facilitate the building of housing projects, but most of that is done independently of the other municipalities or with outside partners. Since workforce housing and transportation gridlock is a county-wide problem, all county municipalities need to work more closely together and with property owners to develop housing solutions.
Related Recommendations (6)
R3:
By the end of 2023, the City of Capitola should demonstrate a plan to work with the County of Santa Cruz as well as other for profit and non-profit agencies to develop housing close to transportation corridors along Hwy 1 and 41st Avenue. (F6, F7, F13)
R5:
By the end of 2023 the City of Capitola should demonstrate that they have reestablished regular meetings of a workgroup or entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13) City of Scotts Valley:
R10:
By the end of 2023 the City of Scotts Valley should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13) County of Santa Cruz:
R15:
By the end of 2023 the County of Santa Cruz should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13) City of Santa Cruz
R16:
By the end of 2023 the City of Santa Cruz should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13)
R19:
By the end of 2023 the City of Watsonville should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13)
F21:
If underutilized parcels of land throughout Santa Cruz County were identified, such as the area near Coral Street in Santa Cruz and the parcel adjacent to the County Mental Health Building in Watsonville, these parcels could potentially be used to increase the number of beds and services to support the homeless. Key 2020 Recommendations:
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Findings & Recommendations
7 findings
F1:
Understaffing over a long period of time in the Code Compliance Department means that Code Compliance Investigators are unable to complete cases in a timely manner, causing a huge backlog of cases some of which are up to 40 years old.
Related Recommendations (3)
R1:
The Planning Department should fill vacant code compliance positions by the end of the calendar year 2023. (F1)
R2:
The Personnel Department should reclassify the job description and requirements for the Code Compliance Supervisor to allow the de-facto supervisor to become the department supervisor by the end of this calendar year 2023. (F1)
R3:
The Planning Department should, by the end of 2023, determine what steps and staff are needed to close out the backlog of code compliance cases within a two year time frame. (Consider including the County Auditing Department to assist with this process.) (F1) Code Compliance Division – Out of Compliance published June 23, 2023 2022–2023 Consolidated Final Report 175
F2:
The Code Compliance Department and the Planning Department do not routinely revise and update their departmental procedures and policies, which leads to lack of accountability to the public and inconsistent implementation and interpretation of findings in investigations.
Related Recommendations (3)
R4:
The policies and procedures manuals for the Planning Department and Code Compliance Department should be completely reviewed, updated as prescribed in the policy and procedures manual, and digitized. Each section should be dated, and all future revisions should include date markings for any changes. This process should be completed by the end of 2023. (F2)
R7:
The Code Compliance Department should institute monthly staff meetings by October 1, 2023. Meetings should include relevant educational materials, data regarding monthly activity, new challenges such as policy changes, and resolution of or issues regarding active complaints about the department. (F2)
R8:
The Code Compliance Department should formalize training and staff development requirements of Code Compliance Investigators through CACEO, use staff meetings to encourage cross training and continuing education, document staff development in employee files, and formalize it in the employee evaluation protocol by October 1, 2023. (F2)
F3:
The Code Compliance Department of the Planning Department does not have quality assurance systems in place to evaluate their own performance and effectiveness, which contributes to lack of accountability and lack of credibility and public confidence.
Related Recommendations (2)
R5:
The Code Compliance Department should create a log system that ensures that all Planning Department and Code Compliance desk interactions, phone calls, emails, text messages,complaints, and any other interactions with the public are entered into a searchable database by the end of 2023. (F3)
R6:
Data regarding public complaints about Code Compliance Investigators actions should be discussed at staff meetings. Data collected by the log system should be reviewed by Code Compliance Department management no less than quarterly. This should be instituted by October 1, 2023. (F3)
F4:
At the present time the Planning Department has limited access for the public. It is frustrating to the public to be unable to readily communicate with the staff required to assist in dealings with building, planning, and code compliance matters.
Related Recommendations (2)
R9:
The Planning Department should increase the hours that are open to the public and enforce their 24 hour policy of returning phone calls from the public by the end of 2023 (F4)
R10:
The Code Compliance Department should add recommended time frames for the Flow Chart described in the policy and procedure manual by the end of 2023. (F4)
F5:
There is a persistent public perception of inconsistent interpretation of code. The building and other various codes are complex and difficult to understand. When misinformation is communicated and portions of projects must be redone, it leads to time and money loss as well as frustration.
F6:
The Conflict of Interest policy does not include conflicts regarding family, friends, or prior relationships of a personal nature. This omission, and the optics in some situations, lead to misunderstanding and mistrust between the public and the Code Compliance Department as well as increasing the risk of liability to the County.
Related Recommendations (1)
R11:
Conflict of Interest policy should be rewritten to include relationships of a personal nature by the end of 2023. Use the counties of Mendocino and San Bernardino policies as a reference. (F6)
F7:
The Planning Department is by its nature supposed to be a customer-focused department, yet it operates in ways that discourage communications, undermining the public’s trust in the department.
Related Recommendations (1)
R12:
The Board of Supervisors and Community Development and Infrastructure Department Management should focus on the organizational culture within the planning department and refocus the culture in a way that fosters public trust. (F7) Code Compliance Division – Out of Compliance published June 23, 2023 176 Santa Cruz County Civil Grand Jury
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Findings & Recommendations
23 findings
F1:
Santa Cruz County does not have a Cybersecurity Plan, and the absence of a current plan that defines security policies, procedures, and controls required to protect its networks and devices increases the risk of vulnerabilities.
Related Recommendations (1)
R1:
Santa Cruz County should prepare and implement a Cybersecurity Plan by the end of 2023, ensuring that city officials and all staff are well aware of the plan details, their responsibilities, and associated policies. (F1)
F2:
Santa Cruz County does not have a sufficiently detailed Incident Response Plan, indicating they would not be prepared to respond rapidly and effectively in the event of a cyber incident.
Related Recommendations (1)
R2:
By the end of 2023, the county should revise and expand its Incident Response Plan to clearly delineate the steps it will take in response to a cyber attack, the responsibilities of identified officials, and the coordination required with state and federal officials for each type and level of cyber attack. A detailed plan is a requirement for continuity of county operations in a cyber incident. (F2)
F3:
Santa Cruz County participates in multiple information sharing groups at regional and state levels, although it has only minimal interaction with the cities across Santa Cruz County, degrading their ability to fully understand regional vulnerabilities.
Related Recommendations (1)
R3:
The County’s information sharing efforts should be expanded to ensure fulsome information sharing across all government entities in the county, specifically Santa Cruz, Watsonville, Scotts Valley, and Capitola, by the end of 2023. A simple schedule of monthly meetings would permit regular sharing of possible threats, TTPs seen across the county, and information learned from outside organizations such as the Cal-CSIC. (F3) Cyber Threat Preparedness published May 18, 2023 22 Santa Cruz County Civil Grand Jury
F4:
The City of Santa Cruz seems to have an adequate IT Department structure; however, in late 2022, 40 percent of its positions remained vacant, leaving them inadequately staffed to mitigate and respond to cyber attacks.
Related Recommendations (1)
R4:
The City of Santa Cruz should prioritize filling its vacant IT department positions by Fall 2023. The IT Department and the Human Resources (HR) Department should revise its position requirements, compensation packages, and recruiting priorities to enable the City to attract qualified personnel to these positions. (F4)
F5:
Inadequate staffing and high attrition has led to overworked staff and raises the risk of cyber vulnerabilities across its networks.
Related Recommendations (1)
R5:
By Fall 2023, Santa Cruz should identify and implement creative approaches to hiring and retention so they can maintain a fully staffed IT Department despite the competition with surrounding counties. The City should investigate potential partnerships with one or more of the 18 California colleges and universities with National Centers of Academic Excellence in Cybersecurity. (F5)
F6:
The City does not have an individual dedicated as the lead for cyber security, which could lead to inadequate preparation for and response to a cyber attack.
Related Recommendations (1)
R6:
By Fall 2023, the City of Santa Cruz should assign one individual responsible for cybersecurity. Adoption of a managed service provider arrangement will boost its security posture, although it does not eliminate the need for a dedicated security lead within the City’s IT Department. (F6)
F7:
The City of Santa Cruz does not have a Cybersecurity Policy, suggesting that preparations to mitigate a cyber attack are inadequate and not widely shared.
Related Recommendations (1)
R7:
By the end of 2023 or sooner, the City of Santa Cruz should develop and implement a Cybersecurity Plan that encompasses all aspects of information security. (F7)
F8:
The City of Santa Cruz does not have an Incident Response Plan, and this absence indicates that the City will be challenged in responding to a cyber attack, especially a ransomware attack.
Related Recommendations (1)
R8:
By the end of 2023 or sooner, the City should complete an Incident Response Plan with sufficient detail for city officials to use as a step-by-step guide in the event of a cyber incident. (F8) Cyber Threat Preparedness published May 18, 2023 2022–2023 Consolidated Final Report 23
F9:
Santa Cruz participates in some information sharing organizations such as the California Municipal Information Services Association (MISAC), yet it has minimal collaboration within the county and the other cities, forfeiting opportunities to share best practices and understand threats.
Related Recommendations (1)
R9:
Once the IT Department has adequate staffing and by the end of 2023, it should expand its participation in local and state information sharing groups to maintain current knowledge of the threat environment and emerging technologies. (F9)
F10:
After recently expanding its IT Department, the City of Watsonville has improved its IT functions although it does not yet allocate sufficient resources to cybersecurity.
Related Recommendations (1)
R10:
Watsonville should conduct an evaluation of its recently expanded IT Department, critical IT upgrades, and the status of cybersecurity measures by the end of 2023. Based on this assessment, the City should allocate existing or newly identified resources to ensure cybersecurity is adequately addressed going forward. (F10)
F11:
The City does not have an individual whose primary responsibility is cybersecurity for the city networks, leaving cybersecurity oversight to the IT Director–along with a multitude of other IT responsibilities–and lowering the priority for cybersecurity measures.
Related Recommendations (1)
R11:
Given the size of Watsonville, the City should have a dedicated position for cybersecurity by the end of 2023, to ensure adherence to best practices, mitigation of potential threats, and education of city staff and leadership. (F11)
F12:
Watsonville does not have a Cybersecurity Plan that defines security policies, procedures, and controls required to protect its networks and devices, a situation that increases the risks of vulnerabilities.
