Santa Cruz County Grand Jury
2023-2024
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 (26)
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Findings & Recommendations
11 findings
F1:
Since 2016, the lack of comprehensive Annual Reports with detailed metrics on rape, including the tracking of stranger rape, leaves the community less informed, more vulnerable, and less safe.
Related Recommendations (1)
R6:
The Grand Jury recommends that the Commission and the SCPD submit comprehensive annual reports as called for in Ordinance 81-29, using the 2005-07 reports as a model, with the 2024 Annual Report placed on the Commission's agenda by December 31, 2024 and future reports submitted on a consistent, annual basis. (F1)
F2:
By highlighting a generic national statistic on stranger rape, rather than assessing local metrics in the CPVAW 2023 Report, the City is minimizing stranger rape and misleading the public into a possible false sense of security.
Related Recommendations (1)
R7:
The Grand Jury recommends that the 2023 Report be amended to remove the national entry on stranger rape, replacing it with accurate data for the City of Santa Cruz by December 31, 2024. (F2)
F3:
The lack of attention to long-time Commission programs such as the Safe Place Network and the Bar Coaster program leaves residents and visitors without important resources for their personal safety.
Related Recommendations (2)
R1:
The Grand Jury recommends that the City Council fund a dedicated staff person for the Commission with skills commensurate to the need for program and resource development, community outreach and visibility, data research and report writing and have such position advertised by December 31, 2024. (F5, F3) Preventing Rape and Domestic Violence published June 27, 2024 204 Santa Cruz County Civil Grand Jury
R8:
The Grand Jury recommends that the CPVAW update the status of the Safe Place Network and the Bar Coasters program. If the programs are to be discontinued, a public CPVAW meeting is advised for that decision. If the programs are to be continued, the date of January 31, 2025 is recommended for the full reinstatement of these programs. (F3)
F4:
The loss of the in-person self-defense program for boys and girls in Santa Cruz City Schools lessens students’ ability to prevent sexual assault and interpersonal violence, inconsistent with the mandate of Ordinance 81-29.
Related Recommendations (1)
R3:
The Grand Jury recommends that the City Council begin evaluating options with the Santa Cruz City School District to reinstate the in-person self-defense program for middle and high school students of all genders by January 31, 2025. (F4)
F5:
The City’s replacement of a dedicated 20-hour per week Commission staff position with rotating staff with minimal hours has resulted in a loss of visibility for the prevention of rape and domestic violence, a loss of community connections, a lack of programs, inadequate resource distribution and less public awareness.
Related Recommendations (1)
R1:
The Grand Jury recommends that the City Council fund a dedicated staff person for the Commission with skills commensurate to the need for program and resource development, community outreach and visibility, data research and report writing and have such position advertised by December 31, 2024. (F5, F3) Preventing Rape and Domestic Violence published June 27, 2024 204 Santa Cruz County Civil Grand Jury
F6:
The City’s refusal to allow the Commission continued access to redacted police reports prevents the Commission from making recommendations for police training and evaluating community complaints as required by Ordinance.
Related Recommendations (1)
R2:
The Grand Jury recommends that the City Council reevaluate the legal ability of CPVAW commissioners to access redacted police reports of rape as described in this investigation, and present the results of that research by December 31, 2024. (F6)
F7:
The SCPD’s decision to drop stranger rape alerts and case-by-case updates leaves the community unaware about this serious crime and therefore less safe.
Related Recommendations (1)
R5:
The Grand Jury recommends that the SCPD reinstate community alerts for incidents of stranger rape, with case-by-case updates, by December 31, 2024. (F7)
F8:
The inconsistencies the Grand Jury found in SCPD’s rape numbers means the public, the CPVAW and the City have no accurate metrics about reported rape, leaving the community ill-informed and Annual Commission Reports unreliable.
Related Recommendations (1)
R4:
The Grand Jury recommends that the SCPD update its website to include the detailed metrics on Rape Incidents submitted to NIBRS and CIBRS, ensuring all data entries are accurate and available at each meeting of the CPVAW, and have this in place by January 31, 2025. (F8, F9)
F9:
The SCPD and the Commission’s lack of a consistent definition of rape leads to public confusion and potential undercounting of rape crimes in the City.
Related Recommendations (1)
R4:
The Grand Jury recommends that the SCPD update its website to include the detailed metrics on Rape Incidents submitted to NIBRS and CIBRS, ensuring all data entries are accurate and available at each meeting of the CPVAW, and have this in place by January 31, 2025. (F8, F9)
F10:
The Five Year Strategic Plan’s failure to include the prevention of rape and domestic violence leaves the community less aware and less safe.
Related Recommendations (1)
R9:
The Grand Jury recommends that Focus Area 5, Public Safety of the 2023-28 Five Year Strategic Plan include an entry prioritizing the prevention of rape and domestic violence, as mandated by Ordinance 81-29, and published by February 28, 2025. (F10)
F11:
The City Manager’s Weekly Update to the community has not highlighted the work of the CPVAW for the past two years, effectively relegating the prevention of rape and domestic violence to a low priority, leaving the public uninformed.
Related Recommendations (1)
R10:
The Grand Jury recommends that the City Manager increase the visibility of the CPVAW programs and events by publishing relevant information, at least quarterly, in the City Manager’s Weekly Update and that the first article be published by December 31, 2024. (F11)
Additional Recommendations
1
Not linked to specific findings.
R81-29:
to make the prevention of rape and domestic violence one of its highest priorities. In 2023, the Santa Cruz City Council adopted a Five Year Strategic Plan. The Plan makes no mention of rape and domestic violence. Over the past decade, the City’s Commission for the Prevention of Violence Against Women has failed to provide the City Council with solid Annual Reports that document City, community, and police efforts to prevent rape and domestic violence. Recent reports have either included no data or limited data. The 2023 CPVAW Joint Report has no metrics on important trends such as whether the City of Santa Cruz still has a higher than average rate of rapes by strangers. What areas of the city were the crimes committed in? Have there been arrests? Long-standing Commission programs such as the Safe Place Network of local businesses are currently idle. This year the Santa Cruz City Schools District canceled the Commission’s popular self-defense classes for middle and high school students. The in-person classes are being replaced with an online self-esteem video. The City has ended the Commission’s thirty five-year access to redacted police reports of rape and domestic violence. These reports enabled the Commission to evaluate police response, respond to complaints and recommend training if needed. The Grand Jury submits its findings and recommendations to bring the City of Santa Cruz into compliance with City Ordinance 81-29. The personal safety and well-being of the community is at stake. Preventing Rape and Domestic Violence published June 27, 2024
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Findings & Recommendations
11 findings
F1:
Underfunding the road and culvert maintenance work on the 586 miles of County roads in unincorporated Santa Cruz County for more than four decades has created a backlog of deferred maintenance currently exceeding ¾ of a billion dollars which creates a hazard for residents.
Related Recommendations (2)
R1:
The Grand Jury recommends that the DPW complete a public report by December 31, 2024 which shows the prioritization of culvert and drainage ditch maintenance in order to help prevent road washouts that are more costly to repair. (F1, F5)
R2:
The Grand Jury recommends that the Board of Supervisors increase annual funding to the DPW to improve at least one local road segment with a PCI of less than 40 as listed in the Pavement Management report, in each Supervisorial district starting December 31, 2024. (F1, F2, F7, F8, F9)
F2:
Due to the large shortfall in funding, Santa Cruz County Department of Public Works adheres to the accepted practice promoted by the Federal Highway Administration and RTC of prioritizing pavement preservation over pavement restoration. Much of the public lacks awareness of this practice in the absence of a formally documented policy which impacts voter choices.
Related Recommendations (2)
R2:
The Grand Jury recommends that the Board of Supervisors increase annual funding to the DPW to improve at least one local road segment with a PCI of less than 40 as listed in the Pavement Management report, in each Supervisorial district starting December 31, 2024. (F1, F2, F7, F8, F9)
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning pavement restoration on very poor and failed Local roads into a publicly available document in order to inform affected property owners and prospective buyers by December 31, 2024. (F2, F3, F4, F7, F9) Santa Cruz County Local Roads published June 5, 2024 16 Santa Cruz County Civil Grand Jury
F3:
The County road maintenance strategy differs by Supervisorial District leading to inconsistent road repair expectations among districts. This lack of a coordinated strategy leaves residents frustrated and with a sense of unfair treatment.
