Santa Cruz County Grand Jury
2024-2025
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 (17)
Findings & Recommendations
7 findings
F1:
The City of Watsonville does not have an Incident Response Plan. Funds have been identified in the city IT budget, and a vendor has been selected. In April 2025, the kickoff for this project begins. Items covered in the project are an incident response plan, playbooks, training, and cybersecurity scenarios that test the incident response plan. Envisioning the Future of Our Jails
Related Recommendations (1)
R1:
The City of Watsonville should develop a formal Incident Response Plan with sufficient detail to serve as a guide in the event of a cyber attack. They should complete the plan by October 31, 2025. (F1) Envisioning the Future of Our Jails
F2:
The Blaine Street Women’s Jail was reopened May 19, 2023. Incarcerated persons earn the privilege to move from the Main Jail to this minimum security women’s facility.
F3:
The “S” unit of Rountree detention center was re-opened in March 2025.
F4:
The County issued a Request for Proposal for a needs assessment and received two proposals. The County states that due to cost they will not complete the Needs Assessment for the Jail. Code Compliance Division - Out of Compliance
Related Recommendations (1)
R2:
In the next budget cycle, the County of Santa Cruz Board of Supervisors should include the funds to complete the Needs Assessment for the jails. The goal of this assessment is 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. The Needs Assessment for the Jails should be completed by October 31, 2026. (F4) Code Compliance Division - Out of Compliance
F5:
The Code Compliance Policies and Procedures Manual was reviewed and fully revised for clarity in June 2024. It is available online.
F6:
There is no evidence that the Policies and Procedures Manual for the Planning Department is updated and available online.
Related Recommendations (1)
R3:
The recently formed Community Development and Infrastructure Department (CDI) should review the policies and procedures of both the Public Works and Planning Departments and create a single set applicable to the whole CDI. Each section should be dated, and all future revisions should include date markings for any changes. This set of policies and procedures should be completed by the CDI and posted online by April 30, 2026. (F6, F7)
F7:
In 2022-23, the Planning Department and Public Works Department were integrated to form the Community Development and Infrastructure Department. Since combining these departments, there is an effort underway to create a single set of policies and procedures, applicable to the whole department. Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 31
Related Recommendations (1)
R3:
The recently formed Community Development and Infrastructure Department (CDI) should review the policies and procedures of both the Public Works and Planning Departments and create a single set applicable to the whole CDI. Each section should be dated, and all future revisions should include date markings for any changes. This set of policies and procedures should be completed by the CDI and posted online by April 30, 2026. (F6, F7)
Additional Recommendations
15
Not linked to specific findings.
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.” IN PROGRESS 🔁 Expected completion in 2026 The Code Compliance Manual was reviewed and fully revised for clarity in June 2024. It is available online.[58] In 2022-23, the Planning Department and Public Works Department were integrated to form the Community Development and Infrastructure Department. Since combining these departments, “an effort has been underway to review the policies and procedures of both departments in order to update and create a single set applicable to the whole department. Due to multiple reviews, including reviews by Personnel and the Union, (the county expects) this effort to take another year before it is ready for distribution.”[59] _______________________________________________________________
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.” DONE ✅ The City of Santa Cruz has implemented innovative hiring and retention strategies, resulting in IT vacancy rates consistently remaining between 0% and 5% since Fall 2023. They are conducting targeted outreach through professional networks such as the Municipal Information Systems Association of California (MISAC), while also supporting internship and mentorship programs to develop local talent and strengthen career pipelines.[18] [19] _______________________________________________________________
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.” DONE ✅ The City of Santa Cruz has expanded its IT Department staff from 23 to 26 full-time positions, including the addition of a Cybersecurity IT Manager. This senior-level management role is responsible for developing, enhancing, and overseeing the City's cybersecurity initiatives, significantly strengthening its overall security posture.[18] [19] _______________________________________________________________
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.” DONE ✅ The City of Santa Cruz has developed and published a comprehensive Cybersecurity Plan, detailing all aspects of information security. This plan is reviewed and updated annually by the Cybersecurity IT Manager to ensure continued effectiveness and alignment with best practices.[18]
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.” Honoring Commitments published June 17, 2025 22 Santa Cruz County Civil Grand Jury DONE ✅ The City of Santa Cruz has successfully created and published a detailed Cybersecurity Incident Response Plan. The plan outlines the designated Incident Response Team and their roles/responsibilities, a step-by-step guide for handling cyber incidents, and annual reviews and updates led by the Cybersecurity IT Manager to ensure ongoing relevance and alignment with best practices.[18] C) 2023 Recommendations for the City of Watsonville
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.” DONE ✅ The City did an evaluation of its IT Department, approved a position reclassification, and hired staff to focus on cybersecurity as a major job function. All cyber issues in Watsonville are handled by their IT Department, which reports directly to the City Manager. Additionally, in December 2024 the city hired a Deputy City Manager who works closely with the IT Department.[20] [21] [22] [23] _______________________________________________________________
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.” DONE ✅ A position reclassification was approved and staff have been hired to focus on cybersecurity as a major job function. The IT Department has a dedicated position, Cybersecurity IT Analyst, who reports directly to the IT Director. In adhering to best practices, the approach taken by the IT Department is that cybersecurity is an ongoing program.[23] [24] [25]
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.” DONE ✅ The City of Watsonville worked with other local agencies and the County and created a Cybersecurity Plan in September 2023.[23] [26] [27] Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 23
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.” IN PROGRESS 🔜 Expected completion in 2025 The City of Watsonville applied for and was awarded a State and Local Government Cybersecurity grant. This is a federal grant, and the funding status is unknown at this time. However, funds have been identified in the city’s IT budget, and a vendor has been selected. The project kickoff begins in April 2025, and includes an incident response plan, playbooks, and training. A training exercise will be conducted where the participants engage in a simulated, discussion-based activity that tests the incident response plan. Team members discuss their roles and responses to a simulated emergency or crisis to identify gaps in plans and procedures. The Incident Response Plan should be completed in the summer of 2025.[4] [23] [28] [29] [30] [31] [32] _______________________________________________________________
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.” DONE ✅ Along with participation in the Northern California Regional Intelligence Center (NCRIC) and Multi-State Information Sharing & Analysis Center (MS-ISAC), the City subscribes to California Cybersecurity Integration Center (Cal-CSIC) information sharing. The City of Watsonville IT Department is involved and participates regularly in the Cybersecurity Consortium, led by the ISD of Santa Cruz County. Watsonville’s IT Director meets regularly with the CISO of the County.[23] [33] [34] [35] [36] D) 2023 Recommendations for the City of Scotts Valley
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.” DONE ✅ In September 2023, the City of Scotts Valley created a Cyber/Information Security Plan. This plan is intended to be updated as new cybersecurity threats and advancements progress.[37] [38] Honoring Commitments published June 17, 2025 24 Santa Cruz County Civil Grand Jury
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.” DONE ✅ In November 2023, the City of Scotts Valley created a very detailed Cyber Incident Response Plan. This plan establishes City-Wide cyber incident response capability including the formation of the City of Scotts Valley Cyber-Incident ResponseTeam (CIRT). The document details the specifics outlined in the recommendation along with contact information for the CIRT, Cyber Best Practices, and Guidelines to Follow for various types of incidents.[38] [39] _______________________________________________________________
R18:
“Scotts Valley should participate in local, regional, and state cybersecurity organizations for information sharing by the end of 2023.” DONE ✅ The City of Scotts Valley participates regularly in the regional Cybersecurity Consortium. The CISO of the County, who leads the Consortium, is part of CCISDA, a very strong IT coalition within the state of California. The City of Scotts Valley and participants of the Consortium benefit from leveraging CCISDA’s collective experiences and a robust level of information sharing.[8] [15] [16] [40] [41] E) 2023 Recommendations for the City of Capitola
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.” DONE ✅ The City of Capitola issued a Cybersecurity Plan in September 2023.[42] [43] _______________________________________________________________
R22:
“By Fall 2023 Capitola should prepare an Incident Response Plan that provides detailed guidance for a city response to a cyber attack.” DONE ✅ The City of Capitola issued an Incident Response Plan in 2023 and updated the plan as recently as October 2024.[44] Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 25 2. Envisioning the Future of Our Jails Santa Cruz County is a compassionate community. The Prior Jury published a report challenging the Sheriff’s Department to improve the treatment and safety of jail inmates living with mental illness and to develop innovative and effective post-release reentry programs. The question was posed, “In the real world, with the funding constraints in this County, what is the best solution to both the aging Main Jail and to the distressingly high recidivism rate?” The Current Jury followed up on the 2023 Recommendations and evaluated the actions taken and determined current dispositions. 2023 Recommendations
Findings & Recommendations
7 findings
F1:
The County’s need for Outreach to raise awareness of passenger vehicle greenhouse gas (GHG) reduction goals is not being addressed by staff in significant ways.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F2:
Responsibility for the County’s Outreach efforts isn’t clearly defined. Even interested citizens have trouble finding updates.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F3:
The County Staff and the Commission on the Environment (COE) charged with reporting to superiors (i.e., Board of Supervisors) don’t stay current in publicly publishing their actions regarding the Climate Action and Adaptation Plan (CAAP).
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F4:
Staff charged with instigating/tracking/coordinating efforts required by the CAAP do not consider public Outreach part of their task.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F5:
Money was spent to create progress trackers on the CAAP Storymap Website, but no one is updating the progress.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F6:
Money has been spent to create another interactive website (Resilient Santa Cruz) for the interested citizen, but that website is not being publicized, and the modest participation goals have not been met.
Related Recommendations (1)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
F7:
County web pages and social media specifically created for reporting to the public have been allowed to languish and are not populated with recent news items on CAAP goal progress. Climate Action Demands Outreach published June 2, 2025 10 Santa Cruz County Civil Grand Jury
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
Findings & Recommendations
7 findings
F1:
The County’s need for Outreach to raise awareness of passenger vehicle greenhouse gas (GHG) reduction goals is not being addressed by staff in significant ways.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F2:
Responsibility for the County’s Outreach efforts isn’t clearly defined. Even interested citizens have trouble finding updates.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F3:
The County Staff and the Commission on the Environment (COE) charged with reporting to superiors (i.e., Board of Supervisors) don’t stay current in publicly publishing their actions regarding the Climate Action and Adaptation Plan (CAAP).
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F4:
Staff charged with instigating/tracking/coordinating efforts required by the CAAP do not consider public Outreach part of their task.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F5:
Money was spent to create progress trackers on the CAAP Storymap Website, but no one is updating the progress.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F6:
Money has been spent to create another interactive website (Resilient Santa Cruz) for the interested citizen, but that website is not being publicized, and the modest participation goals have not been met.
Related Recommendations (1)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
F7:
County web pages and social media specifically created for reporting to the public have been allowed to languish and are not populated with recent news items on CAAP goal progress. Climate Action Demands Outreach published June 2, 2025 10 Santa Cruz County Civil Grand Jury
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
Findings & Recommendations
14 findings
F1:
The City of Watsonville does not have an Incident Response Plan. Funds have been identified in the city IT budget, and a vendor has been selected. In April 2025, the kickoff for this project begins. Items covered in the project are an incident response plan, playbooks, training, and cybersecurity scenarios that test the incident response plan. Envisioning the Future of Our Jails
Related Recommendations (2)
R1:
The City of Watsonville should develop a formal Incident Response Plan with sufficient detail to serve as a guide in the event of a cyber attack. They should complete the plan by October 31, 2025. (F1) Envisioning the Future of Our Jails
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F2:
The Blaine Street Women’s Jail was reopened May 19, 2023. Incarcerated persons earn the privilege to move from the Main Jail to this minimum security women’s facility.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F3:
The “S” unit of Rountree detention center was re-opened in March 2025.
Related Recommendations (3)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F4:
The County issued a Request for Proposal for a needs assessment and received two proposals. The County states that due to cost they will not complete the Needs Assessment for the Jail. Code Compliance Division - Out of Compliance
Related Recommendations (3)
R2:
In the next budget cycle, the County of Santa Cruz Board of Supervisors should include the funds to complete the Needs Assessment for the jails. The goal of this assessment is 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. The Needs Assessment for the Jails should be completed by October 31, 2026. (F4) Code Compliance Division - Out of Compliance
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F5:
The Code Compliance Policies and Procedures Manual was reviewed and fully revised for clarity in June 2024. It is available online.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F6:
There is no evidence that the Policies and Procedures Manual for the Planning Department is updated and available online.