Related Recommendations (1)
R12:
By early 2024 or sooner, Watsonville should prepare and implement a Cybersecurity Plan that addresses all of the best practices for strong cyber hygiene. (F12)
F13:
Watsonville does not have an Incident Response Plan that provides detailed information on how to respond to an attack, suggesting the City would not be able to respond rapidly and effectively to a cyber attack.
Related Recommendations (1)
R13:
By early 2024 or sooner, Watsonville should prepare and implement an Incident Response Plan with sufficient detail to serve as a guide in the event of a cyber attack. (F13)
F14:
Watsonville participates in some regional information sharing forums, but it does not have the resources to expand its participation or tap into state-level information sharing, thus forfeiting valuable best practices and cyber threat information.
Related Recommendations (1)
R14:
Upon completion of IT structural upgrades and a higher level of cyber maturity, and by the end of 2023, Watsonville should participate in local, regional, and state information sharing initiatives. (F14) Cyber Threat Preparedness published May 18, 2023 24 Santa Cruz County Civil Grand Jury
F15:
Although Scotts Valley’s managed service provider is very knowledgeable and capable of providing cybersecurity services, there is no single city official with cybersecurity oversight, potentially leading to a poor understanding of the threats and an inadequate response to a cyber attack.
Related Recommendations (1)
R15:
By mid-2023, Scotts Valley should assign a city official as the lead for cybersecurity for the city. This individual should oversee the contractor’s performance in cybersecurity and ensure city leaders are well informed on emerging threats, cybersecurity challenges, and information provided from regional and state entities. (F15)
F16:
Scotts Valley does not have a current Cybersecurity Plan that defines security policies, procedures, and controls required to protect its networks and devices, potentially increasing the risks of vulnerabilities.
Related Recommendations (1)
R16:
Working with its IT contractor, by Fall 2023, Scotts Valley should write and implement a Cybersecurity Plan that is shared with all city officials to demonstrate comprehensive security measures and executive-level cyber threat awareness. (F16)
F17:
Scotts Valley does not have a current Incident Response Plan, which could exacerbate the effects of a cyber incident such as increase the time a network is unavailable or raise the potential financial costs of a resolution.
Related Recommendations (1)
R17:
By Fall 2023, Scotts Valley should write an Incident Response Plan that clearly delineates the steps it will take in response to a cyber attack, the responsibilities of identified officials, and the coordination required with state and federal officials for each type and level of cyber attack. (F17)
F18:
Scotts Valley does not participate in any cybersecurity information sharing groups to enhance best practices, rather they depend on their contractor to stay informed, which makes the City last to know of critical cyber threats.
Related Recommendations (1)
R18:
Scotts Valley should participate in local, regional, and state cybersecurity organizations for information sharing by the end of 2023. (F18)
F19:
With one individual responsible for IT services, Capitola does not allocate sufficient resources to cybersecurity, a status that could lead to poor cyber knowledge and unnecessary vulnerabilities.
Related Recommendations (2)
R19:
By Fall 2023, Capitola should hire a full-time IT Director to replace the IT Director who departed in mid-2022. The IT Director should oversee and expand IT services, including those of the consulting company, and lead cybersecurity initiatives. (F19)
R24:
By mid-2023, Capitola city management should raise the priority it assigns to cybersecurity and demonstrate a recognition of their role in ensuring the security of the City’s information networks.(F19–F23)
F20:
The City of Capitola does not have a robust cybersecurity training program, nor does it conduct phishing tests or routinely remind employees to adhere to cybersecurity measures during potential periods of increased threats. Cyber Threat Preparedness published May 18, 2023 2022–2023 Consolidated Final Report 25
Related Recommendations (2)
R20:
The City should develop a more robust cybersecurity training and phishing testing program for all employees by Fall 2023 or earlier. (F20)
R24:
By mid-2023, Capitola city management should raise the priority it assigns to cybersecurity and demonstrate a recognition of their role in ensuring the security of the City’s information networks.(F19–F23)
F21:
The City of Capitola does not have a Cybersecurity Plan to address cybersecurity measures city wide, suggesting the city is not adequately mitigating the potential impact of cyber incidents.
Related Recommendations (2)
R21:
Capitola should establish and implement a Cybersecurity Plan by the end of 2023. Several resources exist to provide a foundation or templates for these plans including NIST Guidelines, CISA resources, and Cal-CSIC guidance. (F21)
R24:
By mid-2023, Capitola city management should raise the priority it assigns to cybersecurity and demonstrate a recognition of their role in ensuring the security of the City’s information networks.(F19–F23)
F22:
The City of Capitola does not have an Incident Response Plan, which could exacerbate the effects of a cyber incident such as increase the time a network is unavailable or raise the potential financial costs of a resolution.
Related Recommendations (2)
R22:
By Fall 2023 Capitola should prepare an Incident Response Plan that provides detailed guidance for a city response to a cyber attack. (F22)
R24:
By mid-2023, Capitola city management should raise the priority it assigns to cybersecurity and demonstrate a recognition of their role in ensuring the security of the City’s information networks.(F19–F23)
F23:
Capitola does not participate in any cyber-focused information sharing groups, nor does it take advantage of state and federal resources designed to assist small cities with mitigating cyber attacks, thereby forfeiting opportunities to learn best practices and raise their cyber awareness.
Related Recommendations (2)
R23:
When appropriately resourced to monitor cyber threats, and by the end of 2023, Capitola should participate in regional cybersecurity information sharing groups, to gain valuable information to best protect the City. (F23)
R24:
By mid-2023, Capitola city management should raise the priority it assigns to cybersecurity and demonstrate a recognition of their role in ensuring the security of the City’s information networks.(F19–F23)
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Findings & Recommendations
14 findings
F1:
The chronic understaffing in the Behavioral Health Division (BHD) and their contractors is negatively impacting the department’s ability to meet goals and to provide services in a timely and effective manner.
Related Recommendations (3)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R4:
The County Personnel Department should develop connections and internships with nearby universities that have Psychology and Social Work programs to groom a clinical workforce. A plan for this should be completed by the end of 2023. (F1, F2) Recommendations about the Crisis Stabilization Program
F2:
The County Personnel Department has been slow to respond to the chronic understaffing in the Behavioral Health Division. It has not put measures into place to speed up the hiring process or to create competitive salaries and incentives for the non-medical personnel who staff the BHD positions. Nor have they created connections with nearby universities to groom a clinical workforce. This causes unnecessary delays in hiring mental health professionals.
Related Recommendations (4)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R3:
The County Personnel Department should institute an annual competitive analysis for all open BHD positions that includes consideration of the extraordinarily high cost of living in Santa Cruz, benefits and incentives. This should be completed by the end of 2023. (F2, F3)
R4:
The County Personnel Department should develop connections and internships with nearby universities that have Psychology and Social Work programs to groom a clinical workforce. A plan for this should be completed by the end of 2023. (F1, F2) Recommendations about the Crisis Stabilization Program
F3:
Both the Personnel Department and the Behavioral Health Division do not have enough analysts to allow an adequate review of their programs and systems, including analyzing the County’s hiring process. This makes it difficult for them to improve services. Findings about the Crisis Stabilization Program
Related Recommendations (2)
R2:
The County Personnel Department should plan to do an analysis of the hiring process for BHD positions and put measures into place to reduce the time it takes to hire by at least half. They should streamline the process and make use of up to date automated processes by the end of 2023. (F1, F2, F3)
R3:
The County Personnel Department should institute an annual competitive analysis for all open BHD positions that includes consideration of the extraordinarily high cost of living in Santa Cruz, benefits and incentives. This should be completed by the end of 2023. (F2, F3)
F4:
The Crisis Stabilization Program (CSP) has been diverting patients experiencing a mental health crisis to hospital emergency departments too frequently, delaying diagnosis, delaying treatment, and placing an extra burden on the emergency departments, which are already overcrowded. The emergency departments then become responsible for finding an inpatient facility for patients who cannot be safely discharged to outpatient care, which further stretches limited resources.
F5:
The limited hours that the Mobile Emergency Response Team and Mobile Emergency Response Team for Youth operate interfere with a timely assessment of patients in a mental health crisis, negatively impacting patient care. Diagnosing the Crisis in Behavioral Health published June 12, 2023 2022–2023 Consolidated Final Report 131
Related Recommendations (1)
R5:
To eliminate the frequent offloading of the Behavioral Health Division (BHD) clients to local hospital emergency departments, the Board of Supervisors and BHD should evaluate ways to increase the number of Crisis Stabilization Program chairs and psychiatric beds available, which may include planning for another adult Psychiatric Healthcare Facility. This evaluation and planning process should be completed by the end of 2023. (F5, F7)
F6:
An inadequate number of beds at the Psychiatric Healthcare Facility (PHF) results in the practice of sending patients out of county, which negatively impacts the patient’s care, and is expensive for the Behavioral Health Division.
Related Recommendations (1)
R6:
The Behavioral Health Division should improve the services provided by the Mobile Emergency Response Team and the Mobile Emergency Response Team for Youth by improving staffing and expanding coverage to 24/7. This should be completed by the end of 2023. (F6)
F7:
The County plans to close the current Crisis Stabilization Program (CSP) to patients under 18 after June 30, 2023, and the new CSP/PHF in Live Oak will not be open until late 2024 or early 2025 compromising crisis care to minors for 18 months or more. Finding about High Cost Beneficiaries
Related Recommendations (1)
R5:
To eliminate the frequent offloading of the Behavioral Health Division (BHD) clients to local hospital emergency departments, the Board of Supervisors and BHD should evaluate ways to increase the number of Crisis Stabilization Program chairs and psychiatric beds available, which may include planning for another adult Psychiatric Healthcare Facility. This evaluation and planning process should be completed by the end of 2023. (F5, F7)
F8:
The large number of high cost beneficiaries results in additional demands on an already overloaded behavioral health system. Finding about the new Watsonville facility
Related Recommendations (3)
R1:
Competitive salaries and hiring incentives should be put in place for all vacant Behavioral Health Division (BHD) positions that don’t already have them. The BHD should consider the salaries and hiring incentives offered by Santa Clara County as a guide - such as hiring bonuses, loan repayment, public service loan repayment, and workforce tuition.The Personnel Department must plan for increases in salary and incentives by the end of 2023 with the goal of including them in the next budget cycle. (F1, F2, F8)
R7:
The Behavioral Health Division should ensure that there is a smooth transition plan and back up plan for the treatment of children and youths from the current Crisis Stabilization Program to the planned new facility in Live Oak other than diverting them to emergency departments. This should be completed by September 30, 2023. (F8) Diagnosing the Crisis in Behavioral Health published June 12, 2023 2022–2023 Consolidated Final Report 133 Recommendation about Step-Down, Homelessness, and Jail Inmates
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F9:
The new Sí Se Puede Behavioral Health Center in Watsonville is a big step in the right direction, and will provide significantly increased service capacity, but it is still not enough. Findings about Step-Down, Homelessness, and Jail Inmates
F10:
The lack of step-down care for patients completing both inpatient and outpatient treatment often results in patients relapsing and needing retreatment, which is bad for the patient and increases costs for the Behavioral Health Division.