Related Recommendations (1)
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning pavement restoration on very poor and failed Local roads into a publicly available document in order to inform affected property owners and prospective buyers by December 31, 2024. (F2, F3, F4, F7, F9) Santa Cruz County Local Roads published June 5, 2024 16 Santa Cruz County Civil Grand Jury
F4:
Storms of 2017 and 2023 caused significant road failures. Contributing factors were inadequate culvert, drainage ditch, and road surface maintenance which led to culvert failures and full road washouts leaving residents stranded or incurring significant delay.
Related Recommendations (1)
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning pavement restoration on very poor and failed Local roads into a publicly available document in order to inform affected property owners and prospective buyers by December 31, 2024. (F2, F3, F4, F7, F9) Santa Cruz County Local Roads published June 5, 2024 16 Santa Cruz County Civil Grand Jury
F5:
The County of Santa Cruz has failed to ask unincorporated County voters to increase the funding of the Special District 9D (1-3) road assessment fee since its inception in 1988, which has resulted in a drastic loss of revenue for maintaining County roads.
Related Recommendations (1)
R1:
The Grand Jury recommends that the DPW complete a public report by December 31, 2024 which shows the prioritization of culvert and drainage ditch maintenance in order to help prevent road washouts that are more costly to repair. (F1, F5)
F6:
The County of Santa Cruz has failed to perform resurfacing maintenance on many of the smaller unincorporated local roads, resulting in higher failure rates and at least a 10 times increased maintenance cost when and if those roads are resurfaced.
Related Recommendations (4)
R3:
The Grand Jury recommends that the DPW supply information to LAFCO detailing expenditures in each of the three zones of CSA 9D for the years 2020-2023 by October 31, 2024. (F6, F10)
R4:
The Grand Jury recommends that LAFCO issue a new County Service Area 9 Service and Sphere of Influence Review incorporating detailed data of expenditures for each 9D zone by March 15, 2025. (F6, F10)
R5:
The Grand Jury recommends that the County Board of Supervisors should begin the process necessary to increase the funding in CSA 9D to an amount in line with what is needed to reduce the backlog of very poor and failed road repairs by December 31, 2024. (F6)
R6:
The Grand Jury recommends that the County Board of Supervisors take steps necessary to add a consumer price index increase to CSA 9D, as allowed by law, by December 31, 2024. (F6)
F7:
Santa Cruz County's neglect of unincorporated local roads for many decades has led to an average Pavement Condition Index of less than 48 (as of 2019) which is 17 points below the statewide average. With the current funding level, it is projected to be 38 in 2024, and it is further projected to drop to 33 by 2028 which will leave the County in a position to experience higher catastrophic road failures.
Related Recommendations (2)
R2:
The Grand Jury recommends that the Board of Supervisors increase annual funding to the DPW to improve at least one local road segment with a PCI of less than 40 as listed in the Pavement Management report, in each Supervisorial district starting December 31, 2024. (F1, F2, F7, F8, F9)
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning pavement restoration on very poor and failed Local roads into a publicly available document in order to inform affected property owners and prospective buyers by December 31, 2024. (F2, F3, F4, F7, F9) Santa Cruz County Local Roads published June 5, 2024 16 Santa Cruz County Civil Grand Jury
F8:
The County prioritizes preventive maintenance of roads in fair to good condition over road repair and reconstruction due to limited discretionary funds. As a result, many residents in local road areas will have to contend with very poor/failed roads into the foreseeable future.
Related Recommendations (1)
R2:
The Grand Jury recommends that the Board of Supervisors increase annual funding to the DPW to improve at least one local road segment with a PCI of less than 40 as listed in the Pavement Management report, in each Supervisorial district starting December 31, 2024. (F1, F2, F7, F8, F9)
F9:
The most recent LAFCO and County reports fail to provide detailed accounting of how 9D funds are being spent. The result is that taxpayers lack the information to ensure that generated funds are being used appropriately.
Related Recommendations (2)
R2:
The Grand Jury recommends that the Board of Supervisors increase annual funding to the DPW to improve at least one local road segment with a PCI of less than 40 as listed in the Pavement Management report, in each Supervisorial district starting December 31, 2024. (F1, F2, F7, F8, F9)
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning pavement restoration on very poor and failed Local roads into a publicly available document in order to inform affected property owners and prospective buyers by December 31, 2024. (F2, F3, F4, F7, F9) Santa Cruz County Local Roads published June 5, 2024 16 Santa Cruz County Civil Grand Jury
F10:
Minor progress has been made in seeking and securing additional funding sources. The additional funding is far short of what is needed to maintain and repair the road network. Santa Cruz County Local Roads published June 5, 2024 2023–2024 Consolidated Final Report 15
Related Recommendations (3)
R3:
The Grand Jury recommends that the DPW supply information to LAFCO detailing expenditures in each of the three zones of CSA 9D for the years 2020-2023 by October 31, 2024. (F6, F10)
R4:
The Grand Jury recommends that LAFCO issue a new County Service Area 9 Service and Sphere of Influence Review incorporating detailed data of expenditures for each 9D zone by March 15, 2025. (F6, F10)
R7:
The Grand Jury recommends that the County Board of Supervisors continue to prioritize a minimum of 10% of Measure K funds to repair roads in the County with a PCI of 25 or less by December 31, 2024. (F10, F11)
F11:
Measure K funds go directly into the General Fund and road maintenance funding expenditures are only recommended. This may allow the funding to go to other needs.
Related Recommendations (1)
R7:
The Grand Jury recommends that the County Board of Supervisors continue to prioritize a minimum of 10% of Measure K funds to repair roads in the County with a PCI of 25 or less by December 31, 2024. (F10, F11)
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Findings & Recommendations
16 findings
F1:
The failure of Wellpath, the medical provider contracted by the Sheriff to provide data from required Health Service Audits, has adversely affected inmate health and resulted in poor health care and lack of pharmaceutical services for inmates.
Related Recommendations (2)
R1:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to begin the Health Service Audits. (F1)
R2:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to improve the medical discharge processes for better continuity of care. (F1, F2)
F2:
The failure of Wellpath to implement a comprehensive discharge plan causes inmates to be released without community connection to medical treatment and medication.
Related Recommendations (1)
R2:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to improve the medical discharge processes for better continuity of care. (F1, F2)
F3:
The failure of the Sheriff”s jail staff to properly address inmates' mental illness crises has caused mentally disabled inmates to be held in Safety Cells for excessively long periods.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F4:
The improper use of Safety Cells by the Sheriff’s jail staff to isolate inmates who are greatly in need of mental health care and/or have made suicidal statements causes a violation of required procedure.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F5:
The use of Safety Cells for punishment has resulted in violations of Title 15 section 1055 and the Sheriff’s Policy and Procedures Manual policy 516.2. This may expose the Sheriff’s department to lawsuits.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F6:
The practice of excluding mentally ill patients from 5150 hold and transfer until discharge results in a violation of both Title 15 and Sheriff’s Policies and Procedures manual policy 516.2.
Related Recommendations (1)
R4:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff with the proper use of a 5150 hold and the transfer of inmates to a mental health facility according to Title 15 and the Sheriff’s policy and procedures manual. (F6) We Can Do Better With Our Jails! published June 11, 2024 2023–2024 Consolidated Final Report 45
F7:
The failure of Jail administrators to transfer inmates with suicidal ideation or in a mental health crisis to an out-of-county LPS facility adversely impacts inmate mental health care.
Related Recommendations (1)
R5:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff train staff on how to transfer suicidal inmates to an LPS facility for mental health care. (F7)
F8:
The failure of the Crisis Intervention Team to issue a 5150 hold and transfer before an inmate is discharged adversely impacts inmate mental health care.
Related Recommendations (1)
R6:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff direct the CIT team to not withhold a 5150 hold and make a transfer until release because this is not proper or best practice for inmates in need of mental health care. (F8)
F9:
The practice of placement in Administrative Separation (solitary confinement) causes inmates to suffer mental health problems including, but not limited to, anxiety, insomnia, paranoia, aggression, and depression.