Related Recommendations (2)
R3:
The recently formed Community Development and Infrastructure Department (CDI) should review the policies and procedures of both the Public Works and Planning Departments and create a single set applicable to the whole CDI. Each section should be dated, and all future revisions should include date markings for any changes. This set of policies and procedures should be completed by the CDI and posted online by April 30, 2026. (F6, F7)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
F7:
In 2022-23, the Planning Department and Public Works Department were integrated to form the Community Development and Infrastructure Department. Since combining these departments, there is an effort underway to create a single set of policies and procedures, applicable to the whole department. Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 31
Related Recommendations (2)
R3:
The recently formed Community Development and Infrastructure Department (CDI) should review the policies and procedures of both the Public Works and Planning Departments and create a single set applicable to the whole CDI. Each section should be dated, and all future revisions should include date markings for any changes. This set of policies and procedures should be completed by the CDI and posted online by April 30, 2026. (F6, F7)
R4:
The Ombudsman function should be clearly identified and publicized to make the public aware of the additional customer services that position provides. This recommendation should be accomplished by June 1, 2026. (F7, F8)
F8:
The services of an Ombudsman could be utilized by tradespeople and homeowners to make the permitting process smoother and less costly.
Related Recommendations (2)
R4:
The Ombudsman function should be clearly identified and publicized to make the public aware of the additional customer services that position provides. This recommendation should be accomplished by June 1, 2026. (F7, F8)
R9:
Santa Cruz County Board of Supervisors should adopt a countywide ordinance regulating the licensing, employee certification, and inspection requirements for massage businesses consistent with California Massage Therapy Council certification and licensing requirements. This should be completed by June 30, 2026. (F8)
F9:
The BFCA Board was disbanded, and the Appeals process, as currently constructed, is little known, not staffed by trade professionals, and therefore an ineffective means for resolving disputed decisions. Navigating the Building Permit Process published June 23, 2025 56 Santa Cruz County Civil Grand Jury
Related Recommendations (2)
R7:
Santa Cruz County BoS should reconvene the Building and Fire Code Appeals Board, populated by seasoned building professionals, to adjudicate permit disputes quickly, publicly, and professionally, and with less cost. This recommendation should be accomplished by Jan 1, 2026. (F9) Navigating the Building Permit Process published June 23, 2025 2024-2025 Consolidated Final Report 57
R10:
Local law enforcement agencies, including the Sheriff’s Office, Santa Cruz Police Department, Scotts Valley Police Department, Capitola Police Department, and Watsonville Police Department, should enforce massage business licensing, certification, and inspection requirements. This should include compliance with SB 1193 signage requirements. Enforcement of existing ordinances should commence by September 30, 2025. However, if/when the Board of Supervisors agrees to the Jury’s recommendation to adopt a countywide ordinance, law enforcement should come into compliance with this new ordinance within 30 days of adoption. (F9)
F10:
The DIYer and the small contractors need the support and/or instant answers they get from a knowledgeable staff person at the counter. However that service no longer exists.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F11:
Local nonprofit organizations have 24/7 hotline numbers that are staffed, and calls can be answered immediately or within minutes, greatly increasing the likelihood of contacting victims and providing assistance in real time. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 99
F12:
There has been a lack of human trafficking presentations to law enforcement. Local law enforcement jurisdictions could request the no-cost training that is available from local human trafficking service providers. This can lead to officers learning to identify human trafficking victims and reduce further victim trauma.
F13:
Law enforcement task forces focused solely on human trafficking are very effective methods of detecting and preventing human trafficking activities. Such task forces could increase the rate of interdiction and the successful prosecution of human trafficking cases.
F50:
POST. January 1, 2020. “DE-ESCALATION Strategies & Techniques FOR CALIFORNIA LAW ENFORCEMENT.” POST. Accessed February 5, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf 51. Confidential Grand Jury interview. 52. Confidential Grand Jury interview. 53. Confidential Grand Jury interview. 54. California Commission on Peace Officer Standards and Training. December 31, 2020. “Deescalation Strategies and Techniques for California Law Enforcement.” POST Website. Accessed March 7, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf Handcuffing and Transport published June 18, 2025 78 . CalPERS. August 12, 2024. “Pension Reform Impacts.” CalPERS. Accessed February 26, 2025. https://www.calpers.ca.gov/employers/policies-and-procedures/pension-reform-i mpacts#:~:text=The%20California%20Public%20Employees'%20Pension,'%20R etirement%20Law%20(PERL). 56. Confidential Grand Jury interview. 57. Confidential Grand Jury interview. 58. National Testing Network. July 16, 2024. “Watsonville Police Department Job Information.” National Testing Network Website. Accessed February 26, 2025. https://nationaltestingnetwork.com/publicsafetyjobs/fullJobDetails.cfm?agencyjobi d=1192&jobid=1&agentid=745 59. County of Santa Cruz Personnel Department. February 26, 2025. “Santa Cruz County Government - Job Salary Schedule.” County of Santa Cruz Personnel Department. Accessed February 26, 2025. https://www2.santacruzcountyca.gov/personnel/salsched/OccCdDisp.asp?OccDe sc=LAW%20ENFORCEMENT%20*%20RELATED%20%20%20%20%20%20%2 0%20%20%20%20%20 60. San Jose Police Department Recruitment. January 1, 2025. “Salaries, Benefits, Pension.” San Jose Police Department Website. Accessed February 26, 2025. https://www.sjpdyou.com/for-applicants/additional-information/salary-benefits-pen sion#:~:text=Salary%20*%20Paid%20Academy%20training%20for%20Police,Pl us%202nd%20and%203rd%20watch%20shift%20differential. 61. Confidential Grand Jury interview. 62. Confidential Grand Jury interview. 63. Confidential Grand Jury interview. 64. Confidential Grand Jury interview. 65. Atlas of Surveillance. March 28, 2019. “Watsonville Police Department: Body-worn Cameras.” Electronic Frontier Foundation and the Reynolds School of Journalism at the University of Nevada, Reno. Accessed March 7, 2025. https://atlasofsurveillance.org/a/aos000151-watsonville-police-department-body- worn-cameras 66. Confidential Grand Jury interview. 67. Confidential Grand Jury interview. 68. Confidential Grand Jury interview. 69. WYSM. January 1, 2025. “From Duty to Desire. Leadership and empowerment training for first responders and the community..” WYSM (Why'd You Stop Me?) Website. Accessed February 21, 2025. https://wysm.org/ Handcuffing and Transport published June 18, 2025 2024-2025 Consolidated Final Report 79 70. Confidential Grand Jury interview. 71. Confidential Grand Jury interview. Websites https://post.ca.gov/ https://www.watsonville.gov/2324/Police https://shf.santacruzcountyca.gov/ Handcuffing and Transport published June 18, 2025 80 Santa Cruz County Civil Grand Jury Human Trafficking in Santa Cruz County Voices Unheard, Signs Unseen Summary Human trafficking is defined by the U.S. Department of Justice as a crime involving the exploitation of a person for labor, services, or commercial sex. The Grand Jury concluded that human trafficking goes largely unrecognized and unreported in Santa Cruz County. This report will show that there is a lack of training and prevention activities provided to youth, school administrators, teachers, and law enforcement. State and local mandates meant to curtail trafficking are often not enforced. Additionally, there is insufficient coordination among stakeholders to address the issue of human trafficking. The Grand Jury recommends actions that will increase collaboration among responsible agencies to better recognize and respond to human trafficking, coordinate handling of cases to support prosecutions, and secure additional funding while providing more effective support for prevention and increasing public awareness of the problem. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 81 Table of Contents Summary 1 Background 3 Scope and Methodology 4 Investigation 4 What is Human Trafficking? 4 The Scope and Nature of the Problem 5 Vulnerable Populations in Santa Cruz County 5 Indicators of Trafficking Activity 8 What Resources are Available to Human Trafficking Victims? 8 State Laws Regarding Prevention and Support Services to Minors 9 SB 855 - Human Services Omnibus Trailer Bill for the 2014-15 Budget 9 AB 1227 - Human Trafficking Prevention Education and Training Act (2017) 10 State Laws and Local Ordinances Regarding Human Trafficking 10 Pending Legislation 10 Existing State Legislation 11 Local Ordinances 11 Why Are So Few Human Trafficking Cases Prosecuted? 12 Santa Cruz County - A Feeder for San Francisco Bay Area Trafficking 13 There is Room for Improvement 13 Conclusion 18 Findings 19 Recommendations 20 Required Responses 21 Invited Responses 22 Definitions 22 Sources 23 References 23 Websites 28 Site Visits 28 Reducing Human Trafficking published June 30, 2025 82 Santa Cruz County Civil Grand Jury Background Human trafficking is poorly understood, difficult to define, and therefore, acquiring solid data is scattered and fractured. Though the common perception is that human trafficking happens primarily in other countries, it is indeed a significant problem in the United States. California consistently reports a high volume of human trafficking calls in the US, according to data from the National Human Trafficking Hotline (National Hotline). California also ranks #8 per capita at 28.88 victims per 100,000 residents.[1] In 2023, California had approximately 1,128 reported cases involving 2,045 victims. Roughly 62% of these cases involved sex trafficking.[2] It is estimated by the National Institute of Justice (NIJ) that 85% of human trafficking cases go unreported. However, the NIJ also states that this 85% rate of underreporting is a minimum.[3] [4] This translates into potentially 5,000-10,000 cases per year in California. Young girls between the ages of 12-14 years old and boys between the ages of 11 and 13 years of age are especially vulnerable.[5] [6] ● One local service provider states that it gets 5-7 calls on average per week from victims and estimates that in any given week, there are 200 sex trafficking victims in Santa Cruz County. ● A different local service provider representative states that in the past three years, it has served approximately 20 human trafficking victims who were minors between the ages of 12 to 18. This is a significant number of cases considering that the agency serves victims of multiple types of crimes. ● Public presentations made by a third local service provider generate 8-10 human trafficking cases annually. ● The County Office of Education (COE) administration is aware of two reported cases of sex trafficking among their 800 at-risk students in the 2024-2025 school year and is aware of at least four other suspected cases within the past three to four years.[7] [8] However, other COE staff working with at-risk students reported being unaware of any cases of student human trafficking. The California Department of Justice determined that human trafficking, both sex and labor trafficking, is the fastest-growing criminal enterprise globally and is increasing in California. This is because human trafficking is a very lucrative business. Unlike drug sales, the commodity (sex or forced labor) can be sold over and over.[9] Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 83 Scope and Methodology In its investigation of human trafficking in the County, the Grand Jury (the Jury) set out to determine the following: ● The prevalence of human trafficking in the County of Santa Cruz. ● The level of education and outreach to youth and other vulnerable populations for the prevention of human trafficking. ● Law enforcement challenges in the prosecution of traffickers. ● Resources available to provide services to victims of human trafficking. The Jury’s investigation consisted of 19 interviews with County and various City law enforcement officers, non-profit agencies focusing on serving human trafficking victims, actual human trafficking survivors, school administrators, County administrators, administrators from a neighboring county, farmworker advocates, and homeless outreach workers. In addition, the Jury researched State and local laws and ordinances related to the prevention and monitoring of human trafficking and the funding for these activities. The Jury also surveyed a random selection of businesses in each of the County’s five supervisorial districts for compliance with signage requirements. Finally, Jurors did extensive research on websites related to human trafficking, attended local public events intended to raise public awareness, and obtained supporting documentation from interviewees as well as filed Public Records Act requests. Investigation What is Human Trafficking? The simplified US legal definition of human trafficking is: The recruitment, harboring, transportation, provision, or obtaining of a person for labor or services, through the use of force, fraud, or coercion for the purpose of involuntary servitude, peonage, debt bondage, or slavery. Or, for commercial sex acts in which the person induced to perform such acts is under 18 years of age or is forced, defrauded, or coerced.[10] The coercion can be subtle or overt, physical or psychological. Exploitation of a minor for commercial sex is human trafficking, regardless of whether any form of force, fraud, or coercion was used. [11] In Santa Cruz County, recruitment, harboring, and coercion are consistently reported in human trafficking cases. Reducing Human Trafficking published June 30, 2025 84 Santa Cruz County Civil Grand Jury The Scope and Nature of the Problem Human trafficking victims are often recruited via manipulation or coercion. They may be promised shelter, drugs, money, or romantic attention. Once lured in, they are commonly subjected to sexual exploitation, forced labor, coerced recruitment of others, violence, and trauma. Local survivors and frontline workers interviewed report that victims often do not recognize themselves as being trafficked. The result is a population that remains largely hidden and underserved. Human trafficking is a growing criminal enterprise nationwide and one of the most underreported crimes in California. Santa Cruz County is not immune. [12] [13] The Super Bowl and World Cup events scheduled for 2026 in Santa Clara County will impact the County of Santa Cruz directly with an influx of tourism and money, both of which increase the likelihood of human trafficking activity.[14] [15] Closer to home, the future development of a large year-round event center in the City of Santa Cruz Downtown Expansion Plan will potentially bring a heightened need for public awareness regarding human trafficking in our area.