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F11:
The high rate of homelessness and Substance Use Disorder in the County results in the Behavioral Health Division’s clients that are especially demanding and difficult to treat.
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F12:
The Behavioral Health Division is insufficiently funded and staffed to provide adequate step-down care for their patients, many of whom are homeless, and/or recently released from jail, and thus have a need for support. Findings about services to Latino/as
Related Recommendations (1)
R8:
The Behavioral Health Division should request sufficient funding from the County to provide adequate step-down care so patients do not relapse and need yet more care. This request should be in place by the end of 2023. (F8, F10 – F12) Recommendations about Latino/a Utilization of Mental Health Services
F13:
Outreach to the Latino/a community is insufficient because of the lack of bilingual and bicultural staff contributing to disproportionate underutilization of mental health services within the Latino/a community.
Related Recommendations (2)
R9:
The Behavioral Health Division should continue to improve bilingual/bicultural outreach to the Latino/a population, including whether any language besides Spanish reaches the threshold to warrant offering the bilingual pay differential. Improvements should be in place by the end of 2023. (F13, F14)
R10:
The Behavioral Health Division should review the recruitment and retention of bilingual staff, including an increase to the current bilingual pay differential, in an effort to improve bilingual services. This should be completed by the end of 2023. (F13, F14)
F14:
The current pay differential for bilingual staff is insufficient to attract and retain suitably qualified staff making adequate outreach to the Latino/a community difficult. Diagnosing the Crisis in Behavioral Health published June 12, 2023 132 Santa Cruz County Civil Grand Jury
Related Recommendations (2)
R9:
The Behavioral Health Division should continue to improve bilingual/bicultural outreach to the Latino/a population, including whether any language besides Spanish reaches the threshold to warrant offering the bilingual pay differential. Improvements should be in place by the end of 2023. (F13, F14)
R10:
The Behavioral Health Division should review the recruitment and retention of bilingual staff, including an increase to the current bilingual pay differential, in an effort to improve bilingual services. This should be completed by the end of 2023. (F13, F14)
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Findings & Recommendations
10 findings
F1:
Permanent mandatory overtime for Corrections Officers has a negative effect on them that leads to high turnover, and the need to hire more COs and train them, which is inefficient and demoralizing for the Sheriff’s Office.
Related Recommendations (1)
R1:
In the next budget cycle the Board of Supervisors should allocate more funding to the Sheriff’s Office to be used to increase Correctional Officer pay, and/or give out increased hiring or retention bonuses as the Sheriff’s Office determines. (F1)
F2:
Overcrowding at the Main Jail would be alleviated if the Blaine Street Women’s Jail and the second unit at Rountree could be reopened.
Related Recommendations (2)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F3:
Keeping women who do not need to be in a high security facility in the Main Jail is clearly detrimental to their mental health, and to their chances of staying out of jail once released. Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
Related Recommendations (1)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
F4:
Reopening Blaine Street and the second unit at Rountree would give the Sheriff’s Office much more scope to balance the jail population between the three facilities, and would allow some inmates from the Main Jail to move to Rountree and take advantage of the programming available there.
Related Recommendations (3)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F5:
Lack of programming at the Main Jail is bad for inmate welfare, both their mental health while on the inside, and their ability to stay out of the criminal justice system once released.
Related Recommendations (1)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F6:
Programs such as those run by the Public Defender’s Office and CAFES that reduce recidivism are effective because they give former inmates the mental health and/or substance abuse treatments they need, as well as case management and supportive housing.
Related Recommendations (2)
R4:
Programming at the Main Jail, both that intended to stimulate and entertain inmates, and that intended to provide them with skills for life on the outside, should be restarted as soon as practical and as Covid restrictions allow. (F6)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F7:
Lack of continuing care for released inmates, most especially those with mental illness, SUD and/or who will be homeless after release, significantly contributes to recidivism, which then contributes to the need for a new jail.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F8:
Some continuing care does exist, but is massively underfunded, especially for former inmates who need supportive housing.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
F9:
The Main Jail is old, has been overcrowded, and does not meet current requirements for incarceration.
Related Recommendations (3)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 49
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F10:
The Main Jail might be adequate for incarcerating inmates who need to be in a high security facility, providing it can be renovated to meet current incarceration requirements for a much reduced population.
Related Recommendations (1)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
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Findings & Recommendations
8 findings
F1:
The Sheriff’s Office documenting minimal use of Amazon Ring, and informing the public of use specifically to assist with the investigation of significant crimes, assures the public this tool is not in constant use or frequently surveilling specific neighborhoods.
Related Recommendations (1)
R1:
As Ring installations become more widespread, the Sheriff’s Office should include statistics on Amazon Ring Neighbors Portal usage in its annual report to the public by March 30, 2024. (F1)
F2:
The Sheriff’s Office indicating no use of automated license plate readers updates the public with current information consistent with findings from the 2021 Criminal Justice Council Report.
Related Recommendations (2)
R2:
The Sheriff’s Office should consider using its 2024 annual Military Equipment Inventory public meeting as its forum to inform the public of intent to acquire or use any Automated License Plate Reader equipment. (F2) Surveillance State in Santa Cruz County published June 20, 2023 2022–2023 Consolidated Final Report 157
R7:
The Sheriff’s Office should consider regular public reporting on the intended acquisition and ongoing use of surveillance technologies not already publicly reported as required under state or county law. The Sheriff’s Office should consider using portions of the Military Equipment Inventory as a template for providing the public with pertinent information on any surveillance equipment proposed, or acquired through federal grants, or other funding rather than creating yet another reporting format by December 31, 2023. (F2, F4)
F3:
Conflicting information on records retention within Policy 423 (Body Worn Cameras), as well as between Policies 422 (Portable Audio/Video Recorders) and 423, creates confusion and doubt for the public, and may present lack of certainty on proper records retention and disposal for Sheriff’s Office personnel.
Related Recommendations (2)
R3:
The Sheriff’s Office Policy Manual should review and propose potential revisions specific to confusing language in Policies 422 (Portable Audio/Video Recorders) and 423 (Body Worn Cameras) by December 31, 2023. (F3)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
F4:
The Sheriff’s Office’s lack of documentation specific to the Cellebrite Mobile Device Forensics Tool leaves the public without critical information on how this tool will be used, and more importantly, when it will not be used.
Related Recommendations (3)
R4:
The Sheriff’s Office should inform the public on whether Mobile Device Forensic Tools are used for consent searches specifically, and define and announce disposal dates for non-evidentiary data by December 31, 2023. (F4)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R7:
The Sheriff’s Office should consider regular public reporting on the intended acquisition and ongoing use of surveillance technologies not already publicly reported as required under state or county law. The Sheriff’s Office should consider using portions of the Military Equipment Inventory as a template for providing the public with pertinent information on any surveillance equipment proposed, or acquired through federal grants, or other funding rather than creating yet another reporting format by December 31, 2023. (F2, F4)
F5:
The Sheriff’s Office first annual Military Equipment Inventory for the surveillance tools reviewed by the Grand Jury lacks details such as impact cost and specific linkages to Sheriff’s Office policy as required under California AB-481. This lack of detail leaves the public without clarity on aspects of cost and accountability measures.
Related Recommendations (2)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R8:
The Sheriff’s Office should review its Military Equipment Inventory to ensure compliance with AB-481. Where documentation is missing, the Sheriff’s Office should draft clarifying text either to share with the public for review, or for inclusion in the annual update by May 31, 2024. (F5)
F6:
The ability to register video surveillance on a web page created specifically for security alarm registration within Santa Cruz County may be confusing to the registered subscribers, as well as those considering adding security services to their home or business.
Related Recommendations (1)
R5:
The Sheriff’s Office may wish to recommend to the County Administration Office that clarifying language be added to the False Alarm and Administration online registration. (F6)
F7:
The Sheriff’s Office of Corrections’ lack of clear documentation specific to inmate tablet use leaves the public without critical information on how the information collected is used, how this information is retained, and more importantly, when disposal occurs for non-evidentiary records.
Related Recommendations (2)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R9:
The Sheriff’s Office of Corrections should consider a documented process for handling the inadvertent recording of privileged communications, including inmate tablet use by September 30, 2023. (F7, F8) Commendation C1. The Sheriff’s Office Annual Report is easy to read, well organized, and provides useful information to the public. This publication offers thoughtful views of equipment, events, and Sheriff’s Office personnel. Surveillance State in Santa Cruz County published June 20, 2023 158 Santa Cruz County Civil Grand Jury
F8:
The Sheriff’s Office of Corrections’ lack of a documented process for handling inadvertent recording of privileged communications (e.g., communications by an inmate to legal counsel), is a concern since a breach of confidentiality could expose the County to costly legal liability.
Related Recommendations (1)
R9:
The Sheriff’s Office of Corrections should consider a documented process for handling the inadvertent recording of privileged communications, including inmate tablet use by September 30, 2023. (F7, F8) Commendation C1. The Sheriff’s Office Annual Report is easy to read, well organized, and provides useful information to the public. This publication offers thoughtful views of equipment, events, and Sheriff’s Office personnel. Surveillance State in Santa Cruz County published June 20, 2023 158 Santa Cruz County Civil Grand Jury
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Findings & Recommendations
6 findings
F1:
Funds are focused on improving conditions of well-being for community members experiencing the greatest challenges and barriers in the County.