Related Recommendations (1)
R7:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a plan to transfer all inmates in mental health crises to LPS facilities and budget the extra cost of transferring patients out of the county. (F9, F10) Group 2: Better Jail Conditions, Rehabilitation and Reentry Preparation
F10:
The failure of Jail administrators to transfer Inmates who are suffering from mental health crises symptoms to an LPS Facility adversely impacts inmate mental health care.
Related Recommendations (1)
R7:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a plan to transfer all inmates in mental health crises to LPS facilities and budget the extra cost of transferring patients out of the county. (F9, F10) Group 2: Better Jail Conditions, Rehabilitation and Reentry Preparation
F11:
Opening the closed unit at Rountree and increasing the number of re-entry programs would result in better conditions for inmates and less stress for the correctional officers.
Related Recommendations (1)
R8:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff reopen closed units and move all qualified inmates to Rountree Medium Security and the Minimum Security Rehabilitation and Reentry unit. (F11)
F12:
Increasing the number of programs that focus on rehabilitation, education, and restorative justice to prepare for reentry would show positive improvement to public safety and a reduction in recidivism for reentering inmates.
Related Recommendations (1)
R9:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a comprehensive plan to increase the number of programs that steer inmates towards reentry into the community with new job skills development, education, work release and transitional programs. (F12) We Can Do Better With Our Jails! published June 11, 2024 46 Santa Cruz County Civil Grand Jury
F13:
Jail programs like “Stepping Up” steers the mentally ill to community-based mental health care, reducing the number of mentally ill inmates in jail.
Related Recommendations (1)
R10:
By the end of fiscal year 2024-2025, the Grand Jury recommends the Sheriff develop a plan to implement more Jail diversion programs (like Stepping Up) that steer the Mentally Ill away from jail and to the help they need. (F13)
F14:
The current practice of reviewing inmate classification monthly is too long of an interval and may endanger inmates suffering from mentally illness.
Related Recommendations (1)
R11:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff change the Reclassification examination of mentally ill inmates from a monthly basis to a weekly basis to prevent misclassified inmates from suffering needlessly. (F14)
F15:
The failure of Wellpath to recruit and retain adequate staff adversely impacts the overall effectiveness of the mental health services provided to inmates.
Related Recommendations (2)
R12:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff conduct an analysis of the effectiveness of Wellpath in regards to all mental health services of incarcerated persons. (F15)
R13:
By the end of calendar year 2024, the Grand Jury recommends the Wellpath be directed to provide round-the-clock medical and mental health care availability to the Jails. (F15) Group 3: Access to Inmate Interviews and Rehabilitation Programs
F16:
The Santa Cruz County Civil Grand Jury was not permitted to interview inmates serving sentences at the Rountree Rehabilitation and Reentry Facility as required by the Bureau of State Community and Corrections. Speaking to some inmates about their experiences and opinions of the programs would have greatly enhanced the Jail investigation and report.
Related Recommendations (1)
R14:
The Grand Jury recommends the Sheriff begin to allow the Santa Cruz County Civil Grand Jury interviews of inmates per Penal Code 916 including observing inmate classes and programs within 90 days. (F16)
Additional Recommendations
1
Not linked to specific findings.
R16-20:
hours a day. According to answers given by Wellpath on 02/13/2024 in a Request for Proposal - Vendor Report to the County, many staffing positions are currently vacant including:[26] ● One Mental Health Coordinator ● Two full time Mental Health Clinicians ● Three full time Registered Nurses ● Four full time Licensed Vocational Nurses Some notable numbers from the report: ● Average daily # of detox patients - 12 ● Average daily # of combined segregation inmates - 25-30 ● Percentage of inmate population on medication - 65 ● Percentage of inmate population on psych medication - 68 ● Percentage of inmate population who are Severely Mentally Ill - 12 The Grand Jury is concerned with these crisis-level numbers. The workload appears to be a problem, given the vacancies of medical and mental health staff. Reducing staffing level caseloads is not the whole answer, but it is a crucial element to the question of whether inmates with mental illness are being provided with the required level of care. We Can Do Better With Our Jails! published June 11, 2024
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Findings & Recommendations
7 findings
F1:
The County budget website lacks HSA Financial data visible to the public to ensure transparency of programs and funding efficacy.
Related Recommendations (3)
R1:
The Grand Jury recommends that Behavioral Health Services, in collaboration with the Chief Administrative Office Staff (CAO), provide a plan to report program performance on County websites. This plan should include data necessary to evaluate the effectiveness of each behavioral health program, including outcome-based metrics, patient feedback for each program, number of patients served, and financial details like budgeted expenses and revenue sources by program. This plan should be published by December 31, 2024. (F1, F2, F3)
R2:
The Grand Jury recommends that the Board of Supervisors direct the CAO to implement performance budgeting of Behavioral Health Services over the next two-year budget cycle. This was also recommended by the 2017-2018 Grand Jury. The BoS should take this action by December 31, 2024. (F1)
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of Supervisors include an outcome-based evaluation of contracted services through a summary report that is publicly available. This should be done for all new and renewed contracts by December 31, 2024. (F1, F2, F4, F5, F7)
F2:
The County has limited staff to analyze the data for identifying trends which would allow focusing resources more effectively. Findings on Out-of-County Transfers and 95076 Zip Code
Related Recommendations (2)
R1:
The Grand Jury recommends that Behavioral Health Services, in collaboration with the Chief Administrative Office Staff (CAO), provide a plan to report program performance on County websites. This plan should include data necessary to evaluate the effectiveness of each behavioral health program, including outcome-based metrics, patient feedback for each program, number of patients served, and financial details like budgeted expenses and revenue sources by program. This plan should be published by December 31, 2024. (F1, F2, F3)
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of Supervisors include an outcome-based evaluation of contracted services through a summary report that is publicly available. This should be done for all new and renewed contracts by December 31, 2024. (F1, F2, F4, F5, F7)
F3:
Zip code data can pinpoint areas of “High Need,” which can direct data-driven funding for better health outcomes and give a better “Return on Investment.”
Related Recommendations (3)
R1:
The Grand Jury recommends that Behavioral Health Services, in collaboration with the Chief Administrative Office Staff (CAO), provide a plan to report program performance on County websites. This plan should include data necessary to evaluate the effectiveness of each behavioral health program, including outcome-based metrics, patient feedback for each program, number of patients served, and financial details like budgeted expenses and revenue sources by program. This plan should be published by December 31, 2024. (F1, F2, F3)
R3:
The Grand Jury recommends that because the 95076 zip code is the area of most need, Behavioral Health Division’s Enhanced Care Management programs should focus efforts on identifying and case managing clients in this area by December 31, 2024. (F3, F4, F5, F6, F7)
R4:
The Grand Jury recommends that Behavioral Health Services, County Office of Education, and the Board of Supervisors develop and publish a plan, with measurable outcomes, that focuses on improving socioeconomic indicators in the 95076 zip code by December 31, 2024. (F3, F4, F5)
F4:
The 95076 zip code has an extraordinarily high number of patient transfers to outside the county compared to other zip codes of Santa Cruz county. This indicates a major lack of healthcare facilities and services to serve the community.