[16] [17] [18] Vulnerable Populations in Santa Cruz County According to the United Nations Office on Drugs and Crime, women and girls make up 71% of all detected trafficking victims worldwide. About 51% of all trafficked victims are adult women, and 20% are girls under the age of 18, typically between the ages of 12 and 14. Men make up 29% of victims, 21% of whom are adult men, and 8% are boys, typically between the ages of 11 and 13.[19] The illustration below shows some of the factors that leave victims vulnerable to traffickers’ seductive tactics. Figure 1: Pre-existing Factors Traffickers Take Advantage of[20] Source: Global Report on Trafficking in Persons, 2020 Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 85 In interviews with various service providers, law enforcement officers, and County administrators, several categories of vulnerable people who are disproportionately targeted by traffickers emerged. ● Youth in Foster Care: These minors are particularly vulnerable because most have come from dysfunctional homes. Many have suffered familial neglect and/or abuse. Traffickers target these youths, initially offering them the attention and nurturing they crave. They may be offered expensive gifts, drugs, or money. These youths may have been friended and groomed on social media - a medium traffickers are skilled at using to build trust with their contacts. Youths may be led to believe they are in a romantic relationship with their captors, making victims more likely to be compliant. ● School-aged Children: Young children are among the most vulnerable due to their age and dependency on adults for their care. Sexual exploitation of these young children is most commonly perpetrated by a family member or a close, trusted friend of the family. Being victimized by adults who are responsible for their care leaves them with fewer options to speak out. They also lack the resources, know-how, or courage to reach out for help and may have experienced sexual exploitation for so long that it has become normalized. ● Homeless and Runaway Youth: These youths lack shelter, food, and money. Traffickers can immediately fulfill these unmet needs. In exchange, youths are asked to repay their traffickers by submitting to acts of sexual exploitation and/or engaging in criminal activities on behalf of their traffickers. Homeless and runaway youths will often choose to stay in abusive trafficking situations because the dangers are known, and they believe they are better off than they were in the situation from which they came. ● Young Adults Aged 18-25 Experiencing Poverty, Addiction, or Homelessness: As with minors, traffickers are able to offer these adults housing, food, and relative safety from the dangers of living on the streets. Addicts are lured by the prospect of access to the source of drugs they need to feed their addiction or forestall withdrawals. ● Undocumented Agricultural Workers: Undocumented workers, including unaccompanied minors, often come into the US with only the items they carry with them, leaving them vulnerable to offers of assistance meant to lure them into servitude. They likely do not speak English well, and many will have a limited education. Complaining about their abuse can result in being blacklisted by employers. Reporting abuse can also bring them to the attention of law enforcement, with the subsequent risk of being deported, especially in the current political environment. Reducing Human Trafficking published June 30, 2025 86 Santa Cruz County Civil Grand Jury Another factor not shown above is the use of social media. All youth who are on social media are vulnerable to traffickers. Known as “sexploitation”, youth are increasingly coerced into posting nude photos of themselves on social media only to be later exploited and coerced by traffickers. Social media has created a platform for clever traffickers to lure and recruit youth of all socio-economic backgrounds. This practice continues to increase, and the nature of social media makes it difficult to detect and prevent. The three composite examples below demonstrate how vulnerable youth can be exploited. All three have elements of recruitment, harboring, and coercion. Details have been provided by local service providers and are taken from actual local trafficking cases. Sarah is a 15-year-old high school freshman who recently started dating John, a 17-year-old junior. Sarah believes she is in love with John and that their relationship is reciprocal. After two months of dating, John takes Sarah to a get-together with friends. He then asks her to have sex with his friend Mike. Sarah says, “But I don’t want to have sex with your friend. I love you.” John responds by saying, “If you loved me, you would do this for me.” Reluctantly, Sarah agrees to have sex with Mike. John has made an arrangement with Mike to pay John to have sex with Sarah. Sarah has unwittingly become a human trafficking victim. After hooking Sarah in, John goes on to traffic her to other boys and men at parties in exchange for money, drugs, or alcohol. He has nude pictures of Sarah that he posts online to solicit customers. Kathy is an 18-year-old who is invited to a party hosted by John, a trafficker. At the party, Kathy and her friends are provided alcohol and drugs. John offers Kathy what sounds like a great opportunity to make good money. He claims to be a professional photographer and offers her work as a model. He tells her a time and day to meet. After this meeting, Kathy decides to run away from home and drop out of school. John takes her on a shopping spree for the designer clothes she “needs” for modeling work. In exchange, she hands over her phone and identification. Kathy is now isolated, making it difficult for her to seek help. She is told that she now “owes” him for his gifts, and she must work off the debt. Soon, he is taking her from city to city, where she is forced into sex trafficking. Mary was six years old when her uncle Bill first took her for an outing that resulted in him sodomizing her. He warned her not to tell her parents, and that he would hurt her little brother if she did. Uncle Bill began to take her to parties at his friend’s house that always resulted in coerced sex acts she did not like, sometimes causing injury, and always involved other men who paid her uncle Bill with money, drugs, or alcohol. Sometimes, Uncle Bill would make videos of what she was forced to do with these men. She was afraid of her uncle’s continued threats and did not want to upset her parents. Over time, she began to regard his sexual demands as normal. Even though Mary did not like what her uncle demanded she do, she focused on the reward of good food and nice clothes she would not have otherwise. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 87 Indicators of Trafficking Activity Signs of human trafficking are often masked by the presenting issues that bring victims to the attention of law enforcement or service providers. This means that most cases of human trafficking are unidentified, as many law enforcement officers are not properly trained to recognize cases of trafficking. While not an exhaustive list, these are some key red flags indicating a potential trafficking situation:[21] [22] Living conditions: ● Living with an employer ● Poor living conditions ● Multiple people in a cramped space Physical appearance: ● Signs of physical abuse ● Malnourishment or extreme hunger ● Suspicious tattoos or skin branding that is unexplained Working/school conditions: ● Employer is holding identity documents, ● Unpaid or paid very little ● Under 18 and in prostitution ● Truancy Suspicious Behavior: ● Inability to speak to the individual alone ● Answers appear to be scripted and rehearsed ● Submissive or fearful behavior What Resources are Available to Human Trafficking Victims? Below is a description of local providers of direct services to victims and their prevention activities. There are currently five such nonprofit service providers in the county. Links are provided for researching additional details on services provided by these organizations. Arukah Project: Arukah provides direct services to human trafficking victims who contact Arukah through their 24/7 hotline. Arukah supports survivors of sex trafficking and also provides survivor-led trainings to schools. Rising Worldwide: Rising is a Santa Cruz-based nonprofit dedicated to empowering survivors of human trafficking, gender-based violence, and extreme poverty. Rising provides free survivor-led training, mentorship, access to resources, and emergency financial support. Reducing Human Trafficking published June 30, 2025 88 Santa Cruz County Civil Grand Jury Monarch Services: Monarch is a County nonprofit that provides emergency shelter to survivors of domestic violence, sexual assault, and sexual trafficking. Other services include a 24-hour bilingual crisis line, legal advocacy, counseling, and support groups. Monarch also provides training. However, their trainers do not necessarily have any actual lived experience in human trafficking. The Coalition to End Human Trafficking in Santa Cruz and Monterey County: The Coalition has grown a collaboration of organizations, businesses, and individuals working to end human trafficking in Santa Cruz and Monterey counties through education, advocacy, policy change, services for survivors, and prosecution of offenders. Catholic Charities of Monterey Bay: Located in Watsonville, the agency serves migrant farm workers. Staff are trained to detect signs of trafficking among migrants and refer cases to appropriate local and state agencies for assistance, as well as providing trauma-focused bilingual care and counseling. State Laws Regarding Prevention and Support Services to Minors There are two State laws mandating enhanced prevention and support services for minor victims of human trafficking. Both of these laws provide for the allocation of funding to County child welfare agencies. This section gives an overview of these laws and their requirements. Compliance with these laws will be discussed in a later section of this report. SB 855 - Human Services Omnibus Trailer Bill for the 2014-15 Budget SB 855 created the Commercially Sexually Exploited Children (CSEC) Program and requires the State of California to collect data from counties related to human trafficking cases and services provided. The law mandates a collaborative approach involving child welfare, probation, mental health, public health, and other relevant agencies.[23] The County of Santa Cruz participates in the CSEC Program and receives funding from the California Department of Human Services. These funds are provided to support the identification, protection, and specialized care of children and youth who are victims of, or at risk of, sexual exploitation. Counties are required to report back to the State on the allocation of CSEC funds as part of their County Biennial Call Report. As the recipient of CSEC funds, Santa Cruz County’s Family & Child Services (previously known as Child Protective Services) is required to form a multidisciplinary team and hold regular meetings for case reviews of identified minor victims and at-risk youth. This team is required to have representatives from child welfare, probation, mental health, public health, juvenile courts, the Sheriff’s Office, and the County Office of Education.[24] Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 89 In the past five fiscal years, the County Human Services Department has received annual CSEC allocations ranging from $136,000 to $142,000, plus an additional $6,555 in Federal funding for fiscal year 2024-25. Funds are distributed to local service providers as shown in Figure 2. Total contract/purchase Fiscal order amount Year Grand Vendor 2021-22 2022-23 2023-24 2024-25 Total % Total Monarch $65,000 $65,000 $65,000 $61,750 $256,750 43.84% Rising Worldwide $25,000 $25,000 $25,000 $23,750 $98,750 16.86% Diversity Center $25,000 $25,000 $25,000 $23,750 $98,750 16.86% The Coalition $17,000 $17,000 $17,000 $16,150 $67,150 11.46% West Coast Children's Clinic $300 $14,000 $18,000 $12,000 $44,300 7.56% Encompass - Youth Advisory Board $10,000 $10,000 $0 $20,000 3.41% Grand Total $142,300 $156,000 $150,000 $137,400 $585,700 100.00% CSEC Allocation $139,370 $140,739 $135,860 $141,938 $557,907 95.25% Balance not spent/excess expenditures -$2,930 -$15,261 -$14,140 $4,538 -$27,793 -4.75% Figure 2: CSEC Fund Disbursement Detail by Fiscal Year Source: Department of Human Services, Santa Cruz County [25] AB 1227 - Human Trafficking Prevention Education and Training Act (2017) AB 1227 is an update to SB 855 and requires California public schools to include education on human trafficking prevention in sexual health education classes for middle and high school students. It mandates that instruction be age-appropriate, medically accurate, and include information on how to recognize and avoid exploitation. The bill also requires school staff to receive training on how to identify and respond to signs of human trafficking.[26] State Laws and Local Ordinances Regarding Human Trafficking Pending Legislation AB 379 Survivor Support and Demand Reduction Act: This bill passed the California Assembly with a unanimous vote of 74-0 on May 15, 2025, and at the time of publication of this report is under consideration in the State Senate. Reducing Human Trafficking published June 30, 2025 90 Santa Cruz County Civil Grand Jury If passed into law, a key provision of this new bill would create a grant program through the California Office of Emergency Services to support district attorneys. This funding could be used to create specialized units for the vertical prosecution of trafficking cases. Vertical prosecution refers to the process of the initial investigation of a case through final disposition, including trial and sentencing. Such a process would streamline prosecutions. AB 379 will also create a Survivor Support Fund, opening grant opportunities to community-based organizations that provide direct services and outreach to victims of sex trafficking and exploitation.[27] Existing State Legislation There are three existing critical California laws addressing the issue of sex and labor trafficking. The laws focus on public notice requirements and civil lawsuits against traffickers and those benefiting financially from trafficking. In brief: SB 1193 - Human Trafficking: Public Notice Requirements: Requires certain businesses (such as bars, massage businesses, and transit stations) to post a notice with information on how victims of human trafficking can seek help, including the National Human Trafficking Hotline. SB 1193 also requires farm labor contractors to post human trafficking signage, according to the State Department of Industrial Relations. SB 1193 was expanded by AB 260, which requires hotels, motels, and bed and breakfasts to post the same human trafficking public notice. It also requires that staff be trained to recognize and report human trafficking.[28] [29] SB 225 - Human Trafficking: Civil Actions: Allows victims of human trafficking to bring civil lawsuits against perpetrators and other responsible parties (such as businesses that benefited from the trafficking), even after criminal proceedings have ended.[30] The Jury learned somewhat late in the investigation that AB 2130 requires all new emergency medical responders licensed on or after July 1, 2024, to also receive training to recognize and respond to victims of human trafficking. [31] [32]. Well-trained medical responders are better positioned to identify human trafficking victims than are law enforcement officers because of their perceived neutrality and the fact that they deliver medical care, not citations. [33] [34] [35] The Jury was unable to verify compliance of local fire and emergency medical responders in the county, but acknowledges the importance of them being properly trained to recognize victims of human trafficking to potentially collaborate with local service providers. Local Ordinances In addition to California laws, there are also local ordinances in effect at the County level and in each city within the county. These regulations focus on massage businesses and vary between cities and the County. The codes for the Cities of Santa Cruz, Scotts Valley, and Watsonville are nearly identical. They each require massage businesses to be registered with the Chief of Police and require practitioners to be certified by the California Massage Therapy Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 91 Council (CAMTC).