Related Recommendations (1)
R1:
The County of Santa Cruz California Proposed 2022-23 Budget. March 29, 2022. “Proposed Budget in Brief.” Accessed April 24, 2023. https://www.co.santa-cruz.ca.us/portals/27/county/budget/pdf/Proposed%20Budg et%20in%20Brief_05030745.pdf
F2:
A hybrid approach is administered to support both broad-based service programs and smaller “Targeted Impact” models.
Related Recommendations (1)
R2:
County and City of Santa Cruz. February 4, 2022. “Request for Proposal.” Accessed April 24, 2023. https://www.co.santa-cruz.ca.us/Portals/0/County/GSD/Purchasing/Solicitations/ HSD1-2021%20CORE%20Investments%20RFP.pdf
F3:
There is good diversity of eligible applicants: Non-profit 501(c)(3) agencies, federally recognized tribal entities, and public education agencies.
Related Recommendations (1)
R3:
Santa Cruz County Data Share. Accessed April 24, 2023. https://www.corescc.org/about-us
F4:
The program is well coordinated, with County and City staff partnering to review and award for all tiers. The City focused their funding on programs serving primarily City residents.
Related Recommendations (1)
R4:
Santa Cruz County Data Share. Accessed April 24, 2023. https://static1.squarespace.com/static/619279f72531c218d085aee6/t/63f7ef8c3b 2d295e3044c389/1677193225008/CORE+Conditions+Bilingual Site Visits Human Services Department, County of Santa Cruz County of Santa Cruz Health Services Agency Human Services Department Archives
F5:
A clear outline of the RFP is available to the applicants, with an understanding of the awards process and the tier level they fall under.
F6:
The County and City provides a comprehensive review of the process which allows the applicants an opportunity to ask questions of clarity if needed. Commendations C1. The CORE program is commended for being unbiased. Applicants for Small, Medium, and Large tiers are asked to select an “equity dimension” (i.e., race, ethnicity, age, gender, sexual orientation, etc.) that best describes how equity is defined in the proposed project or program. Since the Targeted Impact tier is focused on racial equity, a question is included in that specific application on any additional equity dimensions the proposal will address. It is not required to focus on an additional dimension, and it will not be scored. This aspect provides a very even playing field for all applicants applying and there is no room for any bias in the process. C2. The CORE program is commended for accommodating applicants of diverse size equitably. All applicants are encouraged to be as specific as possible when articulating their activities, populations served, and program outcomes. Details on activities (strategies) are relevant in the Small tier while higher tier applications are to emphasize outcomes. This allows inclusion no matter what size your organization and focuses on the central objective of helping the broader community with the most impactful services. C3. Since funding is awarded at the same amount for each year of the 3-year grant term, applicants are able to consider how this may impact the services throughout the 3-year term. CORE does a good job of ensuring that the services being funded remain intact and the impacted communities receive the needed support throughout the duration of the funded programs. We could not find any evidence of mishandling of the funds or programs being removed within this 3-year period. Invited Responses Respond Within/ Respondent Findings Recommendations Respond By Director of Human Services 90 Days
Findings & Recommendations
7 findings
F1:
Understaffing over a long period of time in the Code Compliance Department means that Code Compliance Investigators are unable to complete cases in a timely manner, causing a huge backlog of cases some of which are up to 40 years old.
Related Recommendations (3)
R1:
The Planning Department should fill vacant code compliance positions by the end of the calendar year 2023. (F1)
R2:
The Personnel Department should reclassify the job description and requirements for the Code Compliance Supervisor to allow the de-facto supervisor to become the department supervisor by the end of this calendar year 2023. (F1)
R3:
The Planning Department should, by the end of 2023, determine what steps and staff are needed to close out the backlog of code compliance cases within a two year time frame. (Consider including the County Auditing Department to assist with this process.) (F1) Code Compliance Division – Out of Compliance published June 23, 2023 2022–2023 Consolidated Final Report 175
F2:
The Code Compliance Department and the Planning Department do not routinely revise and update their departmental procedures and policies, which leads to lack of accountability to the public and inconsistent implementation and interpretation of findings in investigations.
Related Recommendations (3)
R4:
The policies and procedures manuals for the Planning Department and Code Compliance Department should be completely reviewed, updated as prescribed in the policy and procedures manual, and digitized. Each section should be dated, and all future revisions should include date markings for any changes. This process should be completed by the end of 2023. (F2)
R7:
The Code Compliance Department should institute monthly staff meetings by October 1, 2023. Meetings should include relevant educational materials, data regarding monthly activity, new challenges such as policy changes, and resolution of or issues regarding active complaints about the department. (F2)
R8:
The Code Compliance Department should formalize training and staff development requirements of Code Compliance Investigators through CACEO, use staff meetings to encourage cross training and continuing education, document staff development in employee files, and formalize it in the employee evaluation protocol by October 1, 2023. (F2)
F3:
The Code Compliance Department of the Planning Department does not have quality assurance systems in place to evaluate their own performance and effectiveness, which contributes to lack of accountability and lack of credibility and public confidence.
Related Recommendations (2)
R5:
The Code Compliance Department should create a log system that ensures that all Planning Department and Code Compliance desk interactions, phone calls, emails, text messages,complaints, and any other interactions with the public are entered into a searchable database by the end of 2023. (F3)
R6:
Data regarding public complaints about Code Compliance Investigators actions should be discussed at staff meetings. Data collected by the log system should be reviewed by Code Compliance Department management no less than quarterly. This should be instituted by October 1, 2023. (F3)
F4:
At the present time the Planning Department has limited access for the public. It is frustrating to the public to be unable to readily communicate with the staff required to assist in dealings with building, planning, and code compliance matters.
Related Recommendations (2)
R9:
The Planning Department should increase the hours that are open to the public and enforce their 24 hour policy of returning phone calls from the public by the end of 2023 (F4)
R10:
The Code Compliance Department should add recommended time frames for the Flow Chart described in the policy and procedure manual by the end of 2023. (F4)
F5:
There is a persistent public perception of inconsistent interpretation of code. The building and other various codes are complex and difficult to understand. When misinformation is communicated and portions of projects must be redone, it leads to time and money loss as well as frustration.
F6:
The Conflict of Interest policy does not include conflicts regarding family, friends, or prior relationships of a personal nature. This omission, and the optics in some situations, lead to misunderstanding and mistrust between the public and the Code Compliance Department as well as increasing the risk of liability to the County.
Related Recommendations (1)
R11:
Conflict of Interest policy should be rewritten to include relationships of a personal nature by the end of 2023. Use the counties of Mendocino and San Bernardino policies as a reference. (F6)
F7:
The Planning Department is by its nature supposed to be a customer-focused department, yet it operates in ways that discourage communications, undermining the public’s trust in the department.
Related Recommendations (1)
R12:
The Board of Supervisors and Community Development and Infrastructure Department Management should focus on the organizational culture within the planning department and refocus the culture in a way that fosters public trust. (F7) Code Compliance Division – Out of Compliance published June 23, 2023 176 Santa Cruz County Civil Grand Jury
Findings & Recommendations
7 findings
F1:
Government agencies made all required responses to the 2018–2019 reports within the requested time frame.
F2:
The Santa Cruz Public Library system has honored the commitments it made to the Grand Jury’s 2018–2019 report, Patron Privacy at Santa Cruz Public Libraries.
Related Recommendations (1)
R2:
Santa Cruz County Probation—Officers Inadequately Equipped and At Risk 6 Key Findings 6 Key Recommendations 7 Responses 7 2021 Update: Were Commitments Kept? 8
F3:
Santa Cruz County honored the commitments it made to the Grand Jury’s 2018–2019 report, Santa Cruz County Probation—Officers Inadequately Equipped and At Risk.