Related Recommendations (3)
R3:
The Grand Jury recommends that because the 95076 zip code is the area of most need, Behavioral Health Division’s Enhanced Care Management programs should focus efforts on identifying and case managing clients in this area by December 31, 2024. (F3, F4, F5, F6, F7)
R4:
The Grand Jury recommends that Behavioral Health Services, County Office of Education, and the Board of Supervisors develop and publish a plan, with measurable outcomes, that focuses on improving socioeconomic indicators in the 95076 zip code by December 31, 2024. (F3, F4, F5)
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of Supervisors include an outcome-based evaluation of contracted services through a summary report that is publicly available. This should be done for all new and renewed contracts by December 31, 2024. (F1, F2, F4, F5, F7)
F5:
A study of socioeconomic indicators of the 95076 zip code, compared to other zip codes of Santa Cruz county, reveal a dire need to improve the following: ● Homelessness ● Low Preschool Enrollment ● Poor Health Care Access ● Unemployment ● Support for Single Parent Households County Behavioral Health Services published June 11, 2024 2023–2024 Consolidated Final Report 81 Findings about Case Management
Related Recommendations (3)
R3:
The Grand Jury recommends that because the 95076 zip code is the area of most need, Behavioral Health Division’s Enhanced Care Management programs should focus efforts on identifying and case managing clients in this area by December 31, 2024. (F3, F4, F5, F6, F7)
R4:
The Grand Jury recommends that Behavioral Health Services, County Office of Education, and the Board of Supervisors develop and publish a plan, with measurable outcomes, that focuses on improving socioeconomic indicators in the 95076 zip code by December 31, 2024. (F3, F4, F5)
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of Supervisors include an outcome-based evaluation of contracted services through a summary report that is publicly available. This should be done for all new and renewed contracts by December 31, 2024. (F1, F2, F4, F5, F7)
F6:
The ECM programs are currently at capacity and have waiting lists. More providers are needed to expand the program further to transition more residents to independent living.
Related Recommendations (1)
R3:
The Grand Jury recommends that because the 95076 zip code is the area of most need, Behavioral Health Division’s Enhanced Care Management programs should focus efforts on identifying and case managing clients in this area by December 31, 2024. (F3, F4, F5, F6, F7)
F7:
Though there is evidence that managed care programs like ECM are effective, lack of data leaves doubt in the public’s mind. Data supporting the success rate of ECM programs would ensure stronger public support.
Related Recommendations (2)
R3:
The Grand Jury recommends that because the 95076 zip code is the area of most need, Behavioral Health Division’s Enhanced Care Management programs should focus efforts on identifying and case managing clients in this area by December 31, 2024. (F3, F4, F5, F6, F7)
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of Supervisors include an outcome-based evaluation of contracted services through a summary report that is publicly available. This should be done for all new and renewed contracts by December 31, 2024. (F1, F2, F4, F5, F7)
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Findings & Recommendations
6 findings
F1:
It is hard to contact the relevant people in CPS to get information since there is no organizational chart published on the website. People don’t know who they can contact for specific issues. Report on Child Protective Services published June 17, 2024 110 Santa Cruz County Civil Grand Jury
Related Recommendations (1)
R1:
The Grand Jury recommends that CPS publish an organizational chart by October 31, 2024. (F1)
F2:
The lack of readily available CPS data metrics accessible on the Santa Cruz County website can lead to perceptions based on individual experiences. Perception becomes reality if data is not provided which can lead to public distrust of the system.
Related Recommendations (1)
R2:
The Grand Jury recommends that CPS publish outcome based metrics, such as number of children moved to Resource Families, number of Resource Families available in the County, number of successful and failed reunifications, and identify success metrics for children under care, on an annual basis on their website to improve transparency by December 31, 2024. (F2, F3, F6)
F3:
Lots of data is available on the California Welfare Indicators Project maintained by University of California for the whole state of California for each county. It is hard to sift through and find relevant data for Santa Cruz County.
Related Recommendations (1)
R2:
The Grand Jury recommends that CPS publish outcome based metrics, such as number of children moved to Resource Families, number of Resource Families available in the County, number of successful and failed reunifications, and identify success metrics for children under care, on an annual basis on their website to improve transparency by December 31, 2024. (F2, F3, F6)
F4:
There is no formal complaint process. You can lodge a complaint only with your social worker. When the complainant is not happy with the resolution, complaints are lodged with the Grand Jury. This is ineffective and results in a lack of accountability or follow up on the complaint.
Related Recommendations (2)
R3:
The Grand Jury recommends that CPS create and publish the complaint process. This published process should include a supervisor not vested in the outcome who can review the complaints. This process and the accompanying metrics like number of complaints and resolution times should be made available to the public by December 31, 2024. (F4)
R4:
The Grand Jury recommends that the County Board of Supervisors establish a Child Welfare Oversight board and an Inspector General similar to what the 2002-2003 Grand Jury recommended. This could help resolve bias, impropriety and undue influence complaints and will help provide transparency and increase trust in the CPS process. The Grand Jury recommends that the planning for this should start by December 31, 2024, with the board fully implemented six months after the planning is finished. (F4, F5)
F5:
Child Family Team members often dispute the accuracy of "official" meeting notes taken by the attending CPS Social Workers, leading to lack of trust between team members.
Related Recommendations (2)
R4:
The Grand Jury recommends that the County Board of Supervisors establish a Child Welfare Oversight board and an Inspector General similar to what the 2002-2003 Grand Jury recommended. This could help resolve bias, impropriety and undue influence complaints and will help provide transparency and increase trust in the CPS process. The Grand Jury recommends that the planning for this should start by December 31, 2024, with the board fully implemented six months after the planning is finished. (F4, F5)
R5:
The Grand Jury recommends that the CPS department begin to record the Child Family Team meetings by the end of December 31, 2024. (F5) Report on Child Protective Services published June 17, 2024 2023–2024 Consolidated Final Report 111
F6:
The lack of data makes it difficult to determine whether bias is present either to Resource Families or Birth Families to the detriment of the child.
Related Recommendations (1)
R2:
The Grand Jury recommends that CPS publish outcome based metrics, such as number of children moved to Resource Families, number of Resource Families available in the County, number of successful and failed reunifications, and identify success metrics for children under care, on an annual basis on their website to improve transparency by December 31, 2024. (F2, F3, F6)
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Findings & Recommendations
17 findings
F1:
Requiring candidates for difficult to fill positions coordinate with Personnel rather than directly with hiring managers in departments slows the hiring process and reduces candidate interest.
Related Recommendations (1)
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the backlog of difficult to fill positions, the Personnel Department creates dedicated recruiter positions for the HSA, HSD and Public Works departments. (F1–F5) Improve Marketing to Candidates
F2:
The Personnel Department recruiter training does not provide recruiter skills to the hiring managers necessary in today’s job market.
Related Recommendations (1)
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the backlog of difficult to fill positions, the Personnel Department creates dedicated recruiter positions for the HSA, HSD and Public Works departments. (F1–F5) Improve Marketing to Candidates
F3:
Outdated personnel “candidate pool” rules and Civil Service recruiting policies inadvertently force long term vacancies for supervisory and credentialed positions.
Related Recommendations (3)
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the backlog of difficult to fill positions, the Personnel Department creates dedicated recruiter positions for the HSA, HSD and Public Works departments. (F1–F5) Improve Marketing to Candidates
R2:
The Grand Jury recommends that by December 31, 2024, the Personnel Department update recruitment and hiring procedures. For example, requiring the updating of job postings on a regular basis in order to improve search engine visibility. (F3, F6, F7)
R3:
The Grand Jury recommends that by December 31, 2024, the Personnel Department begin publishing per-position candidate pool policies and hiring results on a semi-annual basis. (F3, F6, F7) New Recruiting Ideas for the Personnel Department published June 27, 2024 2023–2024 Consolidated Final Report 175 Promote from Within
F4:
By not sending candidates for difficult to fill positions directly to hiring managers the chances of hiring well qualified candidates are reduced.
Related Recommendations (1)
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the backlog of difficult to fill positions, the Personnel Department creates dedicated recruiter positions for the HSA, HSD and Public Works departments. (F1–F5) Improve Marketing to Candidates
F5:
Most county departments lack dedicated hiring managers leading to overloaded administrators.
Related Recommendations (1)
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the backlog of difficult to fill positions, the Personnel Department creates dedicated recruiter positions for the HSA, HSD and Public Works departments. (F1–F5) Improve Marketing to Candidates
F6:
The Personnel Department has not changed policies and procedures in the face of fewer candidates applying for County positions resulting in additional vacancies and slower recruitment and hiring processes.