[36] The Chief of Police is responsible for enforcement and inspections in these jurisdictions. The County of Santa Cruz also requires certification with CAMTC, but in addition, restricts proximity to schools and playgrounds. The City of Capitola does not have any specific ordinances regarding massage businesses.[37] [38] [39] [40] [41] Why Are So Few Human Trafficking Cases Prosecuted? In interviews with representatives of the Sheriff’s Office, municipal police departments, and the District Attorney’s Office, the Jury was told that there are very few cases of human trafficking identified and fewer still that are prosecuted. There are several reasons for the low number of reported cases. ● Perpetrators force victims to commit crimes in their stead to shield themselves from prosecution. Therefore, victims are at risk of being prosecuted for these crimes.[42] [43] A common example is where a victim has been tasked with recruiting new victims and can herself be accused of trafficking. [44] ● Victims can be reluctant to report being trafficked because, unfortunately, they themselves have been sexually assaulted by police officers, or have heard from other victims of cases of such abuse. This was stated by both a law enforcement administrator and a trafficking survivor who has worked with multiple victims experiencing this abuse.[45] [46] ● Victims may come to the attention of police officers for incidents that are the result of being trafficked. [47] Law enforcement may respond to a case of domestic violence or a report of rape, both incidents that may have occurred because the person is being trafficked. If the victims are unwilling to declare being trafficked, an officer may cite them for prostitution, for example, an offense that will bar them from entry into any housing shelter in the future.[48] ● Victims can experience the Stockholm syndrome, where they identify with their captor and see that person as a protector or ,and so will not cooperate with police. Interviews revealed that even when a victim of trafficking is identified and presented to the police, there are barriers to apprehending and prosecuting the trafficker. ● Victims rarely remain in the jurisdiction of local law enforcement. Most victims are moved frequently by their captors to avoid detection. Law enforcement may begin an investigation when a victim is cooperating but must close the case when the victim refuses to cooperate or leaves the area.[48] Investigations require law enforcement time and resources, and these cases may never result in arrest or prosecution. Even in the event of a completed investigation, the prosecution process can take years to complete.[13] Reducing Human Trafficking published June 30, 2025 92 Santa Cruz County Civil Grand Jury ● Victims can initially be cooperative with law enforcement, but they frequently return to trafficking. This occurs because shelter and other long-term support services are often not available. Jurors were told that victims who succeed in escaping trafficking have returned to their captors multiple times before finally severing ties. Law enforcement agrees that human trafficking is a problem and does occur in the County. However, from their point of view, few cases of trafficking come to their attention. Other crimes are more easily identified, investigated, and prosecuted. [49] [50] It is of note that in Grand Jury interviews with law enforcement for this investigation, the Jury perceived that officers are sincere in their desire to address the human trafficking problem in our County, but acknowledge that the obstacles outlined here are difficult barriers to overcome.[51] [52] [53] Later in this report, suggestions will be offered to help in the successful prosecution of more cases. Santa Cruz County - A Feeder for San Francisco Bay Area Trafficking Despite its relatively small size, the proximity of the County to the San Francisco Bay Area serves as a driver for recruitment and a transit point, connecting traffickers and victims with broader Bay Area networks. As mentioned above, major public events in the Bay Area are natural incentives for human trafficking.[54] [55] New venues being built and upcoming large events may also result in increased human trafficking activities.[15] Planning for this growth has not been found in local agency documents. There is Room for Improvement In spite of obstacles to preventing, identifying, and prosecuting cases of human trafficking, there are areas where obstacles can be minimized or even overcome. Overcoming obstacles includes improving data collection, improving agency collaboration, enhancing prevention and awareness in school settings, among law enforcement agencies, and within the wider community, and complying with existing laws. Inconsistent Data: Except for County Family & Child Services reporting requirements, the Jury found no evidence of a countywide effort to collect human trafficking data. Although the Federal Bureau of Investigation (FBI) gathers data on a broad scale regarding the number of human trafficking cases and other crimes reported, the data does not align with statistics reported locally. The FBI data shows zero cases of human trafficking in Santa Cruz County over a ten year period, [56] yet a 2018 Santa Cruz County Sheriff Operations Training Bulletin reported 37 children, youth, and young adults were confirmed to have experienced CSEC in the Tri-County Region between January 1, 2015 to December 31, 2016 and 54 children, youth and young adults were Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 93 suspected to have experienced CSEC. That report also stated that 690 children, youth, and young adults were identified as at risk of experiencing CSEC in the Tri-County Region (Santa Cruz, San Benito, and Monterey counties) during the same time frame.[57] [58] [59] There are currently four human trafficking cases being prosecuted in Santa Cruz County Superior Court, all related to a single trafficker.[60] The Jury found that while local law enforcement agents interviewed relied on data from the Polaris Project, which sponsors the National Human Trafficking Hotline, there is no collaboration among the agencies responsible for oversight of vulnerable youth to share information. This includes data gathered by the County Sheriff staff from the Internet Crimes Against Children (ICAC), a national data-gathering agency. These data yield significant numbers of potential cases of exploitation monthly.[61] [62] [63] [64] Furthermore, the Tri-County collaboration has dwindled due to a lack of regularly scheduled interaction and informational sharing opportunities. Because human traffickers are very mobile, it is important that there be regularly scheduled information sharing. [65] [66]. Neither law enforcement, nor child welfare staff, nor community nonprofit organizations share data on this issue with each other on a regularly scheduled basis. There is a chasm between the figures shared with the Grand Jury from law enforcement and local nonprofit organizations on incidents of human trafficking cases they have encountered. ● A District Attorney’s Office representative reported only two cases over the past four years, neither of which was successfully prosecuted. ● Information from the Watsonville Police Department reported there were no recent cases of human trafficking. However, a follow-up document stated that numerous cases were being reported and investigated each year, including cases of child trafficking.[67] ● An administrator from the Santa Cruz Police Department was not able to cite the number of victims encountered since 2023, but guessed it’s a single-digit number. ● A representative of the Sheriff’s Office believes that there have only been two cases “in the last few months”. The representative couldn’t be more certain because data on crimes is categorized only by the Penal Code. On the other hand, the number of potential trafficking cases, stated earlier in this report as provided by local service providers, is much higher. Reducing Human Trafficking published June 30, 2025 94 Santa Cruz County Civil Grand Jury A starting point to address the problem of human trafficking would be to have solid data on the number of cases collected countywide, as well as other data points on human trafficking activity in Santa Cruz County. Lack of Local Community, Government, Law Enforcement, and Nonprofit Collaboration: The Sheriff’s Office and the District Attorney’s Office collaborate with Arukah Project and Monarch Services in some cases. However, this appears to be the limit of collaboration in our county. There is currently no countywide team of stakeholders joining forces that is meeting regularly to coordinate and facilitate training, prevention activities, support services, or interdiction efforts.[68] Such a group could collaborate to consolidate statistics and other data on human trafficking in Santa Cruz County. Quantifying the number of human trafficking cases, as well as collecting additional data on trafficking, would better enable the group to procure additional funding to address this problem. The CSEC multidisciplinary team and the tri-county steering committee’s goals are different. Multiple sources stated that the formation of law enforcement task forces specifically focused on human trafficking interdiction efforts would allow law enforcement to more directly and effectively address local human trafficking activity. Good data collected and consolidated by a human trafficking coalition could work toward procuring this funding.[69] The District Attorney’s Office did apply for grant funding, but was unsuccessful because it had only two cases that it had attempted to prosecute. If AB 379 is enacted into law, which appears likely, funding specifically designated for the District Attorney’s Office to support vertical prosecution of human trafficking cases will become available. The CSEC Program requires that a tri-county steering committee be established and hold quarterly meetings. The initial 35-member committee was chaired by the child welfare directors of the three counties. It included representatives from child welfare, juvenile probation, law enforcement, and other community partners.[70] [71] Meetings were disbanded in 2018 once protocols were established and the counties discontinued pooling CSEC funds for collaborative staff training. The child welfare directors from Santa Cruz, Monterey, and San Benito Counties continued to meet monthly, then quarterly, but have not held any meetings since May 2024. Training for Business, School Staff, and Students: Local nonprofits specializing in human trafficking prevention, as discussed earlier, are available to provide low or no-cost training to students and staff, law enforcement, government staff, businesses, and the general public. Classes are led or supplemented by trafficking survivors. It was reported to Jurors that classes that include survivors are much more impactful, especially on students, than those led by non-survivors. Unfortunately, the Jury has also learned that these services are underutilized.[72] AB 1227 requires trafficking awareness training in grades 7-12. It also requires school staff and counselor training. Despite mandates, some local school administrators and agency representatives interviewed were unaware of training resources or have failed to implement trafficking prevention education. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 95 Multiple County Office of Education staff interviewed could not recall when they last received any training specifically on this topic, but believe it was likely covered briefly in their required online training.[73] [74] Staff working with high-risk student cases report that it has been at least five years since they had training that touched on human trafficking.[75] [76] The Coalition to End Human Trafficking reports that it provides human trafficking prevention training by trafficking survivors to students at Juvenile Hall. This training has been very well received by these high-risk students. Training of Law Enforcement: The Jury interviewed administrators and investigators in the District Attorney’s Office, the Sheriff’s Office, and Santa Cruz and Watsonville Police Departments regarding the depth and frequency of human trafficking training. The record of such training is spotty and, in some cases, can be improved. ● A representative from the District Attorney’s office reports that there is a mandatory training requirement for human trafficking, but believes that it is not in-depth enough to enable officers to identify human trafficking victims. ● The Sheriff’s Office is mandated by the State to provide sexual assault investigators with a weeklong training on a human trafficking component.[77] Documentation from the Sheriff’s Office shows that some staff have attended three different human trafficking related trainings since 2024. It is unknown how widely these trainings were attended. ● An administrator from the Santa Cruz Police Department believes that human trafficking training is provided in the Peace Officer Standards and Training in the police academy, but doesn’t believe that it is included in ongoing training.[78] ● The Watsonville Police Department received two hours of human trafficking training for detectives in 2019, but has no record of human trafficking training since that time.[79] Some local nonprofits discussed earlier in this report are available to provide low or no-cost training on human trafficking to law enforcement upon request. Convening of CSEC Meetings: SB 855 requires that recipients of CSEC funds convene regular multidisciplinary team meetings to review human trafficking cases focused on minors. A document received from County Family & Child Services states that the CSEC multidisciplinary team last met in November 2023.[68] When no new cases were reported, monthly meetings were cancelled. However, a public records request revealed that documentation submitted by the County to the State in February 2025 declares that among the duties that the CSEC Coordinator completes are “monthly or emergency multidisciplinary meetings”.[80] [81] Reducing Human Trafficking published June 30, 2025 96 Santa Cruz County Civil Grand Jury While these meetings are cancelled because there are no new cases to discuss, in comparison, the Monterey County multidisciplinary team meets monthly and has a caseload of 30-40 minors. When there are no new cases to discuss, their team meets anyway to discuss progress on existing cases.[82] Signage Compliance: In spite of SB 1193 and AB 260, two laws requiring signage postings in a prominent place, a sample survey of all businesses across cities and unincorporated areas of Santa Cruz County found that only about 7% of businesses mandated to post signage are in compliance. SB 1193 states that enforcement is typically handled by police or the Sheriff’s Office, and the County’s District Attorney representative conveyed that, as regards to signage requirements, their role is prosecution and not enforcement.