Related Recommendations (1)
R3:
Library IT does privacy audits with all third-party vendors Addresses (including those provided by a library consortia) asking each a Recommendation 4 list of vendor security questions and publishing their privacy statements for the public to review. 2021 Update: Were Commitments Kept? We commend Santa Cruz Public Libraries’ response to the Grand Jury’s recommendations. In addition to updating general privacy policies, the Santa Cruz Public Libraries put a moratorium on any additional use of Gale Analytics On Demand software in 2018. Libraries’ leadership voted to end use of the product and delete all files in January 2019.[7] 2. Santa Cruz County Probation—Officers Inadequately Equipped and At Risk Summary: The role of the Probation Department (Department) in Santa Cruz County has changed significantly in recent years due to legislation and voter-approved propositions. As a result, prison inmates with a higher level of criminal sophistication are frequently released on probation. Many of them have prior felony criminal histories. These persons can require probation officer supervision at the community level. This Grand Jury report identified concerns about the dangers and unnecessary risks Adult Division Deputy Probation Officers (Probation Officers) face in supervising some high-risk offenders. The report found that inadequate or faulty safety equipment, lack of training, limited law enforcement support, and lack of an armed unit all contributed to an unsafe working environment.[8] The Grand Jury concluded its report with five findings and made four recommendations that required responses. The Key Findings and Key Recommendations sections, below, provide context for the Response section. The Response section describes agency responses to the investigation report. In some cases, marked with an asterisk (*), information is edited for clarity or brevity. Key Findings Probation Officers’ lack of safety equipment impedes their ability to do Finding 1 their assigned field visits without jeopardizing their own safety. The Department collects and stores, but does not track, serious incident Finding 2 reports involving Probation Officers with offenders. The Department meets the minimum state requirements for annual Finding 3 Probation Officers training, but does not provide sufficient safety training for Probation Officers in the field. Law enforcement is not always available to accompany Probation Finding 4 Officers in high-risk situations, resulting in fewer contact visits by Probation Officers. The failure of the Department to include an armed unit supporting Finding 5 Probation Officers increases safety risks to Probation Officers in the field. Key Recommendations The Department should provide Probation Officers with Recommendation 1 standardized safety gear (individually fitted vests, functioning radios, tasers, OC spray, identifiable clothing, and Narcan) for their field visits. The Department should provide all Probation Officers with Recommendation 2 mandatory initial and ongoing field safety training in collaboration with the Department’s Safety Committee. The Department should coordinate with local law enforcement Recommendation 3 to develop policies and procedures for law enforcement officers to accompany Probation Officers during field visits. The Department should commission a needs assessment by Recommendation 4 an independent consultant to ascertain the potential harm to unarmed officers doing field work with high-risk offenders, with a focus on developing an armed unit. Responses[9] The Sheriff and the Chief Probation Officer did not agree Addresses Finding 1 that sworn staff were inadequately equipped. They added that tasers would be implemented in 2019 and that in FY 19/20, the department will be ordering individually fitted vests over time as fiscally allowable. Narcan is available for checkout as of July 2019. The Chief Probation Officer responded that the Incident Addresses Finding 2 Report form has been enhanced to include more detailed areas for follow-up and debriefing when needed (with a Strength, Weakness, Opportunity, and Threats analysis model noted for consistency in response). In August 2018, the Probation Department implemented a Addresses Finding 3 Pilot Field Training Program. This is facilitated by Probation Officer II/III staff who are trained as Field Training Officers.* Addresses Finding 4 The Sheriff and the Chief Probation Officer stated that law enforcement officers are always available to assist probation officers with high-risk work, but conceded that there may be significant wait times based on other public safety priorities. The Chief Probation Officer stated that the Department Addresses was not aware of any research supporting the arming of Recommendation 4 probation officers.* Additional information[10] 2021 Update: Were Commitments Kept? The Sheriff and the Chief Probation Officer agreed to assign a full-time deputy to the Probation Department to assist probation officers with higher-risk assignments. These assignments include searches, arrests, transportation, and other work prioritized by the Probation Department. The County Board of Supervisors approved funding for one additional deputy for this purpose for the 2019–2020 fiscal year budget. The Sheriff and the Chief Probation Officer will work together toward implementation. The assigned deputy was scheduled to start with the Probation Department in September 2019. As of November 15, 2021, the County reports that the Probation Department has a full-time deputy assigned to the department to assist with higher-risk assignments.[11] 3. Santa Cruz County’s Public Defense Contracts—How Complex Contracts Misled County Leaders Summary: Santa Cruz County (County) has contracts with criminal defense attorneys who in turn represent accused criminal defendants who cannot afford to pay for their own defense. These contracts are called the County’s public defense contracts. This report investigated two closely related topics concerning the administration and fiscal management of the public defense contracts: ● Gaps in management and accountability of public defense contracts for services provided by private sector defense attorneys which have led to excessive costs. ● How County practices and processes for contract creation, tracking, and reporting obscured the scope and cost of complex contracts, such as the public defense contracts. For almost fifty years the County’s main public defense contract was with the law firm of Biggam, Christensen and Minsloff (Biggam). In addition to the contract with Biggam, the County has contracts with two other private law firms that specialize in criminal defense. These additional contracts are needed to avoid conflicts in having Biggam represent multiple defendants charged in the same case (Conflict Attorneys).[12] The Santa Cruz County’s Public Defense Contracts report focused on the cost of the County’s public defense contracts, which had risen more than the rate of inflation over the prior 20 years. The Grand Jury considered whether caseloads, number of felony jury trials, or minimum staffing requirements explained the increase. The Grand Jury also investigated whether the public defense contracts followed the County’s contract rules and processes and whether the County administered the public defense contracts in accordance with the County’s standard contract practices. The Grand Jury found that the County’s management of the public defense contracts did not provide adequate oversight of the services and costs. The Grand Jury also found that the Board of Supervisors approved increases to contract payments and provision of complimentary office space without a clear understanding of the true cost of the services, or why the costs were increasing.[13] The Key Findings and Key Recommendations sections provide context for the Response section. The Response section describes agency responses to the investigation report. For items marked with an asterisk (*), information has been edited for clarity or brevity. Findings and Recommendations where the agencies declined to take action, or which do not seem to the Grand Jury to be critical to improving government functions at this time, are not included. The investigation produced 12
F4:
Santa Cruz County honored the commitments it made to the Grand Jury’s 2018–2019 report, Santa Cruz County’s Public Defense Contracts—How Complex Contracts Misled County Leaders, that related to revisions to the County’s contract policies.
Related Recommendations (1)
R4:
in the Santa Cruz County Probation—Officers Inadequately Equipped and At Risk Report, p. 11. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/Proba tionCPOResponse.pdf#page=12 11. Confidential Grand Jury document. 12. 2018–2019 Santa Cruz County Grand Jury. June 27, 2019. Santa Cruz County’s Public Defense Contracts, p. 3. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/Public DefenseContracts.pdf#page=3 13. 2018–2019 Santa Cruz County Grand Jury. June 27, 2019. Santa Cruz County’s Public Defense Contracts. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/Public DefenseContracts.pdf 14. Santa Cruz County Administrative Officer. September 25, 2019. Responses to the Santa Cruz County’s Public Defense Contracts Report. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/CAO %20Response.pdf 15. Santa Cruz County Administrative Officer. September 25, 2019. Response to
F5:
Santa Cruz County considered the Conflict Attorneys’ use of the County’s Watsonville office space, as committed in its response to the Grand Jury’s 2018–2019 report Santa Cruz County’s Public Defense Contracts—How Complex Contracts Misled County Leaders, but has deferred action to the next round of contract renewal.
Related Recommendations (1)
R1:
The CAO should enter into a written agreement with private attorneys using County office space outlining the basic understanding of the attorneys’ use of this space. (F5, F6) Required Response Respond Within/ Respondent Findings Recommendations Respond By Santa Cruz County 90 Days
F6:
The County’s failure to address the Conflict Attorneys’ use of free office space means the value of this benefit may not be apparent to the Auditor and reported to appropriate tax officials, and there is no binding obligation on how the Conflict Attorneys may use this space.
Related Recommendations (1)
R1:
The CAO should enter into a written agreement with private attorneys using County office space outlining the basic understanding of the attorneys’ use of this space. (F5, F6) Required Response Respond Within/ Respondent Findings Recommendations Respond By Santa Cruz County 90 Days
F7:
Several invited responses to the 2018–2019 reports were not made, most notably from the Santa Cruz County Counsel’s Office with regards to the report on the County’s Public Defense Contracts.
Additional Recommendations
3
Not linked to specific findings.
R9:
in the Santa Cruz County’s Public Defense Contracts Report, p. 22. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/CAO %20Response.pdf#page=23 17. Santa Cruz County Administrative Officer. September 25, 2019. Response to
R11:
in the Santa Cruz County’s Public Defense Contracts Report, p. 23. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/CAO %20Response.pdf#page=24 18. Santa Cruz County Administrative Officer. September 25, 2019. Response to
R20:
in the Santa Cruz County’s Public Defense Contracts Report, p. 32. Accessed February 2, 2022. https://www.co.santa-cruz.ca.us/Portals/0/County/GrandJury/GJ2019_final/CAO %20Response.pdf#page=33 19. Jessica York. September 18, 2021. “Santa Cruz County hires local attorney as new Public Defender,” Santa Cruz Sentinel. Accessed February 2, 2022. https://www.santacruzsentinel.com/2021/09/18/santa-cruz-county-hires-local-atto rney-as-new-public-defender/ 20. Confidential Grand Jury document. 21. Santa Cruz County Board of Supervisors. January 14, 2020. County Policy and Procedures Manual, Title V. Section 400. https://sccounty01.co.santa-cruz.ca.us//personnel/vpolandproc/ProceduresManu al/PM5400.pdf 22. Confidential Grand Jury document. 23. Internal Grand Jury documents. Appendix A—Santa Cruz County Grand Jury Response Packet Instructions for 2018–2019[23] Instructions for Individual Respondents: Instructions for Respondents California law PC §933.05 (included below) requires the respondent to a Grand Jury report to comment on each finding and recommendation within a report. Explanations for disagreements and timeframes for further implementation or analysis must be provided. Please follow the format below when preparing the responses. Response Format 1. For the Findings included in this Response Packet, select one of the following responses and provide the required additional information: a. AGREE with the Finding, or b. PARTIALLY DISAGREE with the Finding and specify the portion of the
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Findings & Recommendations
7 findings
F1:
Understaffing over a long period of time in the Code Compliance Department means
F2:
The Code Compliance Department and the Planning Department do not routinely
F3:
The Code Compliance Department of the Planning Department does not have
F4:
At the present time the Planning Department has limited access for the public. It is
F5:
There is a persistent public perception of inconsistent interpretation of code. The
F6:
The Conflict of Interest policy does not include conflicts regarding family, friends, or
F7:
The Planning Department is by its nature supposed to be a customer-focused
Additional Recommendations
12
Not linked to specific findings.
R1:
The Planning Department should fill vacant code compliance positions by the
R2:
The Personnel Department should reclassify the job description and requirements
R3:
The Planning Department should, by the end of 2023, determine what steps and
R4:
The policies and procedures manuals for the Planning Department and Code
R5:
The Code Compliance Department should create a log system that ensures that
R6:
Data regarding public complaints about Code Compliance Investigators actions
R7:
The Code Compliance Department should institute monthly staff meetings by
R8:
The Code Compliance Department should formalize training and staff
R9:
The Planning Department should increase the hours that are open to the public
R10:
The Code Compliance Department should add recommended time frames for the
R11:
Conflict of Interest policy should be rewritten to include relationships of a
R12:
The Board of Supervisors and Community Development and Infrastructure
Findings & Recommendations
23 findings
F1:
Funds are focused on improving conditions of well-being for community members
F2:
A hybrid approach is administered to support both broad-based service programs
F3:
There is good diversity of eligible applicants: Non-profit 501(c)(3) agencies,
F4:
The program is well coordinated, with County and City staff partnering to review
F5:
A clear outline of the RFP is available to the applicants, with an understanding of
F6:
The County and City provides a comprehensive review of the process which
F7:
The City of Santa Cruz does not have a Cybersecurity Policy, suggesting that
F8:
The City of Santa Cruz does not have an Incident Response Plan, and this
F9:
Santa Cruz participates in some information sharing organizations such as the
F10:
After recently expanding its IT Department, the City of Watsonville has improved
F11:
The City does not have an individual whose primary responsibility is
F12:
Watsonville does not have a Cybersecurity Plan that defines security policies,
F13:
Watsonville does not have an Incident Response Plan that provides detailed
F14:
Watsonville participates in some regional information sharing forums, but it does
F15:
Although Scotts Valley’s managed service provider is very knowledgeable and
F16:
Scotts Valley does not have a current Cybersecurity Plan that defines security
F17:
Scotts Valley does not have a current Incident Response Plan, which could
F18:
Scotts Valley does not participate in any cybersecurity information sharing groups
F19:
With one individual responsible for IT services, Capitola does not allocate
F20:
The City of Capitola does not have a robust cybersecurity training program, nor
F21:
The City of Capitola does not have a Cybersecurity Plan to address cybersecurity
F22:
The City of Capitola does not have an Incident Response Plan, which could
F23:
Capitola does not participate in any cyber-focused information sharing groups,
Additional Recommendations
24
Not linked to specific findings.