Related Recommendations (4)
R2:
The Grand Jury recommends that by December 31, 2024, the Personnel Department update recruitment and hiring procedures. For example, requiring the updating of job postings on a regular basis in order to improve search engine visibility. (F3, F6, F7)
R3:
The Grand Jury recommends that by December 31, 2024, the Personnel Department begin publishing per-position candidate pool policies and hiring results on a semi-annual basis. (F3, F6, F7) New Recruiting Ideas for the Personnel Department published June 27, 2024 2023–2024 Consolidated Final Report 175 Promote from Within
R6:
The Grand Jury recommends that by December 31, 2024, the Personnel Department develop a plan detailing how they will solicit and evaluate employee recommendations that could help reduce the backlog of difficult to fill positions. (F6, F12)
R7:
The Grand Jury recommends that by December 31, 2024, the Personnel Department publicly document how they have engaged external expertise which would likely improve hiring and promoting processes. (F6, F12) New Recruiting Ideas for the Personnel Department published June 27, 2024 176 Santa Cruz County Civil Grand Jury Evaluate Peer Counties for Best Practices
F7:
The Personnel Department’s website advertising continuous open positions without regular updates makes it very difficult for candidates to find opportunities on search engines because the information is stale and not up to date.
Related Recommendations (2)
R2:
The Grand Jury recommends that by December 31, 2024, the Personnel Department update recruitment and hiring procedures. For example, requiring the updating of job postings on a regular basis in order to improve search engine visibility. (F3, F6, F7)
R3:
The Grand Jury recommends that by December 31, 2024, the Personnel Department begin publishing per-position candidate pool policies and hiring results on a semi-annual basis. (F3, F6, F7) New Recruiting Ideas for the Personnel Department published June 27, 2024 2023–2024 Consolidated Final Report 175 Promote from Within
F8:
Continuous improvement for promoting existing employees in departments with difficult to fill positions can help to maintain effective staffing levels.
Related Recommendations (1)
R4:
The Grand Jury recommends that by December 31, 2024, the Personnel Department, in collaboration with HSA, HSD and Public Works, embrace continuous improvement and publish a skills and advancement plan to accelerate promotion from within, including budget requirements and goals. (F8, F9) Group 2: Improve Hiring and Recruitment Results Adopt Integrated HR System
F9:
Promoting employees within departments with many difficult to fill positions can limit the damage caused by attrition, especially at more senior levels.
Related Recommendations (1)
R4:
The Grand Jury recommends that by December 31, 2024, the Personnel Department, in collaboration with HSA, HSD and Public Works, embrace continuous improvement and publish a skills and advancement plan to accelerate promotion from within, including budget requirements and goals. (F8, F9) Group 2: Improve Hiring and Recruitment Results Adopt Integrated HR System
F10:
The months-long hiring process is frustrating to candidates and jeopardizes the County’s chances of hiring good candidates.
Related Recommendations (1)
R5:
The Grand Jury recommends that by December 31, 2024, the Personnel Department publish a cost/benefit analysis comparing their current approach with that offered by integrated HR solutions. (F10, F11) Embrace Continual Improvement within Personnel Department
F11:
The time required for complex paper processes steals time from creative recruitment and ongoing contact with candidates.
Related Recommendations (2)
R5:
The Grand Jury recommends that by December 31, 2024, the Personnel Department publish a cost/benefit analysis comparing their current approach with that offered by integrated HR solutions. (F10, F11) Embrace Continual Improvement within Personnel Department
R10:
The Grand Jury recommends that the City Manager increase the visibility of the CPVAW programs and events by publishing relevant information, at least quarterly, in the City Manager’s Weekly Update and that the first article be published by December 31, 2024. (F11)
F12:
Despite the finding in F9, having leadership in Personnel Department positions filled by long-time employees that have spent most of their career in the department has led to limited acceptance of ideas that have worked elsewhere in hiring for difficult to fill positions.
Related Recommendations (2)
R6:
The Grand Jury recommends that by December 31, 2024, the Personnel Department develop a plan detailing how they will solicit and evaluate employee recommendations that could help reduce the backlog of difficult to fill positions. (F6, F12)
R7:
The Grand Jury recommends that by December 31, 2024, the Personnel Department publicly document how they have engaged external expertise which would likely improve hiring and promoting processes. (F6, F12) New Recruiting Ideas for the Personnel Department published June 27, 2024 176 Santa Cruz County Civil Grand Jury Evaluate Peer Counties for Best Practices
F13:
The 8-county salary comparison in place since 2002 is no longer a useful benchmark for wages and salaries given the high cost of living in Santa Cruz County resulting in many vacancies.
F14:
To attract a wider pool of candidates for difficult to fill positions, pay needs to be at least 90% of what Santa Clara County offers.
F15:
The County Personnel Department was consistently unable to provide comprehensive hiring statistics. Without accurate data, Personnel and other departments cannot make sound judgements on how to measure improvements in the hiring process for difficult to fill positions.
Related Recommendations (1)
R9:
The Grand Jury recommends that by December 31, 2024, the Personnel Department post a public dashboard, based on real time data, to include time-to-hire and vacancy rates for difficult to fill positions in County departments. (F15, F16, F17)
F16:
The Personnel Department expects the department units themselves to track hiring and recruitment metrics and keep important data such as turnover statistics and vacancy rates. This leaves the Personnel Department and oversight bodies without a clear picture of the situation and depth of the problem.
Related Recommendations (1)
R9:
The Grand Jury recommends that by December 31, 2024, the Personnel Department post a public dashboard, based on real time data, to include time-to-hire and vacancy rates for difficult to fill positions in County departments. (F15, F16, F17)
F17:
By not filling essential positions for months at a time, services for residents suffer harm when vacancies persist.
Related Recommendations (1)
R9:
The Grand Jury recommends that by December 31, 2024, the Personnel Department post a public dashboard, based on real time data, to include time-to-hire and vacancy rates for difficult to fill positions in County departments. (F15, F16, F17)
Additional Recommendations
2
Not linked to specific findings.
R8:
The Grand Jury recommends that by December 31, 2024, and annually thereafter, the Personnel Department conduct a salary comparison study based on nearby counties. It is recommended that this study include counties which have routinely recruited Santa Cruz County employees and residents. (F6, F13,
R81-29:
to make the prevention of rape and domestic violence one of its highest priorities. In 2023, the Santa Cruz City Council adopted a Five Year Strategic Plan. The Plan makes no mention of rape and domestic violence. Over the past decade, the City’s Commission for the Prevention of Violence Against Women has failed to provide the City Council with solid Annual Reports that document City, community, and police efforts to prevent rape and domestic violence. Recent reports have either included no data or limited data. The 2023 CPVAW Joint Report has no metrics on important trends such as whether the City of Santa Cruz still has a higher than average rate of rapes by strangers. What areas of the city were the crimes committed in? Have there been arrests? Long-standing Commission programs such as the Safe Place Network of local businesses are currently idle. This year the Santa Cruz City Schools District canceled the Commission’s popular self-defense classes for middle and high school students. The in-person classes are being replaced with an online self-esteem video. The City has ended the Commission’s thirty five-year access to redacted police reports of rape and domestic violence. These reports enabled the Commission to evaluate police response, respond to complaints and recommend training if needed. The Grand Jury submits its findings and recommendations to bring the City of Santa Cruz into compliance with City Ordinance 81-29. The personal safety and well-being of the community is at stake. Preventing Rape and Domestic Violence published June 27, 2024
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Findings & Recommendations
6 findings
F1:
The inability of local fire departments to coordinate (communicate) with CAL FIRE during their initial response to the CZU Fire caused many fire victims to unnecessarily lose their homes and possibly contributed to the loss of a life.
Related Recommendations (1)
R4:
The Santa Cruz County Civil Grand Jury further recommends that the Board of Supervisors work with CAL FIRE to develop clear collaboration between local firefighting agencies and CAL FIRE. The community at large should then be advised as to this line of command. This should be done by December 31, 2024. (F1, F4)
F2:
The Long-term Recovery Group which assisted CZU fire and other disaster victims with case management and food and housing support serves as a model for the future.
Related Recommendations (2)
R1:
The Santa Cruz County Civil Grand Jury recommends that the Santa Cruz County Office of Response, Recovery and Resilience enter into a public-private partnership with the Long Term Recovery Group to provide continuing assistance and support for current and future disaster victims. This should be done by December 31, 2024. (F2, F3)
R3:
The Santa Cruz County Civil Grand Jury recommends that OR3 provide a list of all victims of the CZU Lighting Complex Fire, as well as lists of victims of any future disasters, to the LTRG to simplify outreach to victims. This should be done by September 1, 2024. (F2, F3)
F3:
Because many CZU fire victims were unaware of LTRG disaster services, fire victims, to their detriment, did not make use of the services and/or available financial assistance.