[83] [84] The Jury was told by representatives of law enforcement that they believe human trafficking signage is important in raising overall public awareness and potentially providing help to victims of trafficking. Hotels/ Health Alcohol Hair/Nail Massage Metros/ Motels Clinics Retailers Salons Businesses Airports Total Posted/ Posted/ Posted/ Posted/ Posted/ Posted/ Surveyed Surveyed Surveyed Surveyed Surveyed Surveyed Posted Surveyed Santa Cruz 0/25 0/3 1/12 0/6 0/5 0/2 1 53 Scotts Valley 1/2 0/2 0/4 1/2 0/3 1/1 3 14 Watsonville 0/7 0/16 0/3 0/5 0/4 1/2 1 37 Capitola 2/2 1/2 0/2 0/5 0/3 0/0 3 14 Unincorporated* 0/3 0/1 0/13 0/6 1/2 1/1 2 26 Total 3/39 1/24 1/34 1/24 1/17 3/6 10 144 Compliance % 7.69% 4.17% 2.94% 4.17% 5.88% 50.00% 6.94% *Includes Aptos, San Lorenzo Valley, Live Oak, and Soquel Figure 3: Compliance with Human Trafficking Signage Requirement Source: Survey conducted by Santa Cruz County Grand Jury, Spring 2025[85] Under SB 1193, farm labor contractors are also among those businesses required to post signs regarding human trafficking. In the case of farm labor contractors, the Santa Cruz County Agricultural Commission is responsible for enforcing the signage requirement. In addition, a survey of farm labor contractor sites showed that where the required human trafficking signs were posted, they were not necessarily readily accessible to farm workers. Existing signs in both English and Spanish were faded, in small type, and generally in very poor condition. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 97 The Jury also surveyed rest stops throughout the County and was unable to find any human trafficking signs. Rest stops are also required by SB 1193 to post human trafficking signs. Human trafficking signs are required to list the telephone number and text message for the National Hotline. Two Jurors called this number multiple times and experienced a 30-minute wait for a callback. They also tried the text number listed on the sign. They were put into a continuous phone tree loop. A victim reaching out to a hotline is unlikely to be available for a callback and may be calling on a public phone. It is important for callers to get immediate help. Two local nonprofit organizations, Arukah Project and Monarch Services, each have a 24-hour hotline. Because these organizations are local and can provide real-time services, they could be added to local signs for a much better chance of receiving timely assistance. These organizations are equipped to provide emotional support as well as help locate immediate shelter and other basic needs. Law Enforcement Compliance with Local Massage Business Ordinances: Local ordinances, including the County Code Section 5.08 regarding massage businesses, vary among jurisdictions. Consistency and coordination in enforcing and enhancing existing ordinances, or an overall County set of ordinances, could facilitate improved and consistent monitoring of human trafficking laws regarding massage businesses. One Sheriff’s Office representative admitted that historically, Santa Cruz County has been more lax than other counties in licensing and inspection of massage businesses. While most massage businesses are legitimate and do not engage in trafficking, local service providers are aware that some do. While conducting surveys for signage compliance, a few massage businesses visited by the Jury appeared to be suspicious. Regular inspections, enforcement of practitioner certification requirements, and compliance with signage requirements could result in curtailment of such activity. Conclusion Human trafficking does occur in Santa Cruz County, but goes largely unrecognized and unreported. Lack of data regarding human trafficking activity, lack of collaboration among stakeholders, insufficient training, and lack of compliance with state and local laws leave us in the dark as to the prevalence of human trafficking. As a result, the issue is not being adequately addressed, and the trafficking problem will continue unabated and possibly increase, unless proactive measures are taken. The Jury is hopeful that recommendations in this report to address the scourge of human trafficking in our community will be seriously considered and adopted. Reducing Human Trafficking published June 30, 2025 98 Santa Cruz County Civil Grand Jury Findings F1. There is currently no consolidated data being collected on Santa Cruz County human trafficking cases. This causes an understatement of the problem and makes it difficult for stakeholders to obtain additional funding. F2. The potential passage of AB 379 may provide grants for the District Attorney’s Office for the prosecution of traffickers and grants for community-based organizations for direct services and victim outreach. This could provide the resources necessary to ultimately reduce human trafficking and reduce the likelihood of victims returning to trafficking. F3. The tri-county CSEC steering committee for the prevention of human trafficking has not met for a full year as of the publication of this report. Therefore, there is no active body that could potentially monitor trafficking cases across the tri-county area. F4. The County Family & Child Services CSEC-required monthly multidisciplinary team meetings have not been held since November 2023, despite biennial reporting otherwise to the State Department of Social Services. Therefore, known cases of human trafficking have not been properly overseen. F5. Staff and administration of the County Office of Education report they are not adequately trained and do not receive regular training regarding human trafficking as required by AB 1227. This is in spite of the fact that free training is available from local providers that could bring COE into compliance if enforced. This deficiency can lead to a failure in the staff’s ability to identify cases of trafficking. F6. Very few businesses in Santa Cruz County are in compliance with SB 1193 signage requirements. This results in the reduction of community awareness of the problem and the likelihood that trafficking victims will be able to reach out for help. F7. Existing human trafficking signs at farm worker contractor sites are not readily accessible to farm workers and are in poor condition. This can result in farm workers being unaware of available resources and an inability to reach out for help. F8. The mix of County and local municipal ordinances regarding the licensing and inspection of massage businesses varies, possibly causing confusion and inconsistent enforcement of existing regulations. F9. Annual inspections are required of massage businesses in jurisdictions with massage business ordinances, but inspections are generally not being conducted. This can result in undetected human trafficking activity. F10. Calls to the National Human Trafficking Hotline on existing signs have unacceptably long wait times and can result in a lost opportunity to assist human trafficking victims. F11. Local nonprofit organizations have 24/7 hotline numbers that are staffed, and calls can be answered immediately or within minutes, greatly increasing the likelihood of contacting victims and providing assistance in real time. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 99 F12. There has been a lack of human trafficking presentations to law enforcement. Local law enforcement jurisdictions could request the no-cost training that is available from local human trafficking service providers. This can lead to officers learning to identify human trafficking victims and reduce further victim trauma. F13. Law enforcement task forces focused solely on human trafficking are very effective methods of detecting and preventing human trafficking activities. Such task forces could increase the rate of interdiction and the successful prosecution of human trafficking cases. Recommendations R1. The Department of Human Services should designate a qualified staff member to take the lead in forming a countywide human trafficking coalition, including the District Attorney and the Sheriff’s Office. Members should include stakeholders discussed in this report who are involved in the prevention and interdiction of human trafficking. The focus should include the consolidation of human trafficking data and the procurement of additional funds, potentially to fund law enforcement task forces. This should be completed by December 31, 2025. (F1,F2,F13) R2. The Program Manager of Family & Child Services should coordinate with Monterey and San Benito County peers for the purpose of reconvening the tri-county Commercial Sexual Exploitation of Children steering committee. This team would meet regularly to review and track intercounty human trafficking cases and activity in our region and participate in regional prevention activities. This should be completed by December 31, 2025. (F3) R3. The Program Manager of County Family & Child Services should resume and maintain monthly multidisciplinary team meetings, required as a condition of receiving Commercial Sexual Exploitation of Children funding, to review ongoing human trafficking cases and discuss other potential cases involving high-risk youth. This should commence by August 31, 2025. (F4) R4. Each law enforcement agency in Santa Cruz County, including the Sheriff’s Office, Santa Cruz Police Department, Scotts Valley Police Department, Capitola Police Department, and Watsonville Police Department, should require law enforcement officers to receive an annual human trafficking awareness training, preferably led by human trafficking survivors. This should commence by December 31, 2025. (F12) R5. The County Office of Education should come into compliance with AB 1227, providing human trafficking-related training, led by survivors, to students and staff as required. This should be completed by February 28, 2026. (F5) R6. Santa Cruz County Board of Supervisors should adopt an umbrella countywide ordinance requiring human trafficking signage currently mandated by the State to be part of all existing permitting and licensing procedures for affected businesses. This should be completed by June 30, 2026. (F6) Reducing Human Trafficking published June 30, 2025 100 Santa Cruz County Civil Grand Jury R7. Santa Cruz County Board of Supervisors should require that county-specific human trafficking awareness and support signs include at least one 24/7 local hotline number, and staff should collaborate with local non-profits providing support to human trafficking victims to develop an effective sign for countywide posting and distribution. This should be completed by June 30, 2026. (F10, F11) R8. The Santa Cruz County Agricultural Commissioner should come into compliance with SB 1193 by ensuring that existing human trafficking signs are refreshed annually. In addition, it should require all farm labor contractors to include the SB 1193 sign in employee handbooks for easy accessibility. A review for compliance should be done on an annual basis. This should commence by September 30, 2025. (F7) R9. Santa Cruz County Board of Supervisors should adopt a countywide ordinance regulating the licensing, employee certification, and inspection requirements for massage businesses consistent with California Massage Therapy Council certification and licensing requirements. This should be completed by June 30, 2026. (F8) R10. Local law enforcement agencies, including the Sheriff’s Office, Santa Cruz Police Department, Scotts Valley Police Department, Capitola Police Department, and Watsonville Police Department, should enforce massage business licensing, certification, and inspection requirements. This should include compliance with SB 1193 signage requirements. Enforcement of existing ordinances should commence by September 30, 2025. However, if/when the Board of Supervisors agrees to the Jury’s recommendation to adopt a countywide ordinance, law enforcement should come into compliance with this new ordinance within 30 days of adoption. (F9) Required Responses Respond Within/ Respondent Findings Recommendations Respond By F1, F2, F3, F4, F6, Santa Cruz County R1, R2, R3, R6, R7, 90 Days / F7, F8, F10, F11, Board of Supervisors R8, R9 September 29, 2025 F13 Santa Cruz County F1, F2, F6, F9, F12, 60 Days / R1, R4, R6, R10 Sheriff F13 August 29, 2025 County 60 Days / Superintendent of F5 R5 August 29, 2025 Schools Santa Cruz County 60 Days / F1, F2, F13 R1 District Attorney August 29, 2025 Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 101 Invited Responses Respond Within/ Respondent Findings Recommendations Respond By Program Manager, 60 Days / County Family & F1, F2, F3, F4, F13 R1, R2, R3 August 29, 2025 Child Services Director, Santa Cruz 60 Days / County Human F1, F2, F3, F4, F13 R1, R2, R3 August 29, 2025 Services Department Santa Cruz County 60 Days / Agricultural F7 R8 August 29, 2025 Commissioner Police Chief, City of 60 Days / F6, F9, F12 R4, R6, R10 Santa Cruz August 29, 2025 Police Chief, City of 60 Days / F6, F9, F12 R4, R6, R10 Scotts Valley August 29, 2025 Police Chief, City of 60 Days / F6, F9, F12 R4, R6, R10 Watsonville August 29, 2025 Police Chief, City of 60 Days / F6, F9, F12 R4, R6, R10 Capitola August 29, 2025 Director, Arukah 60 Days / F10, F11 R7 Project August 29, 2025 Chief Executive 60 Days / Officer, Monarch F10, F11 R7 August 29, 2025 Services Definitions ● CAMTC: California Massage Therapy Council ● COE: County Office of Education ● CSEC: Commercially Sexually Exploited Children ● NIJ: National Institute of Justice Reducing Human Trafficking published June 30, 2025 102 Santa Cruz County Civil Grand Jury Sources References 1. 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Confidential Grand Jury interview. 67. Confidential Grand Jury interview. 68. Confidential Grand Jury document. 69. Confidential Grand Jury interview. 70. August 4, 2015. “Santa Cruz County Board of Supervisor Resolution and Staff Report..” Santa Cruz County Board of Supervisor archive. Accessed May 21, 2025. https://www2.santacruzcountyca.gov/BDS/Govstream2/Bdsvdata/non_legacy_2. 0/Minutes/2015/20150804-665/PDF/052.pdf#:~:text=Under%20the%20leadershi p%20of%20the%20child%20welfare,counties%2C%20including%20child%20wel fare%2C%20juvenile%20court%20judges 71. Confidential Grand Jury document. 72. Confidential Grand Jury interview. 73. Confidential Grand Jury interview. 74. Confidential Grand Jury interview. 75. Confidential Grand Jury interview. 76. Confidential Grand Jury interview. 77. Confidential Grand Jury interview. 78. Confidential Grand Jury interview. 79. Confidential Grand Jury document. 80. Confidential Grand Jury document. 81. Confidential Grand Jury document. 82. Confidential Grand Jury interview. 83. January 1, 2025. “Prevention and Public Awareness Resources.” CFPIC.org. Accessed May 11, 2025. https://pact.cfpic.org/resources/the-child-welfare-response-to-labor-trafficking-in-c alifornia/prevention-public-awareness-resources/?utm_source=chatgpt.com 84. Office of California Attorney General. January 1, 2023. California Civil Rights. “CA Civil Code of Procedure 52.6.” Accessed June 12, 2025. https://codes.findlaw.com/ca/civil-code/civ-sect-52-6/#:~:text=(h)%20A%20busine ss%20or%20establishment,described%20in%20paragraph%20(1). 85. Confidential Grand Jury document. Reducing Human Trafficking published June 30, 2025 2024-2025 Consolidated Final Report 107 Websites https://humanservices.ucdavis.edu/toolkits/cesc https://humanservices.ucdavis.edu/toolkits/csec/training-resources https://humanservices.ucdavis.edu/toolkits/cesc/legislation-and-guidance https://polarisproject.org/resources/us-national-human-trafficking-hotline-statistics / https://polarisproject.org/myths-facts-and-statistics/ Site Visits Canvassing of all five County Supervisorial Districts for SB 1193 signage compliance. Visited public events that included Farmworker Reality Tours and Rising at the Rio. May 15, 2025 Monterey County Human Trafficking Symposium. Reducing Human Trafficking published June 30, 2025
Additional Recommendations
9
Not linked to specific findings.