R1:
Santa Cruz County should prepare and implement a Cybersecurity Plan by the
R2:
By the end of 2023, the county should revise and expand its Incident Response
R3:
The County’s information sharing efforts should be expanded to ensure fulsome
R4:
The City of Santa Cruz should prioritize filling its vacant IT department positions
R5:
By Fall 2023, Santa Cruz should identify and implement creative approaches to
R6:
By Fall 2023, the City of Santa Cruz should assign one individual responsible for
R7:
By the end of 2023 or sooner, the City of Santa Cruz should develop and
R8:
By the end of 2023 or sooner, the City should complete an Incident Response
R9:
Once the IT Department has adequate staffing and by the end of 2023, it should
R10:
Watsonville should conduct an evaluation of its recently expanded IT
R11:
Given the size of Watsonville, the City should have a dedicated position for
R12:
By early 2024 or sooner, Watsonville should prepare and implement a
R13:
By early 2024 or sooner, Watsonville should prepare and implement an Incident
R14:
Upon completion of IT structural upgrades and a higher level of cyber maturity,
R15:
By mid-2023, Scotts Valley should assign a city official as the lead for
R16:
Working with its IT contractor, by Fall 2023, Scotts Valley should write and
R17:
By Fall 2023, Scotts Valley should write an Incident Response Plan that clearly
R18:
Scotts Valley should participate in local, regional, and state cybersecurity
R19:
By Fall 2023, Capitola should hire a full-time IT Director to replace the IT Director
R20:
The City should develop a more robust cybersecurity training and phishing
R21:
Capitola should establish and implement a Cybersecurity Plan by the end of
R22:
By Fall 2023 Capitola should prepare an Incident Response Plan that provides
R23:
When appropriately resourced to monitor cyber threats, and by the end of 2023,
R24:
By mid-2023, Capitola city management should raise the priority it assigns to
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Findings & Recommendations
14 findings
F1:
The chronic understaffing in the Behavioral Health Division (BHD) and their
F2:
The County Personnel Department has been slow to respond to the chronic
F3:
Both the Personnel Department and the Behavioral Health Division do not have
F4:
The Crisis Stabilization Program (CSP) has been diverting patients experiencing
F5:
The limited hours that the Mobile Emergency Response Team and Mobile
F6:
An inadequate number of beds at the Psychiatric Healthcare Facility (PHF)
F7:
The County plans to close the current Crisis Stabilization Program (CSP) to
F8:
The large number of high cost beneficiaries results in additional demands on an
F9:
Data security is an important issue, including the security of voter registration data and it is unknown if measures have been taken in this area.
F10:
The lack of step-down care for patients completing both inpatient and outpatient
Related Recommendations (1)
R10:
The Santa Cruz County Clerk should outline steps that have been taken to make voter registration data more secure by September 30, 2023. (F9) Required
F11:
The high rate of homelessness and Substance Use Disorder in the County
F12:
The Behavioral Health Division is insufficiently funded and staffed to provide
F13:
Outreach to the Latino/a community is insufficient because of the lack of bilingual
F14:
The current pay differential for bilingual staff is insufficient to attract and retain
Additional Recommendations
9
Not linked to specific findings.
R1:
Competitive salaries and hiring incentives should be put in place for all vacant
R2:
The County Personnel Department should plan to do an analysis of the hiring
R3:
The County Personnel Department should institute an annual competitive
R4:
The County Personnel Department should develop connections and internships
R5:
To eliminate the frequent offloading of the Behavioral Health Division (BHD)
R6:
The Behavioral Health Division should improve the services provided by the
R7:
The Behavioral Health Division should ensure that there is a smooth transition
R8:
The Behavioral Health Division should request sufficient funding from the County
R9:
The City of Scotts Valley should verify that their commitment to redesign their
Findings & Recommendations
10 findings
F1:
Permanent mandatory overtime for Corrections Officers has a negative effect on them that leads to high turnover, and the need to hire more COs and train them, which is inefficient and demoralizing for the Sheriff’s Office.
Related Recommendations (1)
R1:
In the next budget cycle the Board of Supervisors should allocate more funding to the Sheriff’s Office to be used to increase Correctional Officer pay, and/or give out increased hiring or retention bonuses as the Sheriff’s Office determines. (F1)
F2:
Overcrowding at the Main Jail would be alleviated if the Blaine Street Women’s Jail and the second unit at Rountree could be reopened.
Related Recommendations (2)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F3:
Keeping women who do not need to be in a high security facility in the Main Jail is clearly detrimental to their mental health, and to their chances of staying out of jail once released. Envisioning the Future of our Jails published May 25, 2023 2022–2023 Consolidated Final Report 47
Related Recommendations (1)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
F4:
Reopening Blaine Street and the second unit at Rountree would give the Sheriff’s Office much more scope to balance the jail population between the three facilities, and would allow some inmates from the Main Jail to move to Rountree and take advantage of the programming available there.
Related Recommendations (3)
R2:
The Blaine Street Women’s Jail should be reopened as soon as practical, but definitely before the end of 2023. (The reopening is imminent and will occur mid May 2023) (F2 – F4)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F5:
Lack of programming at the Main Jail is bad for inmate welfare, both their mental health while on the inside, and their ability to stay out of the criminal justice system once released.
Related Recommendations (1)
R3:
After Blaine Street, the second unit at Rountree should be reopened as soon as sufficient staffing is available, and preferably by the end of 2023. (F2, F4, F5)
F6:
Programs such as those run by the Public Defender’s Office and CAFES that reduce recidivism are effective because they give former inmates the mental health and/or substance abuse treatments they need, as well as case management and supportive housing.
Related Recommendations (2)
R4:
Programming at the Main Jail, both that intended to stimulate and entertain inmates, and that intended to provide them with skills for life on the outside, should be restarted as soon as practical and as Covid restrictions allow. (F6)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
F7:
Lack of continuing care for released inmates, most especially those with mental illness, SUD and/or who will be homeless after release, significantly contributes to recidivism, which then contributes to the need for a new jail.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
F8:
Some continuing care does exist, but is massively underfunded, especially for former inmates who need supportive housing.
Related Recommendations (2)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
F9:
The Main Jail is old, has been overcrowded, and does not meet current requirements for incarceration.
Related Recommendations (3)
R5:
The Public Defender’s Office should receive funding in the next budget cycle to provide adequate anti recidivism programs. (F7 – F9)
R6:
In the next budget cycle, County Behavioral Health should be funded to adequately treat released inmates with mental illness, including supportive housing where necessary. (F6 – F9) Envisioning the Future of our Jails published May 25, 2023 48 Santa Cruz County Civil Grand Jury
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
F10:
The Main Jail might be adequate for incarcerating inmates who need to be in a high security facility, providing it can be renovated to meet current incarceration requirements for a much reduced population.
Related Recommendations (1)
R7:
The Sheriff’s Office should commission a study to determine the most effective use of the three jails and any modifications to existing facilities needed to house the expected jail population into the future. This study should be completed by the end of 2024. (F4, F9, F10)
Findings & Recommendations
10 findings
F1:
County and City website information is sometimes missing, out-of-date, and inaccurate; links may be broken. Thus, many city and county departments aren't updating their websites often enough to keep citizens informed.
Related Recommendations (2)
R1:
The County Administrative Officer and the City Managers should establish a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information. (F1, F2, F5)
R2:
We continue to recommend that all organizations create and regularly update formal records of the actions they take to address Grand Jury recommendations, and to share those records with the public, in accordance with CA Penal Code Section 933(c). (F1, F2) DeLaveaga Golf Course
F2:
County and City administrations lack a process to review content accuracy and currency and thereby assure timely correction and revision of content. Honoring 2019-2020 Commitments published June 7, 2023 2022–2023 Consolidated Final Report 103
Related Recommendations (2)
R1:
The County Administrative Officer and the City Managers should establish a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information. (F1, F2, F5)
R2:
We continue to recommend that all organizations create and regularly update formal records of the actions they take to address Grand Jury recommendations, and to share those records with the public, in accordance with CA Penal Code Section 933(c). (F1, F2) DeLaveaga Golf Course
F3:
While an emergency generator has been procured, adequate testing of methods of connection and operation has not been done yet.
Related Recommendations (1)
R3:
The County Administrative Officer and the City Managers should establish ‘SMART’ goals for website quality assurance and manage these goals beginning in 2021. (F3, F4, F5) Requested 2020 Responses:[21] City of Capitola The City of Capitola partially disagreed with Findings 1, 2, and 3. They update information on a regular basis. There have been occasions when old data did not get removed after updated data was added. Stale and inaccurate data is corrected and replaced whenever found. The City is in the process of updating its website platform to make this task easier for departments. They also stated that SMART (Specific + Measurable + Attainable + Relevant + Time-Bound) is not a methodology that the City of Capitola has adopted. The City of Capitola disagreed with Finding 5.They stated that If data is determined to be incorrect or out-of-date, they remove or correct the data. The City does not knowingly keep incorrect or out-of-date information on the City website. The City of Capitola, addressing Recommendation 1, agreed to implement in the future a formal process by December 31, 2020, for their departments to validate and verify the accuracy and currency of website information. Regarding Recommendation 3 the City of Capitola felt that establishing SMART goals for website quality assurance and managing these goals beginning in 2021 needed further analysis. City of Santa Cruz The City of Santa Cruz agreed with Findings 1, 2, and 5.[22] Honoring 2019-2020 Commitments published June 7, 2023 104 Santa Cruz County Civil Grand Jury The City of Santa Cruz addressing Recommendation 1 agreed to implement a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information.[22] City of Scotts Valley The City of Scotts Valley partially disagreed with Findings 1 and 2. The City of Scotts Valley responded in 2020 that they post all City Council, Committee and Commission agendas on the City website’s Agenda Center. Some commissions/committees meet only as needed and a committee’s last meeting may have been a year or more in the past. Thus, even though these agendas and minutes may appear out of date, the content is current. Similarly, the City maintains various plans and documents on its website and although they may be dated years in the past, the posted documents are still the most current. The City updates its website content regularly. They do not have the resources for a dedicated webmaster and staff manages the website on a departmental level. City staff reviews and updates City webpages on a regular, although not regimented, schedule. The City of Scotts Valley partially disagreed with Finding 3. They implemented a major upgrade to their website in May 2018, moving from an antiquated website to the current, highly functional and easy-to-navigate site. The City of Scotts Valley has not adopted the formal goal paradigm of Specific + Measurable + Attainable + Relevant + Time-Bound. However, the City maintains the goal, as an operational prerequisite, to provide current, timely and useful information to the public. The City of Scotts Valley disagreed with Finding 5. When the City identifies outdated or inaccurate information on its website, it is rectified as soon as is practically feasible. They view their website as an important communication and engagement tool with the community and do not allow erroneous information to persist on their website. The City of Scotts Valley felt that they needed further analysis regarding
F4:
The City of Santa Cruz’s failure to conduct thorough, regular on-site inspections of the DeLaveaga Golf Course’s restaurant/lodge resulted in excessive renovation costs to the City of Santa Cruz. This contributed to more than doubling the original estimates to bring the building up to code.