Related Recommendations (2)
R1:
The Santa Cruz County Civil Grand Jury recommends that the Santa Cruz County Office of Response, Recovery and Resilience enter into a public-private partnership with the Long Term Recovery Group to provide continuing assistance and support for current and future disaster victims. This should be done by December 31, 2024. (F2, F3)
R3:
The Santa Cruz County Civil Grand Jury recommends that OR3 provide a list of all victims of the CZU Lighting Complex Fire, as well as lists of victims of any future disasters, to the LTRG to simplify outreach to victims. This should be done by September 1, 2024. (F2, F3)
F4:
The failure of County agencies to have an effective disaster response plan in place prior to the CZU Fire caused many fire victims to incur unnecessary expense in the rebuilding process.
Related Recommendations (1)
R4:
The Santa Cruz County Civil Grand Jury further recommends that the Board of Supervisors work with CAL FIRE to develop clear collaboration between local firefighting agencies and CAL FIRE. The community at large should then be advised as to this line of command. This should be done by December 31, 2024. (F1, F4)
F5:
The failure of CDI and Environmental Health to provide timely guidance with respect to applying for and obtaining required permits after the CZU Fire caused many fire victims to expend unnecessary time and expense in the rebuild permitting process.
Related Recommendations (1)
R2:
The Santa Cruz County Civil Grand Jury recommends that OR3, CDI, and Santa Cruz County Environmental Health collaborate in developing a plan for an expedited rebuild process for future disaster victims. This should be done by December 31, 2024. (F5, F6)
F6:
The failure of the County Environmental Health department to fully inform CZU fire victims about new state septic system regulations (LAMP) resulted in many fire victims abandoning their plans to rebuild after realizing how high the cost of meeting the new standards would be. Victims of the CZU Wildfire - Four Years Later published June 21, 2024 128 Santa Cruz County Civil Grand Jury
Related Recommendations (1)
R2:
The Santa Cruz County Civil Grand Jury recommends that OR3, CDI, and Santa Cruz County Environmental Health collaborate in developing a plan for an expedited rebuild process for future disaster victims. This should be done by December 31, 2024. (F5, F6)
Findings & Recommendations
16 findings
F1:
The failure of Wellpath, the medical provider contracted by the Sheriff to provide data from required Health Service Audits, has adversely affected inmate health and resulted in poor health care and lack of pharmaceutical services for inmates.
Related Recommendations (2)
R1:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to begin the Health Service Audits. (F1)
R2:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to improve the medical discharge processes for better continuity of care. (F1, F2)
F2:
The failure of Wellpath to implement a comprehensive discharge plan causes inmates to be released without community connection to medical treatment and medication.
Related Recommendations (1)
R2:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to improve the medical discharge processes for better continuity of care. (F1, F2)
F3:
The failure of the Sheriff”s jail staff to properly address inmates' mental illness crises has caused mentally disabled inmates to be held in Safety Cells for excessively long periods.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F4:
The improper use of Safety Cells by the Sheriff’s jail staff to isolate inmates who are greatly in need of mental health care and/or have made suicidal statements causes a violation of required procedure.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F5:
The use of Safety Cells for punishment has resulted in violations of Title 15 section 1055 and the Sheriff’s Policy and Procedures Manual policy 516.2. This may expose the Sheriff’s department to lawsuits.
Related Recommendations (1)
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5)
F6:
The practice of excluding mentally ill patients from 5150 hold and transfer until discharge results in a violation of both Title 15 and Sheriff’s Policies and Procedures manual policy 516.2.
Related Recommendations (1)
R4:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff with the proper use of a 5150 hold and the transfer of inmates to a mental health facility according to Title 15 and the Sheriff’s policy and procedures manual. (F6) We Can Do Better With Our Jails! published June 11, 2024 2023–2024 Consolidated Final Report 45
F7:
The failure of Jail administrators to transfer inmates with suicidal ideation or in a mental health crisis to an out-of-county LPS facility adversely impacts inmate mental health care.
Related Recommendations (1)
R5:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff train staff on how to transfer suicidal inmates to an LPS facility for mental health care. (F7)
F8:
The failure of the Crisis Intervention Team to issue a 5150 hold and transfer before an inmate is discharged adversely impacts inmate mental health care.
Related Recommendations (1)
R6:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff direct the CIT team to not withhold a 5150 hold and make a transfer until release because this is not proper or best practice for inmates in need of mental health care. (F8)
F9:
The practice of placement in Administrative Separation (solitary confinement) causes inmates to suffer mental health problems including, but not limited to, anxiety, insomnia, paranoia, aggression, and depression.
Related Recommendations (1)
R7:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a plan to transfer all inmates in mental health crises to LPS facilities and budget the extra cost of transferring patients out of the county. (F9, F10) Group 2: Better Jail Conditions, Rehabilitation and Reentry Preparation
F10:
The failure of Jail administrators to transfer Inmates who are suffering from mental health crises symptoms to an LPS Facility adversely impacts inmate mental health care.
Related Recommendations (1)
R7:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a plan to transfer all inmates in mental health crises to LPS facilities and budget the extra cost of transferring patients out of the county. (F9, F10) Group 2: Better Jail Conditions, Rehabilitation and Reentry Preparation
F11:
Opening the closed unit at Rountree and increasing the number of re-entry programs would result in better conditions for inmates and less stress for the correctional officers.
Related Recommendations (1)
R8:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff reopen closed units and move all qualified inmates to Rountree Medium Security and the Minimum Security Rehabilitation and Reentry unit. (F11)
F12:
Increasing the number of programs that focus on rehabilitation, education, and restorative justice to prepare for reentry would show positive improvement to public safety and a reduction in recidivism for reentering inmates.
Related Recommendations (1)
R9:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a comprehensive plan to increase the number of programs that steer inmates towards reentry into the community with new job skills development, education, work release and transitional programs. (F12) We Can Do Better With Our Jails! published June 11, 2024 46 Santa Cruz County Civil Grand Jury
F13:
Jail programs like “Stepping Up” steers the mentally ill to community-based mental health care, reducing the number of mentally ill inmates in jail.
Related Recommendations (1)
R10:
By the end of fiscal year 2024-2025, the Grand Jury recommends the Sheriff develop a plan to implement more Jail diversion programs (like Stepping Up) that steer the Mentally Ill away from jail and to the help they need. (F13)
F14:
The current practice of reviewing inmate classification monthly is too long of an interval and may endanger inmates suffering from mentally illness.
Related Recommendations (1)
R11:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff change the Reclassification examination of mentally ill inmates from a monthly basis to a weekly basis to prevent misclassified inmates from suffering needlessly. (F14)
F15:
The failure of Wellpath to recruit and retain adequate staff adversely impacts the overall effectiveness of the mental health services provided to inmates.
Related Recommendations (2)
R12:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff conduct an analysis of the effectiveness of Wellpath in regards to all mental health services of incarcerated persons. (F15)
R13:
By the end of calendar year 2024, the Grand Jury recommends the Wellpath be directed to provide round-the-clock medical and mental health care availability to the Jails. (F15) Group 3: Access to Inmate Interviews and Rehabilitation Programs
F16:
The Santa Cruz County Civil Grand Jury was not permitted to interview inmates serving sentences at the Rountree Rehabilitation and Reentry Facility as required by the Bureau of State Community and Corrections. Speaking to some inmates about their experiences and opinions of the programs would have greatly enhanced the Jail investigation and report.
Related Recommendations (1)
R14:
The Grand Jury recommends the Sheriff begin to allow the Santa Cruz County Civil Grand Jury interviews of inmates per Penal Code 916 including observing inmate classes and programs within 90 days. (F16)
Additional Recommendations
1
Not linked to specific findings.