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.” DONE ✅ A position reclassification was approved and staff have been hired to focus on cybersecurity as a major job function. The IT Department has a dedicated position, Cybersecurity IT Analyst, who reports directly to the IT Director. In adhering to best practices, the approach taken by the IT Department is that cybersecurity is an ongoing program.[23] [24] [25]
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.” DONE ✅ The City of Watsonville worked with other local agencies and the County and created a Cybersecurity Plan in September 2023.[23] [26] [27] Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 23
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.” IN PROGRESS 🔜 Expected completion in 2025 The City of Watsonville applied for and was awarded a State and Local Government Cybersecurity grant. This is a federal grant, and the funding status is unknown at this time. However, funds have been identified in the city’s IT budget, and a vendor has been selected. The project kickoff begins in April 2025, and includes an incident response plan, playbooks, and training. A training exercise will be conducted where the participants engage in a simulated, discussion-based activity that tests the incident response plan. Team members discuss their roles and responses to a simulated emergency or crisis to identify gaps in plans and procedures. The Incident Response Plan should be completed in the summer of 2025.[4] [23] [28] [29] [30] [31] [32] _______________________________________________________________
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.” DONE ✅ Along with participation in the Northern California Regional Intelligence Center (NCRIC) and Multi-State Information Sharing & Analysis Center (MS-ISAC), the City subscribes to California Cybersecurity Integration Center (Cal-CSIC) information sharing. The City of Watsonville IT Department is involved and participates regularly in the Cybersecurity Consortium, led by the ISD of Santa Cruz County. Watsonville’s IT Director meets regularly with the CISO of the County.[23] [33] [34] [35] [36] D) 2023 Recommendations for the City of Scotts Valley
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.” DONE ✅ In September 2023, the City of Scotts Valley created a Cyber/Information Security Plan. This plan is intended to be updated as new cybersecurity threats and advancements progress.[37] [38] Honoring Commitments published June 17, 2025 24 Santa Cruz County Civil Grand Jury
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.” DONE ✅ In November 2023, the City of Scotts Valley created a very detailed Cyber Incident Response Plan. This plan establishes City-Wide cyber incident response capability including the formation of the City of Scotts Valley Cyber-Incident ResponseTeam (CIRT). The document details the specifics outlined in the recommendation along with contact information for the CIRT, Cyber Best Practices, and Guidelines to Follow for various types of incidents.[38] [39] _______________________________________________________________
R18:
“Scotts Valley should participate in local, regional, and state cybersecurity organizations for information sharing by the end of 2023.” DONE ✅ The City of Scotts Valley participates regularly in the regional Cybersecurity Consortium. The CISO of the County, who leads the Consortium, is part of CCISDA, a very strong IT coalition within the state of California. The City of Scotts Valley and participants of the Consortium benefit from leveraging CCISDA’s collective experiences and a robust level of information sharing.[8] [15] [16] [40] [41] E) 2023 Recommendations for the City of Capitola
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.” DONE ✅ The City of Capitola issued a Cybersecurity Plan in September 2023.[42] [43] _______________________________________________________________
R22:
“By Fall 2023 Capitola should prepare an Incident Response Plan that provides detailed guidance for a city response to a cyber attack.” DONE ✅ The City of Capitola issued an Incident Response Plan in 2023 and updated the plan as recently as October 2024.[44] Honoring Commitments published June 17, 2025 2024-2025 Consolidated Final Report 25 2. Envisioning the Future of Our Jails Santa Cruz County is a compassionate community. The Prior Jury published a report challenging the Sheriff’s Department to improve the treatment and safety of jail inmates living with mental illness and to develop innovative and effective post-release reentry programs. The question was posed, “In the real world, with the funding constraints in this County, what is the best solution to both the aging Main Jail and to the distressingly high recidivism rate?” The Current Jury followed up on the 2023 Recommendations and evaluated the actions taken and determined current dispositions. 2023 Recommendations
Findings & Recommendations
11 findings
F1:
Excessive delays in the building permit process increase costs to applicants in cash, time, and frustration.
Related Recommendations (2)
R1:
The BoS should have staff review best practices from other jurisdictions and then select strategies that will reduce costs and delays in our county’s Permitting Services by January 1, 2026. (F1, F2, F7, F8)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F2:
The permitting process has become so detailed and intricate that it often requires applicant homeowners to hire professionals to make submissions, thus increasing cost and time.
Related Recommendations (3)
R1:
The BoS should have staff review best practices from other jurisdictions and then select strategies that will reduce costs and delays in our county’s Permitting Services by January 1, 2026. (F1, F2, F7, F8)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F3:
Homeowners are often unaware that ordinary household maintenance requires a permit, leading them to unknowingly have the work performed illegally.
Related Recommendations (3)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F4:
Some people willfully ignore obtaining a building permit because they think it's too costly, it takes too long, or they think they can’t get the improvement they want by obeying the law.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F5:
Ignoring obtaining building permits causes a loss of revenue for the County, both in one-time fees from permits and, more importantly, in ongoing tax revenue from improved property.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F6:
Professionals in the county can be difficult to find for a project because the permitting process is so difficult.
Related Recommendations (1)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
F7:
Applicants have a hard time tracking their project’s progress because applications are not tracked end-to-end by permitting software.
Related Recommendations (3)
R1:
The BoS should have staff review best practices from other jurisdictions and then select strategies that will reduce costs and delays in our county’s Permitting Services by January 1, 2026. (F1, F2, F7, F8)
R3:
The County of Santa Cruz should separate the Ombudsman duties from Manager of Unified Permit Center resulting in two separate positions: a full-time, dedicated Ombudsman and a full-time Manager. The resulting new staff position should be filled by June 1, 2026. (F7, F8)
R4:
The Ombudsman function should be clearly identified and publicized to make the public aware of the additional customer services that position provides. This recommendation should be accomplished by June 1, 2026. (F7, F8)
F8:
The services of an Ombudsman could be utilized by tradespeople and homeowners to make the permitting process smoother and less costly.
Related Recommendations (3)
R1:
The BoS should have staff review best practices from other jurisdictions and then select strategies that will reduce costs and delays in our county’s Permitting Services by January 1, 2026. (F1, F2, F7, F8)
R3:
The County of Santa Cruz should separate the Ombudsman duties from Manager of Unified Permit Center resulting in two separate positions: a full-time, dedicated Ombudsman and a full-time Manager. The resulting new staff position should be filled by June 1, 2026. (F7, F8)
R4:
The Ombudsman function should be clearly identified and publicized to make the public aware of the additional customer services that position provides. This recommendation should be accomplished by June 1, 2026. (F7, F8)
F9:
The BFCA Board was disbanded, and the Appeals process, as currently constructed, is little known, not staffed by trade professionals, and therefore an ineffective means for resolving disputed decisions. Navigating the Building Permit Process published June 23, 2025 56 Santa Cruz County Civil Grand Jury
Related Recommendations (1)
R7:
Santa Cruz County BoS should reconvene the Building and Fire Code Appeals Board, populated by seasoned building professionals, to adjudicate permit disputes quickly, publicly, and professionally, and with less cost. This recommendation should be accomplished by Jan 1, 2026. (F9) Navigating the Building Permit Process published June 23, 2025 2024-2025 Consolidated Final Report 57
F10:
The DIYer and the small contractors need the support and/or instant answers they get from a knowledgeable staff person at the counter. However that service no longer exists.
Related Recommendations (2)
R5:
Santa Cruz County should develop a plan to educate the population about different permit types to reduce illegal builds through staff participation in community events, newspaper articles and/or other Unified Permit Center media involvements by Jan 1, 2026. (F2, F3, F4, F5, F6, F10)
R6:
Santa Cruz County should establish a walk-up front desk service four hours per workday to assist home-owners, non-building professionals and small contractors navigate the permit process. This service should be posted on the website, implemented by Jan 1, 2026. (F3, F4, F5, F10)
F50:
POST. January 1, 2020. “DE-ESCALATION Strategies & Techniques FOR CALIFORNIA LAW ENFORCEMENT.” POST. Accessed February 5, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf 51. Confidential Grand Jury interview. 52. Confidential Grand Jury interview. 53. Confidential Grand Jury interview. 54. California Commission on Peace Officer Standards and Training. December 31, 2020. “Deescalation Strategies and Techniques for California Law Enforcement.” POST Website. Accessed March 7, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf Handcuffing and Transport published June 18, 2025 78 . CalPERS. August 12, 2024. “Pension Reform Impacts.” CalPERS. Accessed February 26, 2025. https://www.calpers.ca.gov/employers/policies-and-procedures/pension-reform-i mpacts#:~:text=The%20California%20Public%20Employees'%20Pension,'%20R etirement%20Law%20(PERL). 56. Confidential Grand Jury interview. 57. Confidential Grand Jury interview. 58. National Testing Network. July 16, 2024. “Watsonville Police Department Job Information.” National Testing Network Website. Accessed February 26, 2025. https://nationaltestingnetwork.com/publicsafetyjobs/fullJobDetails.cfm?agencyjobi d=1192&jobid=1&agentid=745 59. County of Santa Cruz Personnel Department. February 26, 2025. “Santa Cruz County Government - Job Salary Schedule.” County of Santa Cruz Personnel Department. Accessed February 26, 2025. https://www2.santacruzcountyca.gov/personnel/salsched/OccCdDisp.asp?OccDe sc=LAW%20ENFORCEMENT%20*%20RELATED%20%20%20%20%20%20%2 0%20%20%20%20%20 60. San Jose Police Department Recruitment. January 1, 2025. “Salaries, Benefits, Pension.” San Jose Police Department Website. Accessed February 26, 2025. https://www.sjpdyou.com/for-applicants/additional-information/salary-benefits-pen sion#:~:text=Salary%20*%20Paid%20Academy%20training%20for%20Police,Pl us%202nd%20and%203rd%20watch%20shift%20differential. 61. Confidential Grand Jury interview. 62. Confidential Grand Jury interview. 63. Confidential Grand Jury interview. 64. Confidential Grand Jury interview. 65. Atlas of Surveillance. March 28, 2019. “Watsonville Police Department: Body-worn Cameras.” Electronic Frontier Foundation and the Reynolds School of Journalism at the University of Nevada, Reno. Accessed March 7, 2025. https://atlasofsurveillance.org/a/aos000151-watsonville-police-department-body- worn-cameras 66. Confidential Grand Jury interview. 67. Confidential Grand Jury interview. 68. Confidential Grand Jury interview. 69. WYSM. January 1, 2025. “From Duty to Desire. Leadership and empowerment training for first responders and the community..” WYSM (Why'd You Stop Me?) Website. Accessed February 21, 2025. https://wysm.org/ Handcuffing and Transport published June 18, 2025 2024-2025 Consolidated Final Report 79 70. Confidential Grand Jury interview. 71. Confidential Grand Jury interview. Websites https://post.ca.gov/ https://www.watsonville.gov/2324/Police https://shf.santacruzcountyca.gov/ Handcuffing and Transport published June 18, 2025
Additional Recommendations
1
Not linked to specific findings.
R2:
The BoS should direct staff to adopt software that removes barriers to applicants and is comprehensive to all departments. The software should flag any permits that have been unaddressed for longer than two weeks to avoid application delays. This recommendation should be accomplished by January 1, 2026. (F7,
Findings & Recommendations
7 findings
F1:
Data: The Health Services Agency has not developed and deployed analytic, data-driven reports to address the financial challenges in managing the Behavioral Health and Substance Use Disorder services, despite
F2:
Administrative: The Jury finds that many programs, such as the Focus Intervention Team, Integrated Housing And Recovery Team, 24/7 Mobile Crisis Response Team, and Enhanced Care Management, provide critical services to High-Cost Beneficiaries. Although they have overlapping goals there is little to no coordination for tracking clients that receive services from one or more of these programs. The lack of coordination leads to higher costs in an era of shrinking resources.
F3:
Clinical: Santa Cruz County does not have a Level of Care Tool to track and manage High-Cost Beneficiaries. The Central California Alliance for Health does have a Level of Care Tool to track and manage High-Cost Beneficiaries. The parties are partners in the delivery of services and their resources could be leveraged to create a unified Level of Care tool.
F4:
Administrative: Santa Cruz County programs and resources for High-Cost Beneficiaries, and all Health Services Agency behavioral health and substance use disorder services, are siloed and fragmented across HSA departments and contract providers. For example, clinical, financial, and operational benchmarks are not being used to report the cost of services and track patient acuity. As new programs are being developed, the financial, operational, and administrative targets are not established in advance or integrated into operations. County and Alliance collaboration and coordination can pave the way to overcome fragmentation.
F5:
Data, Clinical & Administrative: The Central California Alliance for Health (Alliance) has substantial financial reserves, and Santa Cruz County has seats on the governing board of the Alliance. Clinical, financial and operational collaboration between these agencies, who are both insurers and providers, needs to be better coordinated and integrated at all levels to improve treatment and outcomes for all clients.