Related Recommendations (2)
R3:
The County Administrative Officer and the City Managers should establish ‘SMART’ goals for website quality assurance and manage these goals beginning in 2021. (F3, F4, F5) Requested 2020 Responses:[21] City of Capitola The City of Capitola partially disagreed with Findings 1, 2, and 3. They update information on a regular basis. There have been occasions when old data did not get removed after updated data was added. Stale and inaccurate data is corrected and replaced whenever found. The City is in the process of updating its website platform to make this task easier for departments. They also stated that SMART (Specific + Measurable + Attainable + Relevant + Time-Bound) is not a methodology that the City of Capitola has adopted. The City of Capitola disagreed with Finding 5.They stated that If data is determined to be incorrect or out-of-date, they remove or correct the data. The City does not knowingly keep incorrect or out-of-date information on the City website. The City of Capitola, addressing Recommendation 1, agreed to implement in the future a formal process by December 31, 2020, for their departments to validate and verify the accuracy and currency of website information. Regarding Recommendation 3 the City of Capitola felt that establishing SMART goals for website quality assurance and managing these goals beginning in 2021 needed further analysis. City of Santa Cruz The City of Santa Cruz agreed with Findings 1, 2, and 5.[22] Honoring 2019-2020 Commitments published June 7, 2023 104 Santa Cruz County Civil Grand Jury The City of Santa Cruz addressing Recommendation 1 agreed to implement a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information.[22] City of Scotts Valley The City of Scotts Valley partially disagreed with Findings 1 and 2. The City of Scotts Valley responded in 2020 that they post all City Council, Committee and Commission agendas on the City website’s Agenda Center. Some commissions/committees meet only as needed and a committee’s last meeting may have been a year or more in the past. Thus, even though these agendas and minutes may appear out of date, the content is current. Similarly, the City maintains various plans and documents on its website and although they may be dated years in the past, the posted documents are still the most current. The City updates its website content regularly. They do not have the resources for a dedicated webmaster and staff manages the website on a departmental level. City staff reviews and updates City webpages on a regular, although not regimented, schedule. The City of Scotts Valley partially disagreed with Finding 3. They implemented a major upgrade to their website in May 2018, moving from an antiquated website to the current, highly functional and easy-to-navigate site. The City of Scotts Valley has not adopted the formal goal paradigm of Specific + Measurable + Attainable + Relevant + Time-Bound. However, the City maintains the goal, as an operational prerequisite, to provide current, timely and useful information to the public. The City of Scotts Valley disagreed with Finding 5. When the City identifies outdated or inaccurate information on its website, it is rectified as soon as is practically feasible. They view their website as an important communication and engagement tool with the community and do not allow erroneous information to persist on their website. The City of Scotts Valley felt that they needed further analysis regarding
R5:
The City of Santa Cruz City Manager should perform a lessons learned activity and then update the City’s relevant policies and operating procedures to avoid a future repeat of the DeLaveaga Golf Course’s restaurant/lodge shutdown and renovation no later than second quarter 2021. (F4)
F5:
The new draft Operations Plan lacks the necessary robustness to communicate how major golf course operations will be managed at DeLaveaga Golf Course, including but not limited to facility inspections, water use policies, variable pricing policies, charitable policies, operations review, and basic roles, responsibilities, and authority. Key 2020 Recommendations:
Related Recommendations (3)
R1:
The County Administrative Officer and the City Managers should establish a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information. (F1, F2, F5)
R3:
The County Administrative Officer and the City Managers should establish ‘SMART’ goals for website quality assurance and manage these goals beginning in 2021. (F3, F4, F5) Requested 2020 Responses:[21] City of Capitola The City of Capitola partially disagreed with Findings 1, 2, and 3. They update information on a regular basis. There have been occasions when old data did not get removed after updated data was added. Stale and inaccurate data is corrected and replaced whenever found. The City is in the process of updating its website platform to make this task easier for departments. They also stated that SMART (Specific + Measurable + Attainable + Relevant + Time-Bound) is not a methodology that the City of Capitola has adopted. The City of Capitola disagreed with Finding 5.They stated that If data is determined to be incorrect or out-of-date, they remove or correct the data. The City does not knowingly keep incorrect or out-of-date information on the City website. The City of Capitola, addressing Recommendation 1, agreed to implement in the future a formal process by December 31, 2020, for their departments to validate and verify the accuracy and currency of website information. Regarding Recommendation 3 the City of Capitola felt that establishing SMART goals for website quality assurance and managing these goals beginning in 2021 needed further analysis. City of Santa Cruz The City of Santa Cruz agreed with Findings 1, 2, and 5.[22] Honoring 2019-2020 Commitments published June 7, 2023 104 Santa Cruz County Civil Grand Jury The City of Santa Cruz addressing Recommendation 1 agreed to implement a formal process by December 31, 2020 for their departments to validate and verify the accuracy and currency of website information.[22] City of Scotts Valley The City of Scotts Valley partially disagreed with Findings 1 and 2. The City of Scotts Valley responded in 2020 that they post all City Council, Committee and Commission agendas on the City website’s Agenda Center. Some commissions/committees meet only as needed and a committee’s last meeting may have been a year or more in the past. Thus, even though these agendas and minutes may appear out of date, the content is current. Similarly, the City maintains various plans and documents on its website and although they may be dated years in the past, the posted documents are still the most current. The City updates its website content regularly. They do not have the resources for a dedicated webmaster and staff manages the website on a departmental level. City staff reviews and updates City webpages on a regular, although not regimented, schedule. The City of Scotts Valley partially disagreed with Finding 3. They implemented a major upgrade to their website in May 2018, moving from an antiquated website to the current, highly functional and easy-to-navigate site. The City of Scotts Valley has not adopted the formal goal paradigm of Specific + Measurable + Attainable + Relevant + Time-Bound. However, the City maintains the goal, as an operational prerequisite, to provide current, timely and useful information to the public. The City of Scotts Valley disagreed with Finding 5. When the City identifies outdated or inaccurate information on its website, it is rectified as soon as is practically feasible. They view their website as an important communication and engagement tool with the community and do not allow erroneous information to persist on their website. The City of Scotts Valley felt that they needed further analysis regarding
R6:
The City of Santa Cruz Parks and Recreation Department and the City of Santa Cruz City Manager should add a formal process to the Operation Plan by addressing needed capital improvements, maintenance schedules, facility inspections, water use, variable pricing, charitable policies, operations review, and basic stakeholder roles and responsibilities. Stakeholders include the Santa Cruz City Council, the City’s Parks and Recreation Department, the City’s Parks & Recreation Commission, the Operator, the DeLaveaga Golf Honoring 2019-2020 Commitments published June 7, 2023 98 Santa Cruz County Civil Grand Jury Course Superintendent, the City’s Building Department and the City’s Public Works Department. (F5) Requested 2020 Responses:[4] The City of Santa Cruz partially disagreed with Finding 4 as related to Recommendation 5, that there was a failure to conduct thorough, regular on-site inspections of the DeLaveaga Golf Course’s restaurant/lodge, resulting in excessive renovation costs to the City of Santa Cruz. This contributed to more than doubling the original estimates to bring the building up to code. They stated that many of the issues discovered during the golf lodge renovation were interior to the building (e.g. electrical, plumbing, rotting wood, etc.). These issues were not evident in general facility inspections. The fundamental cause of the facility issues and exorbitant costs to renovate was a lack of ongoing capital improvement investment into the building over time. Due to limitations of City budgets, and to some degree, the local political will to invest in the golf course, funding was not sufficiently appropriated to maintain the golf lodge over time. Therefore, the result was a costly repair due to years of virtually no maintenance. The City of Santa Cruz stated that this is an important lesson as other facilities at the golf course including the maintenance facility, golf cart barn, and driving range, among others, are in desperate need of investment. Otherwise they may face similarly expensive capital needs in the future. This is also true of many City-owned buildings such as the Civic Auditorium, Public Works Corp Yard and the Parks Yard, Market Street Senior Center, Harvey West Park facilities, and many more. Investment in an aging portfolio of City-owned assets is critical for the future. Regarding Finding 5, as related to Recommendation 6, the City of Santa Cruz felt that they needed further analysis on whether or not the City Manager should perform a lessons learned activity and then update the City’s relevant policies and operating procedures to avoid a future repeat of the DeLaveaga Golf Course’s restaurant/lodge shutdown and renovation no later than second quarter 2021. The City of Santa Cruz stated that as of July 2020, there are no specific plans to do this, although it would be a helpful exercise and the Parks and Recreation Department would support it. The Parks and Recreation Department responded, indicating it would discuss with the City Manager’s Office a plan to chart a course of action related to this recommendation before the end of calendar year 2020. 2022-2023 Update: Were Commitments Kept? In response to this jury’s request for an update, the Parks and Recreation Department indicated budgeting, and the Santa Cruz City Council approved funding to assess facilities and develop a long-term Capital Investment Plan as outlined in Budget, Fiscal Years 2023-2027.[5] Additionally, the City Council appropriated funding for critical infrastructure and facility upgrades in FY 2023.[6] The Parks and Recreation Department will initiate these projects in 2023. The completion of the study is estimated to be in June 2023, and the improvements to the driving range and golf course assets are estimated to be in October 2023.[7] Honoring 2019-2020 Commitments published June 7, 2023 2022–2023 Consolidated Final Report 99 2. Fail in the Jail[8] Summary: On September 28, 2019 an unplanned power failure at the Santa Cruz County Main Jail resulted in the loss of critical capability to provide safe and secure operation of the jail. While the risks were known well in advance of the failure event, steps to manage and mitigate the risks were not taken. Established, comprehensive policies for management in a power failure emergency were in place, but those policies were not followed. Evidence of process improvement and risk management practice after the event was lacking. Key 2020 Findings:
F6:
Although the Cities of Capitola, Scotts Valley, and Watsonville agreed that there appear to be unused or underutilized parcels of land that could possibly be used for homeless services, it is not clear how this could be done.