R16-20:
hours a day. According to answers given by Wellpath on 02/13/2024 in a Request for Proposal - Vendor Report to the County, many staffing positions are currently vacant including:[26] ● One Mental Health Coordinator ● Two full time Mental Health Clinicians ● Three full time Registered Nurses ● Four full time Licensed Vocational Nurses Some notable numbers from the report: ● Average daily # of detox patients - 12 ● Average daily # of combined segregation inmates - 25-30 ● Percentage of inmate population on medication - 65 ● Percentage of inmate population on psych medication - 68 ● Percentage of inmate population who are Severely Mentally Ill - 12 The Grand Jury is concerned with these crisis-level numbers. The workload appears to be a problem, given the vacancies of medical and mental health staff. Reducing staffing level caseloads is not the whole answer, but it is a crucial element to the question of whether inmates with mental illness are being provided with the required level of care. We Can Do Better With Our Jails! published June 11, 2024
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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.
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
6 findings
F1:
It is hard to contact the relevant people in CPS to get information since there is
F2:
The lack of readily available CPS data metrics accessible on the Santa Cruz
F3:
Lots of data is available on the California Welfare Indicators Project maintained
F4:
With HSD’s updating of its public facing website, the process to register a formal complaint if informal processes are not satisfactory, will be made clearer. This website update is anticipated to be completed by the Grand Jury’s timeline. Required Response from the Santa Cruz County Board of Supervisors Report on Child Protective Services Due by September 16, 2024 Page 11 of 13 278 Santa Cruz County Civil Grand Jury R4. The Grand Jury recommends that the County Board of Supervisors establish a Child Welfare Oversight board and an Inspector General similar to what the 2002-2003 Grand Jury recommended. This could help resolve bias, impropriety and undue influence complaints and will help provide transparency and increase trust in the CPS process. The Grand Jury recommends that the planning for this should start by December 31, 2024, with the board fully implemented six months after the planning is finished. (F4, F5) __ HAS BEEN IMPLEMENTED – summarize what has been done HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – __ summarize what will be done and the timeframe REQUIRES FURTHER ANALYSIS – explain the scope and timeframe __ (not to exceed six months) _X_ WILL NOT BE IMPLEMENTED – explain why Required response explanation, summary, and timeframe: This
F5:
Child Family Team members often dispute the accuracy of "official" meeting
F6:
The lack of data makes it difficult to determine whether bias is present either to
Additional Recommendations
5
Not linked to specific findings.
R1:
The Grand Jury recommends that CPS publish an organizational chart by
R2:
The Grand Jury recommends that CPS publish outcome based metrics, such as
R3:
The Grand Jury recommends that CPS create and publish the complaint
R4:
The Grand Jury recommends that the County Board of Supervisors establish a
R5:
The Grand Jury recommends that the CPS department begin to record the Child
Findings & Recommendations
11 findings
F1:
Since 2016, the lack of comprehensive Annual Reports with detailed metrics on
F2:
By highlighting a generic national statistic on stranger rape, rather than
F3:
The lack of attention to long-time Commission programs such as the Safe Place
F4:
The loss of the in-person self-defense program for boys and girls in Santa Cruz
F5:
The City’s replacement of a dedicated 20-hour per week Commission staff
F6:
The City’s refusal to allow the Commission continued access to redacted police
F7:
The SCPD’s decision to drop stranger rape alerts and case-by-case updates
F8:
The inconsistencies the Grand Jury found in SCPD’s rape numbers means the
F9:
The SCPD and the Commission’s lack of a consistent definition of rape leads to
F10:
The Five Year Strategic Plan’s failure to include the prevention of rape and
F11:
The City Manager’s Weekly Update to the community has not highlighted the
Additional Recommendations
10
Not linked to specific findings.
R1:
The Grand Jury recommends that the City Council fund a dedicated staff person
R2:
The Grand Jury recommends that the City Council reevaluate the legal ability of
R3:
The Grand Jury recommends that the City Council begin evaluating options with
R4:
The Grand Jury recommends that the SCPD update its website to include the
R5:
The Grand Jury recommends that the SCPD reinstate community alerts for
R6:
The Grand Jury recommends that the Commission and the SCPD submit
R7:
The Grand Jury recommends that the 2023 Report be amended to remove the
R8:
The Grand Jury recommends that the CPVAW update the status of the Safe
R9:
The Grand Jury recommends that Focus Area 5, Public Safety of the 2023-28
R10:
The Grand Jury recommends that the City Manager increase the visibility of the
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 with Responses 573
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 574 Santa Cruz County Civil Grand Jury
Findings & Recommendations
7 findings
F1:
The County budget website lacks HSA Financial data visible to the public to
F2:
The County has limited staff to analyze the data for identifying trends which
F3:
Zip code data can pinpoint areas of “High Need,” which can direct data-driven
F4:
The 95076 zip code has an extraordinarily high number of patient transfers to
F5:
A study of socioeconomic indicators of the 95076 zip code, compared to other zip
F6:
The ECM programs are currently at capacity and have waiting lists. More
F7:
Though there is evidence that managed care programs like ECM are effective,
Additional Recommendations
5
Not linked to specific findings.
R1:
The Grand Jury recommends that Behavioral Health Services, in collaboration
R2:
The Grand Jury recommends that the Board of Supervisors direct the CAO to
R3:
The Grand Jury recommends that because the 95076 zip code is the area of
R4:
The Grand Jury recommends that Behavioral Health Services, County Office of
R5:
The Grand Jury recommends that Behavioral Health Services and the Board of
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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 42 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 with Responses 43
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 44 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 with Responses 45
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)
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 with Responses 439
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 with Responses 441 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 440 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)
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 134 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 with Responses 135
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 with Responses 135
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 with Responses 135
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 with Responses 135
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
11 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 336 Santa Cruz County Civil Grand Jury
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 2022-2023 Consolidated Final Report with Responses 337 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 2022-2023 Consolidated Final Report with Responses 337 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 2022-2023 Consolidated Final Report with Responses 337 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 2022-2023 Consolidated Final Report with Responses 331 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 332 . 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:
ThemasterplanforCoralStreetbeingworkedbytheCityofSantaCruzincludes considerationoflimitingvehicleaccesstoCoralStreet,butthegrantsreceivedby theCityandtheplantobuild120unitsofsupportivehousingpreemptthe originalGrandJuryrecommendationtoconsiderclosingit.
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.
Related Recommendations (1)
R8:
The City of Santa Cruz should verify that their commitment to automate the Honoring 2019-2020 Commitments published June 7, 2023 2022-2023 Consolidated Final Report with Responses 343 process for updating their website has been completed by October 31, 2023. (F8)
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)
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
2
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.
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
7 findings
F1:
The California Department of Pesticide Regulation is developing a new system of
F2:
The Active and Passive modes of notification will allow access to members of the
F3:
Because project delays have put off the release of the new system until the
F4:
As science progresses, less toxic pesticides are being developed and released
F5:
Communication between the Agricultural Commissioner’s Office and other south
F6:
With regard to the City Manager’s response to
F7:
The joint effort between CAL Fire and OR3, as well as many other partners listed in the report, to improve preparedness for future wildfires is well-documented in the above-mentioned After-Action Report and Improvement Plan. Furthermore, the Grand Jury’s
Related Recommendations (1)
R7:
The Grand Jury requests an update as to the progress to date of the objectives outlined in the December 2021 After-Action Report in Appendix A: CORE CAPABILITIES / IMPROVEMENT PLAN and further requests that the OR3 publish this update on its website. (F7) Conclusion As previously mentioned in the Summary, the 2023-24 Grand Jury reviewed
Additional Recommendations
6
Not linked to specific findings.
R1:
The Grand Jury recommends that the Office of the Agricultural Commissioner
R2:
The Grand Jury recommends that the Office of the Agricultural Commissioner
R3:
The Grand Jury recommends that the Office of the Agricultural Commissioner
R4:
The Grand Jury recommends that the Office of the Agricultural Commissioner
R5:
Within 90 days the City Manager should publish the figures that their initial
R6:
Within 90 days the City should publish the summary of expenditures as
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Findings & Recommendations
3 findings
F1:
The contradictory entries on the City’s website and in the City’s legal documents
F2:
The City has no data on whether Inclusionary Housing is occupied by
F3:
The City has no data on the percentage of units in Inclusionary and 100%
Additional Recommendations
4
Not linked to specific findings.