F6:
Administrative: The Jury finds that the Serving Communities Health Information Organization and the Mental Health Advisory Board partnerships with Santa Cruz County could be better leveraged to have greater impact on Behavioral Health. Failure to leverage these partnerships results in missed opportunities to coordinate programs and services.
F7:
Compassion: Throughout the Grand Jury investigation, the Jury found that the staff and leadership of the Health Services Agency, Santa Cruz County Sheriff’s Office, and the Central California Alliance for Health are compassionate in the treatment of people experiencing behavioral health or substance use disorder. Patients are treated with dignity and respect, despite sometimes difficult conditions. High-Cost Beneficiaries published June 26, 2025 2024-2025 Consolidated Final Report 125
Additional Recommendations
8
Not linked to specific findings.
R1:
Administrative Integration. The Board of Supervisors recently adopted Operational Plan #91 which calls for establishing a financial plan for the County behavioral Health system by December 31, 2025. Given the urgency of reduced funding, the Santa Cruz County Health Services Agency should provide a monthly progress report beginning August 1, 2025 to the Santa Cruz County Board of Supervisors on Operational Plan #91.
R2:
Ongoing External Reporting. Given the urgency of diminishing funding, the Santa Cruz County Health Services Agency should publish a monthly report on its public website no later than October 1, 2025. The website should summarize patient volumes, cost benchmarks, quality benchmarks, provider productivity, number of patients being tracked for high utilization, and number of patients enrolled in Enhanced Care Management (through the Alliance). An appropriate subset of reports specific to Behavioral Health and Substance Use Disorder should be provided to the Mental Health Advisory Board beginning October 1, 2025.
R3:
Ongoing External Reporting: In order to leverage their partnership with the Mental Health Advisory Board (MHAB) and raise public awareness around Behavioral Health in Santa Cruz County, the Health Services Agency and the Central California Alliance for Health should jointly report to the MHAB. Their reporting should occur at least bi-annually starting no later than June 30, 2026. Their report should discuss their collaborative efforts towards implementing a LoC tool, their progress towards developing value-based financing and should include Year-to-Date statistics on HCBs.
R4:
Ongoing External Reporting: At least bi-annually beginning no later than September 30, 2025, Health Services Agency (HSA) and the Central California Alliance for Health (Alliance) should meet jointly with Serving Communities Health Information Organization (SCHIO). The meeting agenda should include a review of the data HSA and the Alliance submit to SCHIO and the SCHIO data and reporting features that HSA and the Alliance use. The goal is to leverage their partnership and better integrate the dissemination of accurate information to health care professionals and law enforcement about the treatment and needs of their clients. The outcome of the meeting should be reported to the Mental Health Advisory Board.
R5:
Clinical Integration. Annually, beginning January 1, 2026, the Santa Cruz County Health Services Agency and the Central California Alliance for Health should review, align, and jointly publish their aligned clinical and program delivery methods and goals for all levels of Behavioral Health and Substance Use Disorder patients.
R6:
Administrative, Financial & Clinical. By July 1, 2026, the Santa Cruz Health Services Agency and the Central California Alliance for Health should have a shared database and shared criteria for identifying potential High-Cost High-Cost Beneficiaries published June 26, 2025 126 Santa Cruz County Civil Grand Jury Beneficiaries. This Level of Care tool should track costs, services, and outcomes for not only Behavioral Health and Substance Use Disorder High-Cost Beneficiaries, but for all clients. The following California Health Care Foundation brief provides a starting point for building a more integrated system of care over the long term: Better Integrate Physical and Behavioral Health Care.
R7:
Administrative Integration. The Santa Cruz County Health Services Agency and the Central California Alliance for Health should develop a seamless administrative process that uses standardized and shared data, reports and goals. No later than December 31, 2026, a report shall be submitted to the respective governing boards outlining the processes established to integrate network management, provider payment, and data collection and reporting.
R8:
Financial Integration. On or before July 1, 2027, the County Health Services Agency and the Central California Alliance for Health should report to their respective governing boards the steps they have taken towards financial integration of all behavioral health services and substance use services using a value based financing process. Braiding Medicaid Funds described in the August 2024 Brief from the California Health Care Foundation provides a framework for achieving this necessary integration.
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Findings & Recommendations
7 findings
F1:
Data: The Health Services Agency has not developed and deployed analytic, data-driven reports to address the financial challenges in managing the Behavioral Health and Substance Use Disorder services, despite
Related Recommendations (1)
R1:
Administrative Integration. The Board of Supervisors recently adopted Operational Plan #91 which calls for establishing a financial plan for the County behavioral Health system by December 31, 2025. Given the urgency of reduced funding, the Santa Cruz County Health Services Agency should provide a monthly progress report beginning August 1, 2025 to the Santa Cruz County Board of Supervisors on Operational Plan #91.
F2:
Administrative: The Jury finds that many programs, such as the Focus Intervention Team, Integrated Housing And Recovery Team, 24/7 Mobile Crisis Response Team, and Enhanced Care Management, provide critical services to High-Cost Beneficiaries. Although they have overlapping goals there is little to no coordination for tracking clients that receive services from one or more of these programs. The lack of coordination leads to higher costs in an era of shrinking resources.
Related Recommendations (1)
R2:
Ongoing External Reporting. Given the urgency of diminishing funding, the Santa Cruz County Health Services Agency should publish a monthly report on its public website no later than October 1, 2025. The website should summarize patient volumes, cost benchmarks, quality benchmarks, provider productivity, number of patients being tracked for high utilization, and number of patients enrolled in Enhanced Care Management (through the Alliance). An appropriate subset of reports specific to Behavioral Health and Substance Use Disorder should be provided to the Mental Health Advisory Board beginning October 1, 2025.
F3:
Clinical: Santa Cruz County does not have a Level of Care Tool to track and manage High-Cost Beneficiaries. The Central California Alliance for Health does have a Level of Care Tool to track and manage High-Cost Beneficiaries. The parties are partners in the delivery of services and their resources could be leveraged to create a unified Level of Care tool.
Related Recommendations (1)
R3:
Ongoing External Reporting: In order to leverage their partnership with the Mental Health Advisory Board (MHAB) and raise public awareness around Behavioral Health in Santa Cruz County, the Health Services Agency and the Central California Alliance for Health should jointly report to the MHAB. Their reporting should occur at least bi-annually starting no later than June 30, 2026. Their report should discuss their collaborative efforts towards implementing a LoC tool, their progress towards developing value-based financing and should include Year-to-Date statistics on HCBs.
F4:
Administrative: Santa Cruz County programs and resources for High-Cost Beneficiaries, and all Health Services Agency behavioral health and substance use disorder services, are siloed and fragmented across HSA departments and contract providers. For example, clinical, financial, and operational benchmarks are not being used to report the cost of services and track patient acuity. As new programs are being developed, the financial, operational, and administrative targets are not established in advance or integrated into operations. County and Alliance collaboration and coordination can pave the way to overcome fragmentation.
Related Recommendations (1)
R4:
Ongoing External Reporting: At least bi-annually beginning no later than September 30, 2025, Health Services Agency (HSA) and the Central California Alliance for Health (Alliance) should meet jointly with Serving Communities Health Information Organization (SCHIO). The meeting agenda should include a review of the data HSA and the Alliance submit to SCHIO and the SCHIO data and reporting features that HSA and the Alliance use. The goal is to leverage their partnership and better integrate the dissemination of accurate information to health care professionals and law enforcement about the treatment and needs of their clients. The outcome of the meeting should be reported to the Mental Health Advisory Board.
F5:
Data, Clinical & Administrative: The Central California Alliance for Health (Alliance) has substantial financial reserves, and Santa Cruz County has seats on the governing board of the Alliance. Clinical, financial and operational collaboration between these agencies, who are both insurers and providers, needs to be better coordinated and integrated at all levels to improve treatment and outcomes for all clients.
Related Recommendations (1)
R5:
Clinical Integration. Annually, beginning January 1, 2026, the Santa Cruz County Health Services Agency and the Central California Alliance for Health should review, align, and jointly publish their aligned clinical and program delivery methods and goals for all levels of Behavioral Health and Substance Use Disorder patients.
F6:
Administrative: The Jury finds that the Serving Communities Health Information Organization and the Mental Health Advisory Board partnerships with Santa Cruz County could be better leveraged to have greater impact on Behavioral Health. Failure to leverage these partnerships results in missed opportunities to coordinate programs and services.
Related Recommendations (1)
R6:
Administrative, Financial & Clinical. By July 1, 2026, the Santa Cruz Health Services Agency and the Central California Alliance for Health should have a shared database and shared criteria for identifying potential High-Cost Beneficiaries. This Level of Care tool should track costs, services, and outcomes for not only Behavioral Health and Substance Use Disorder High-Cost Beneficiaries, but for all clients. The following California Health Care Foundation brief provides a starting point for building a more integrated system of care over the long term: Better Integrate Physical and Behavioral Health Care.
F7:
Compassion: Throughout the Grand Jury investigation, the Jury found that the staff and leadership of the Health Services Agency, Santa Cruz County Sheriff’s Office, and the Central California Alliance for Health are compassionate in the treatment of people experiencing behavioral health or substance use disorder. Patients are treated with dignity and respect, despite sometimes difficult conditions.
Related Recommendations (1)
R7:
Administrative Integration. The Santa Cruz County Health Services Agency and the Central California Alliance for Health should develop a seamless administrative process that uses standardized and shared data, reports and goals. No later than December 31, 2026, a report shall be submitted to the respective governing boards outlining the processes established to integrate network management, provider payment, and data collection and reporting.
Additional Recommendations
1
Not linked to specific findings.
R8:
Financial Integration. On or before July 1, 2027, the County Health Services Agency and the Central California Alliance for Health should report to their respective governing boards the steps they have taken towards financial integration of all behavioral health services and substance use services using a value based financing process. Braiding Medicaid Funds described in the August 2024 Brief from the California Health Care Foundation provides a framework for achieving this necessary integration.
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Findings & Recommendations
10 findings
F1:
While handcuffing is discretionary, Watsonville Department police officers tend to overuse handcuffing, even when a person is released at the scene.
Related Recommendations (1)
R3:
The Watsonville Police Department should update training materials and provide training around handcuffing discretion so that more individuals are released on the scene without being handcuffed. This should be completed by December 31, 2025. (F1)
F2:
The WPD handcuffs and transports a much higher percentage of misdemeanor violators to department headquarters than other law enforcement agencies within the County.
Related Recommendations (1)
R1:
The Watsonville Police Department should update training materials and provide additional training about cite and release, so that more individuals are released in the field, and thereby reducing the number of people transported to Watsonville Police Headquarters. This should be completed by June 30, 2026. (F2, F3)
F3:
All local law enforcement agencies handcuff individuals transported to police departments, hospitals, sobering centers, or the County jail.
Related Recommendations (1)
R1:
The Watsonville Police Department should update training materials and provide additional training about cite and release, so that more individuals are released in the field, and thereby reducing the number of people transported to Watsonville Police Headquarters. This should be completed by June 30, 2026. (F2, F3)
F4:
In Watsonville, second or third breath testing is done at the Police Department, requiring handcuffing for transport. If more breath testing were done in the field, fewer people would be transported to the WPD.
Related Recommendations (1)
R4:
The Watsonville Police Department should install in every patrol car a certified breath testing apparatus so that multiple breath tests are completed in the field and fewer DUI misdemeanors are transported to WPD. This should be completed by December 31, 2025. (F4)
F5:
De-escalation training reduces the use of force, including handcuffing.
Related Recommendations (1)
R2:
While the WPD does include de-escalation training in some courses, the Watsonville Police Department should require all officers to take the Police Officer Standards and Training De-escalation Training by June 30, 2026. (F5, F9)
F6:
Instead of “Protect and Serve”, Watsonville Police say their motto is now "Protect the Vulnerable From Harm." The WPD also says “everybody is treated with dignity and respect,” and they treat everyone “like they're your own family member.”
F7:
The WPD has a lower retention rate of officers with more than five years of experience.
Related Recommendations (1)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
F8:
The WPD salaries are at least 17% lower than the San Jose Police Department salaries.
Related Recommendations (1)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
F9:
Officers with more years of service in the department have better relationships with the community and more experience in de-escalation, leading to fewer negative interactions.