F7:
The master plan for Coral Street being worked by the City of Santa Cruz includes consideration of limiting vehicle access to Coral Street, but the grants received by the City and the plan to build 120 units of supportive housing preempt the original Grand Jury recommendation to consider closing it.
Related Recommendations (1)
R7:
The City of Santa Cruz should complete and then implement their Master Plan for Coral Street, including consideration of limiting vehicle access. The City of Santa Cruz should report to the Grand Jury on the status of Coral Street no later than December 31, 2023. (F7) Tangled Web
F8:
Staffing shortages made automating the process for updating the website of the City of Santa Cruz and redesigning the website of the City of Scotts Valley more difficult.
F12:
There are parcels of land throughout the county that appear to be unused or underutilized, and could possibly be used to build housing for the homeless.
F21:
If underutilized parcels of land throughout Santa Cruz County were identified, such as the area near Coral Street in Santa Cruz and the parcel adjacent to the County Mental Health Building in Watsonville, these parcels could potentially be used to increase the number of beds and services to support the homeless. Key 2020 Recommendations:
Additional Recommendations
3
Not linked to specific findings.
R4:
The County Elections Department should incorporate amendments to ELEC 2188 (1994), as specified in AB 1678 and AB 1044, in the county application and website information, namely that county recipients must inform the Secretary of State of a data breach, and that County Applicants may be subject to data security training.
R8:
The City of Santa Cruz should verify that their commitment to automate the Honoring 2019-2020 Commitments published June 7, 2023 110 Santa Cruz County Civil Grand Jury
R9:
By December 31, 2020, the City of Santa Cruz should evaluate whether closing Coral Street permanently to thru traffic, to make more space available for additional housing and services for the homeless, would be a viable option. (F13 was cited in the 2019-2020 Grand Jury report, but this probably should have been F12 and/or F21) Requested 2020 Responses:[13]
Findings & Recommendations
13 findings
F1:
While all city and county planning departments have demonstrated a good
F2:
With the planned growth of UCSC to 28,000 students, the potential demand for
F3:
The County of Santa Cruz has identified several sites for higher density housing,
F4:
Capitola has made little progress towards achieving housing goals, particularly
F5:
Capitola has focused primarily on streamlining the construction of ADUs as a
F6:
Capitola and the County of Santa Cruz need to work together to facilitate
F7:
The City of Capitola has made little progress towards facilitating the development
F8:
The City of Capitola claims to have significantly fewer resources to attract
F9:
The City of Scotts Valley has facilitated the building of market rate housing in
F10:
The City of Scotts Valley has made little progress towards developing the Town
F11:
The City of Scotts Valley claims to have significantly fewer resources to attract
F12:
While all local municipalities have voiced support for prioritizing housing for local
F13:
All municipalities are trying to identify and facilitate the building of housing
Additional Recommendations
20
Not linked to specific findings.
R1:
By the end of 2023 the City of Capitola should identify enough parcels of land,
R2:
By the end of 2023 the City of Capitola should show significant progress towards
R3:
By the end of 2023, the City of Capitola should demonstrate a plan to work with
R4:
By the end of 2023 the City of Capitola should develop clear, measureable
R5:
By the end of 2023 the City of Capitola should demonstrate that they have
R6:
By the end of 2023 the City of Scotts Valley should identify enough parcels of
R7:
By the end of 2023, the City of Scotts Valley should show significant progress
R8:
By the end of 2023, the City of Scotts Valley should demonstrate a plan to work
R9:
By the end of 2023 the City of Scotts Valley should develop clear, measureable
R10:
By the end of 2023 the City of Scotts Valley should demonstrate that they have
R11:
By the end of 2023 the County of Santa Cruz should demonstrate progress
R12:
By the end of 2023 the County of Santa Cruz should develop clear, measureable
R13:
By the end of 2023, the County of Santa Cruz should demonstrate a plan to work
R14:
By the end of 2023, the County of Santa Cruz should demonstrate progress in
R15:
By the end of 2023 the County of Santa Cruz should demonstrate that they have
R16:
By the end of 2023 the City of Santa Cruz should demonstrate that they have
R17:
By the end of 2023, the City of Santa Cruz should develop clear, measureable
R18:
By the end of 2023, the City of Santa Cruz should demonstrate progress in
R19:
By the end of 2023 the City of Watsonville should demonstrate that they have
R20:
By the end of 2023, the City of Watsonville should develop clear, measureable
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Findings & Recommendations
8 findings
F1:
The Sheriff’s Office documenting minimal use of Amazon Ring, and informing the public of use specifically to assist with the investigation of significant crimes, assures the public this tool is not in constant use or frequently surveilling specific neighborhoods.
Related Recommendations (1)
R1:
As Ring installations become more widespread, the Sheriff’s Office should include statistics on Amazon Ring Neighbors Portal usage in its annual report to the public by March 30, 2024. (F1)
F2:
The Sheriff’s Office indicating no use of automated license plate readers updates the public with current information consistent with findings from the 2021 Criminal Justice Council Report.
Related Recommendations (2)
R2:
The Sheriff’s Office should consider using its 2024 annual Military Equipment Inventory public meeting as its forum to inform the public of intent to acquire or use any Automated License Plate Reader equipment. (F2) Surveillance State in Santa Cruz County published June 20, 2023 156 Santa Cruz County Civil Grand Jury
R7:
The Sheriff’s Office should consider regular public reporting on the intended acquisition and ongoing use of surveillance technologies not already publicly reported as required under state or county law. The Sheriff’s Office should consider using portions of the Military Equipment Inventory as a template for providing the public with pertinent information on any surveillance equipment proposed, or acquired through federal grants, or other funding rather than creating yet another reporting format by December 31, 2023. (F2, F4)
F3:
Conflicting information on records retention within Policy 423 (Body Worn Cameras), as well as between Policies 422 (Portable Audio/Video Recorders) and 423, creates confusion and doubt for the public, and may present lack of certainty on proper records retention and disposal for Sheriff’s Office personnel.
Related Recommendations (2)
R3:
The Sheriff’s Office Policy Manual should review and propose potential revisions specific to confusing language in Policies 422 (Portable Audio/Video Recorders) and 423 (Body Worn Cameras) by December 31, 2023. (F3)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
F4:
The Sheriff’s Office’s lack of documentation specific to the Cellebrite Mobile Device Forensics Tool leaves the public without critical information on how this tool will be used, and more importantly, when it will not be used.
Related Recommendations (3)
R4:
The Sheriff’s Office should inform the public on whether Mobile Device Forensic Tools are used for consent searches specifically, and define and announce disposal dates for non-evidentiary data by December 31, 2023. (F4)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R7:
The Sheriff’s Office should consider regular public reporting on the intended acquisition and ongoing use of surveillance technologies not already publicly reported as required under state or county law. The Sheriff’s Office should consider using portions of the Military Equipment Inventory as a template for providing the public with pertinent information on any surveillance equipment proposed, or acquired through federal grants, or other funding rather than creating yet another reporting format by December 31, 2023. (F2, F4)
F5:
The Sheriff’s Office first annual Military Equipment Inventory for the surveillance tools reviewed by the Grand Jury lacks details such as impact cost and specific linkages to Sheriff’s Office policy as required under California AB-481. This lack of detail leaves the public without clarity on aspects of cost and accountability measures.
Related Recommendations (2)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R8:
The Sheriff’s Office should review its Military Equipment Inventory to ensure compliance with AB-481. Where documentation is missing, the Sheriff’s Office should draft clarifying text either to share with the public for review, or for inclusion in the annual update by May 31, 2024. (F5)
F6:
The ability to register video surveillance on a web page created specifically for security alarm registration within Santa Cruz County may be confusing to the registered subscribers, as well as those considering adding security services to their home or business.
Related Recommendations (1)
R5:
The Sheriff’s Office may wish to recommend to the County Administration Office that clarifying language be added to the False Alarm and Administration online registration. (F6)
F7:
The Sheriff’s Office of Corrections’ lack of clear documentation specific to inmate tablet use leaves the public without critical information on how the information collected is used, how this information is retained, and more importantly, when disposal occurs for non-evidentiary records.
Related Recommendations (2)
R6:
Where possible, the Sheriff’s Office should publicly provide information on retention and specify disposal dates for all surveillance technologies non-evidentiary data by December 31, 2023. (F3, F4, F5, F7)
R9:
The Sheriff’s Office of Corrections should consider a documented process for handling the inadvertent recording of privileged communications, including inmate tablet use by September 30, 2023. (F7, F8) Commendation C1. The Sheriff’s Office Annual Report is easy to read, well organized, and provides useful information to the public. This publication offers thoughtful views of equipment, events, and Sheriff’s Office personnel. Surveillance State in Santa Cruz County published June 20, 2023 2022–2023 Consolidated Final Report 157
F8:
The Sheriff’s Office of Corrections’ lack of a documented process for handling inadvertent recording of privileged communications (e.g., communications by an inmate to legal counsel), is a concern since a breach of confidentiality could expose the County to costly legal liability.
Related Recommendations (1)
R9:
The Sheriff’s Office of Corrections should consider a documented process for handling the inadvertent recording of privileged communications, including inmate tablet use by September 30, 2023. (F7, F8) Commendation C1. The Sheriff’s Office Annual Report is easy to read, well organized, and provides useful information to the public. This publication offers thoughtful views of equipment, events, and Sheriff’s Office personnel. Surveillance State in Santa Cruz County published June 20, 2023 2022–2023 Consolidated Final Report 157