R1:
The Grand Jury recommends that the Santa Cruz City Council state exactly
R2:
The Grand Jury recommends that the Santa Cruz City Council develop an
R3:
The Grand Jury recommends that the Santa Cruz City Council document the
R4:
The Grand Jury recommends that the Santa Cruz City Council create an
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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 with Responses 205
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 206 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 with Responses 207
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)
F17:
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. __ AGREE __X PARTIALLY DISAGREE __ DISAGREE Response explanation (required for a response other than Agree): Please see response to F13 above. Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 2022-2023 Consolidated Final Report with Responses 305
Findings & Recommendations
17 findings
F1:
Requiring candidates for difficult to fill positions coordinate with Personnel rather
F2:
The Personnel Department recruiter training does not provide recruiter skills to
F3:
Outdated personnel “candidate pool” rules and Civil Service recruiting policies
F4:
By not sending candidates for difficult to fill positions directly to hiring managers
F5:
Most county departments lack dedicated hiring managers leading to overloaded
F6:
The Personnel Department has not changed policies and procedures in the face
F7:
The Personnel Department’s website advertising continuous open positions
F8:
Continuous improvement for promoting existing employees in departments with
F9:
Promoting employees within departments with many difficult to fill positions can
F10:
The months-long hiring process is frustrating to candidates and jeopardizes the
F11:
The time required for complex paper processes steals time from creative
F12:
Despite the finding in F9, having leadership in Personnel Department positions
F13:
The 8-county salary comparison in place since 2002 is no longer a useful
F14:
To attract a wider pool of candidates for difficult to fill positions, pay needs to be
F15:
The County Personnel Department was consistently unable to provide
F16:
The Personnel Department expects the department units themselves to track
F17:
By not filling essential positions for months at a time, services for residents suffer
Additional Recommendations
9
Not linked to specific findings.
R1:
The Grand Jury recommends that by December 31, 2024, in order to reduce the
R2:
The Grand Jury recommends that by December 31, 2024, the Personnel
R3:
The Grand Jury recommends that by December 31, 2024, the Personnel
R4:
The Grand Jury recommends that by December 31, 2024, the Personnel
R5:
The Grand Jury recommends that by December 31, 2024, the Personnel
R6:
The Grand Jury recommends that by December 31, 2024, the Personnel
R7:
The Grand Jury recommends that by December 31, 2024, the Personnel
R8:
The Grand Jury recommends that by December 31, 2024, and annually
R9:
The Grand Jury recommends that by December 31, 2024, the Personnel
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Findings & Recommendations
11 findings
F1:
Underfunding the road and culvert maintenance work on the 586 miles of County
F2:
Due to the large shortfall in funding, Santa Cruz County Department of Public
F3:
The County road maintenance strategy differs by Supervisorial District leading to
F4:
Storms of 2017 and 2023 caused significant road failures. Contributing factors
F5:
The County of Santa Cruz has failed to ask unincorporated County voters to
Related Recommendations (1)
R5:
This effort will begin in Fiscal Year 2024-25. Required Response from the Santa Cruz County Board of Supervisors Santa Cruz County Local Roads Due by September 3, 2024 Page 19 of 21 44 Santa Cruz County Civil Grand Jury R7. The Grand Jury recommends that the County Board of Supervisors continue to prioritize a minimum of 10% of Measure K funds to repair roads in the County with a PCI of 25 or less by December 31, 2024. (F10, F11) __ HAS BEEN IMPLEMENTED – summarize what has been done HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – __ summarize what will be done and the timeframe REQUIRES FURTHER ANALYSIS – explain the scope and timeframe __ (not to exceed six months) _X_ WILL NOT BE IMPLEMENTED – explain why Required response explanation, summary, and timeframe: The Board evaluates and sets County prioritizes through the annual budget process. This process allocates the County’s scarce resources across many competing demands such as addressing homelessness, providing affordable housing, maintaining public safety and the many mandated services the County must provide. The Board has programmed $1 million of Measure K in Fiscal Year 2024-25 for road repairs. Any further investment will be recommended by Public Works to follow best management practices. Required Response from the Santa Cruz County Board of Supervisors Santa Cruz County Local Roads Due by September 3, 2024 Page 20 of 21 2023-2024 Consolidated Final Report with
F6:
The County of Santa Cruz has failed to perform resurfacing maintenance on
F7:
Santa Cruz County's neglect of unincorporated local roads for many decades has
F8:
The County prioritizes preventive maintenance of roads in fair to good condition
F9:
The most recent LAFCO and County reports fail to provide detailed accounting of
F10:
Minor progress has been made in seeking and securing additional funding
F11:
Measure K funds go directly into the General Fund and road maintenance
Additional Recommendations
7
Not linked to specific findings.
R1:
The Grand Jury recommends that the DPW complete a public report by
R2:
The Grand Jury recommends that the Board of Supervisors increase annual
R3:
The Grand Jury recommends that the DPW supply information to LAFCO
R4:
The Grand Jury recommends that LAFCO issue a new County Service Area
R6:
The Grand Jury recommends that the County Board of Supervisors take steps
R7:
The Grand Jury recommends that the County Board of Supervisors continue to
R8:
The Grand Jury recommends that the DPW formalize its policy of abandoning
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 with Responses 523
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 524 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 524 Santa Cruz County Civil Grand Jury
Findings & Recommendations
6 findings
F1:
The inability of local fire departments to coordinate (communicate) with CAL
F2:
The Long-term Recovery Group which assisted CZU fire and other disaster
F3:
Because many CZU fire victims were unaware of LTRG disaster services, fire
F4:
The failure of County agencies to have an effective disaster response plan in
F5:
The failure of CDI and Environmental Health to provide timely guidance with
F6:
The failure of the County Environmental Health department to fully inform CZU
Additional Recommendations
4
Not linked to specific findings.
R1:
The Santa Cruz County Civil Grand Jury recommends that the Santa Cruz
R2:
The Santa Cruz County Civil Grand Jury recommends that OR3, CDI, and Santa
R3:
The Santa Cruz County Civil Grand Jury recommends that OR3 provide a list of
R4:
The Santa Cruz County Civil Grand Jury further recommends that the Board of
Findings & Recommendations
16 findings
F1:
The failure of Wellpath, the medical provider contracted by the Sheriff to provide
F2:
The failure of Wellpath to implement a comprehensive discharge plan causes
F3:
The failure of the Sheriff”s jail staff to properly address inmates' mental illness
F4:
The improper use of Safety Cells by the Sheriff’s jail staff to isolate inmates who
F5:
The use of Safety Cells for punishment has resulted in violations of Title
F6:
The practice of excluding mentally ill patients from 5150 hold and transfer until
F7:
The failure of Jail administrators to transfer inmates with suicidal ideation or in a
F8:
The failure of the Crisis Intervention Team to issue a 5150 hold and transfer
F9:
The practice of placement in Administrative Separation (solitary confinement)
F10:
The failure of Jail administrators to transfer Inmates who are suffering from
F11:
Opening the closed unit at Rountree and increasing the number of re-entry
F12:
Increasing the number of programs that focus on rehabilitation, education, and
F13:
Jail programs like “Stepping Up” steers the mentally ill to community-based
F14:
The current practice of reviewing inmate classification monthly is too long of an
F15:
The failure of Wellpath to recruit and retain adequate staff adversely impacts the
F16:
The Santa Cruz County Civil Grand Jury was not permitted to interview inmates
Additional Recommendations
14
Not linked to specific findings.
R1:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R2:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R3:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain
R4:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain
R5:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff
R6:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff direct
R7:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R8:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R9:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R10:
By the end of fiscal year 2024-2025, the Grand Jury recommends the Sheriff
R11:
By the end of calendar year 2024, the Grand Jury recommends the Sheriff
R12:
By the end of the calendar year 2024, the Grand Jury recommends the Sheriff
R13:
By the end of calendar year 2024, the Grand Jury recommends the Wellpath be
R14:
The Grand Jury recommends the Sheriff begin to allow the Santa Cruz County