Related Recommendations (3)
R2:
While the WPD does include de-escalation training in some courses, the Watsonville Police Department should require all officers to take the Police Officer Standards and Training De-escalation Training by June 30, 2026. (F5, F9)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
R6:
The Watsonville Police Department should institute quarterly meetings with community groups to strengthen relationships with the community. These meetings should begin by October 1, 2025. (F9)
F50:
POST. January 1, 2020. “DE-ESCALATION Strategies & Techniques FOR CALIFORNIA LAW ENFORCEMENT.” POST. Accessed February 5, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf 51. Confidential Grand Jury interview. 52. Confidential Grand Jury interview. 53. Confidential Grand Jury interview. 54. California Commission on Peace Officer Standards and Training. December 31, 2020. “Deescalation Strategies and Techniques for California Law Enforcement.” POST Website. Accessed March 7, 2025. https://post.ca.gov/Portals/0/post_docs/publications/DeEscalation.pdf 55. CalPERS. August 12, 2024. “Pension Reform Impacts.” CalPERS. Accessed February 26, 2025. https://www.calpers.ca.gov/employers/policies-and-procedures/pension-reform-i mpacts#:~:text=The%20California%20Public%20Employees'%20Pension,'%20R etirement%20Law%20(PERL). 56. Confidential Grand Jury interview. 57. Confidential Grand Jury interview. 58. National Testing Network. July 16, 2024. “Watsonville Police Department Job Information.” National Testing Network Website. Accessed February 26, 2025. https://nationaltestingnetwork.com/publicsafetyjobs/fullJobDetails.cfm?agencyjobi d=1192&jobid=1&agentid=745 59. County of Santa Cruz Personnel Department. February 26, 2025. “Santa Cruz County Government - Job Salary Schedule.” County of Santa Cruz Personnel Department. Accessed February 26, 2025. https://www2.santacruzcountyca.gov/personnel/salsched/OccCdDisp.asp?OccDe sc=LAW%20ENFORCEMENT%20*%20RELATED%20%20%20%20%20%20%2 0%20%20%20%20%20 60. San Jose Police Department Recruitment. January 1, 2025. “Salaries, Benefits, Pension.” San Jose Police Department Website. Accessed February 26, 2025. https://www.sjpdyou.com/for-applicants/additional-information/salary-benefits-pen sion#:~:text=Salary%20*%20Paid%20Academy%20training%20for%20Police,Pl us%202nd%20and%203rd%20watch%20shift%20differential. 61. Confidential Grand Jury interview. 62. Confidential Grand Jury interview. 63. Confidential Grand Jury interview. 64. Confidential Grand Jury interview. 65. Atlas of Surveillance. March 28, 2019. “Watsonville Police Department: Body-worn Cameras.” Electronic Frontier Foundation and the Reynolds School of Journalism at the University of Nevada, Reno. Accessed March 7, 2025. https://atlasofsurveillance.org/a/aos000151-watsonville-police-department-body- worn-cameras 66. Confidential Grand Jury interview. 67. Confidential Grand Jury interview. 68. Confidential Grand Jury interview. 69. WYSM. January 1, 2025. “From Duty to Desire. Leadership and empowerment training for first responders and the community..” WYSM (Why'd You Stop Me?) Website. Accessed February 21, 2025. https://wysm.org/ 70. Confidential Grand Jury interview. 71. Confidential Grand Jury interview. Websites https://post.ca.gov/ https://www.watsonville.gov/2324/Police https://shf.santacruzcountyca.gov/
Findings & Recommendations
7 findings
F1:
The County’s need for Outreach to raise awareness of passenger vehicle greenhouse gas (GHG) reduction goals is not being addressed by staff in significant ways.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F2:
Responsibility for the County’s Outreach efforts isn’t clearly defined. Even interested citizens have trouble finding updates.
Related Recommendations (2)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F3:
The County Staff and the Commission on the Environment (COE) charged with reporting to superiors (i.e., Board of Supervisors) don’t stay current in publicly publishing their actions regarding the Climate Action and Adaptation Plan (CAAP).
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F4:
Staff charged with instigating/tracking/coordinating efforts required by the CAAP do not consider public Outreach part of their task.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F5:
Money was spent to create progress trackers on the CAAP Storymap Website, but no one is updating the progress.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
F6:
Money has been spent to create another interactive website (Resilient Santa Cruz) for the interested citizen, but that website is not being publicized, and the modest participation goals have not been met.
Related Recommendations (1)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
F7:
County web pages and social media specifically created for reporting to the public have been allowed to languish and are not populated with recent news items on CAAP goal progress.
Related Recommendations (3)
R1:
The Board of Supervisors should assign an office to own the task of proactive Outreach related to the CAAP. This assignment can either be County-only or in coordination with other agencies and local counties. (For example, working with MBARD or putting flyers into residents’ utility bills.) Completion date: January 31, 2026. (F1, F2, F3, F4, F5, F6, F7)
R2:
The Board of Supervisors should require OR3 to update all public-facing websites every quarter and post on their social media to reflect the CAAP actions being taken within the County offices. Completion date: October 1, 2025, and ongoing. (F3, F4, F5, F7)
R3:
When the County spends money or staff time on any climate efforts addressing the state-mandated CAAP, the Board of Supervisors should ensure these actions are publicized to inspire and inform the taxpaying citizens. Completion date: within 90 days of any significant expenditure. (F1, F2, F3, F4, F5, F7)
Findings & Recommendations
7 findings
F1:
Data: The Health Services Agency has not developed and deployed analytic, data-driven reports to address the financial challenges in managing the Behavioral Health and Substance Use Disorder services, despite
F2:
Administrative: The Jury finds that many programs, such as the Focus Intervention Team, Integrated Housing And Recovery Team, 24/7 Mobile Crisis Response Team, and Enhanced Care Management, provide critical services to High-Cost Beneficiaries. Although they have overlapping goals there is little to no coordination for tracking clients that receive services from one or more of these programs. The lack of coordination leads to higher costs in an era of shrinking resources.
F3:
Clinical: Santa Cruz County does not have a Level of Care Tool to track and manage High-Cost Beneficiaries. The Central California Alliance for Health does have a Level of Care Tool to track and manage High-Cost Beneficiaries. The parties are partners in the delivery of services and their resources could be leveraged to create a unified Level of Care tool.
F4:
Administrative: Santa Cruz County programs and resources for High-Cost Beneficiaries, and all Health Services Agency behavioral health and substance use disorder services, are siloed and fragmented across HSA departments and contract providers. For example, clinical, financial, and operational benchmarks are not being used to report the cost of services and track patient acuity. As new programs are being developed, the financial, operational, and administrative targets are not established in advance or integrated into operations. County and Alliance collaboration and coordination can pave the way to overcome fragmentation.
F5:
Data, Clinical & Administrative: The Central California Alliance for Health (Alliance) has substantial financial reserves, and Santa Cruz County has seats on the governing board of the Alliance. Clinical, financial and operational collaboration between these agencies, who are both insurers and providers, needs to be better coordinated and integrated at all levels to improve treatment and outcomes for all clients.
F6:
Administrative: The Jury finds that the Serving Communities Health Information Organization and the Mental Health Advisory Board partnerships with Santa Cruz County could be better leveraged to have greater impact on Behavioral Health. Failure to leverage these partnerships results in missed opportunities to coordinate programs and services.
F7:
Compassion: Throughout the Grand Jury investigation, the Jury found that the staff and leadership of the Health Services Agency, Santa Cruz County Sheriff’s Office, and the Central California Alliance for Health are compassionate in the treatment of people experiencing behavioral health or substance use disorder. Patients are treated with dignity and respect, despite sometimes difficult conditions. High-Cost Beneficiaries published June 26, 2025 2024-2025 Consolidated Final Report 125
Additional Recommendations
8
Not linked to specific findings.
R1:
Administrative Integration. The Board of Supervisors recently adopted Operational Plan #91 which calls for establishing a financial plan for the County behavioral Health system by December 31, 2025. Given the urgency of reduced funding, the Santa Cruz County Health Services Agency should provide a monthly progress report beginning August 1, 2025 to the Santa Cruz County Board of Supervisors on Operational Plan #91.
R2:
Ongoing External Reporting. Given the urgency of diminishing funding, the Santa Cruz County Health Services Agency should publish a monthly report on its public website no later than October 1, 2025. The website should summarize patient volumes, cost benchmarks, quality benchmarks, provider productivity, number of patients being tracked for high utilization, and number of patients enrolled in Enhanced Care Management (through the Alliance). An appropriate subset of reports specific to Behavioral Health and Substance Use Disorder should be provided to the Mental Health Advisory Board beginning October 1, 2025.
R3:
Ongoing External Reporting: In order to leverage their partnership with the Mental Health Advisory Board (MHAB) and raise public awareness around Behavioral Health in Santa Cruz County, the Health Services Agency and the Central California Alliance for Health should jointly report to the MHAB. Their reporting should occur at least bi-annually starting no later than June 30, 2026. Their report should discuss their collaborative efforts towards implementing a LoC tool, their progress towards developing value-based financing and should include Year-to-Date statistics on HCBs.
R4:
Ongoing External Reporting: At least bi-annually beginning no later than September 30, 2025, Health Services Agency (HSA) and the Central California Alliance for Health (Alliance) should meet jointly with Serving Communities Health Information Organization (SCHIO). The meeting agenda should include a review of the data HSA and the Alliance submit to SCHIO and the SCHIO data and reporting features that HSA and the Alliance use. The goal is to leverage their partnership and better integrate the dissemination of accurate information to health care professionals and law enforcement about the treatment and needs of their clients. The outcome of the meeting should be reported to the Mental Health Advisory Board.
R5:
Clinical Integration. Annually, beginning January 1, 2026, the Santa Cruz County Health Services Agency and the Central California Alliance for Health should review, align, and jointly publish their aligned clinical and program delivery methods and goals for all levels of Behavioral Health and Substance Use Disorder patients.
R6:
Administrative, Financial & Clinical. By July 1, 2026, the Santa Cruz Health Services Agency and the Central California Alliance for Health should have a shared database and shared criteria for identifying potential High-Cost High-Cost Beneficiaries published June 26, 2025 126 Santa Cruz County Civil Grand Jury Beneficiaries. This Level of Care tool should track costs, services, and outcomes for not only Behavioral Health and Substance Use Disorder High-Cost Beneficiaries, but for all clients. The following California Health Care Foundation brief provides a starting point for building a more integrated system of care over the long term: Better Integrate Physical and Behavioral Health Care.
R7:
Administrative Integration. The Santa Cruz County Health Services Agency and the Central California Alliance for Health should develop a seamless administrative process that uses standardized and shared data, reports and goals. No later than December 31, 2026, a report shall be submitted to the respective governing boards outlining the processes established to integrate network management, provider payment, and data collection and reporting.
R8:
Financial Integration. On or before July 1, 2027, the County Health Services Agency and the Central California Alliance for Health should report to their respective governing boards the steps they have taken towards financial integration of all behavioral health services and substance use services using a value based financing process. Braiding Medicaid Funds described in the August 2024 Brief from the California Health Care Foundation provides a framework for achieving this necessary integration.
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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) 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) 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) 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) 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 (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
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) 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.
Related Recommendations (1)
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,
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)
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Findings & Recommendations
7 findings
F1:
The California Department of Pesticide Regulation is developing a new system of notification for agricultural pesticide applications statewide and the proof of concept shows promise of being a good solution for notifying the public of pesticide application information in a timely manner.
Related Recommendations (1)
R4:
The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) 2. Wildfire Threat to the City of Santa Cruz The Grand Jury of 2020-21 investigated the high risk probability of wildfires, especially in areas surrounding the City of Santa Cruz known as the Wildland Urban Interface Area (WUI). The Grand Jury wanted to know how the high risk of wildfires was being addressed and our level of preparedness. The 2020-21 report specifically addressed the issue of homeless encampments and how they contributed to wildfire risk in WUI areas of the city.[2] 2020-21 Grand Jury Report, Recommendation R2 In the next three months, the City Council needs to have more transparent and formal coordination with the county on management of homeless resources.[2] 2020-21 R2: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The 2x2 Committee, consisting of the City’s Mayor and Vice Mayor as well as the County Supervisors from Districts 3 & 5, meets every other week on homelessness issues. The Mayor and Vice Mayor provide a verbal report on those discussions at Council meetings on a monthly basis. County/City coordination through the Homeless Action Partnership has not been as transparent as it could be; however, the County has proposed a new charter to regional participants and it should increase transparency. It has been adopted by the HAP and is proceeding with consideration by cities and the county.[2] 2023-24 Grand Jury Follow-up and City Response to R2 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: City and County representatives began informally meeting in 2016. In January of 2018, both the City and the County formalized their respective agencies' participation and communication through a committee known as the 2x2. The 2x2 was composed of two members from the County Board of Supervisors and two members from the City Council to improve coordination between the agencies regarding homelessness issues. The goal was to form a regional response, in partnership with the County, to strengthen City efforts to improve how we respond to the homelessness crisis. In January of 2022, the Santa Cruz County Housing for Health Partnership (H4HP) Policy Board was created to replace the Homeless Action Partnership (HAP) oversight groups. The newly created H4HP serves as the federally designated Housing and Urban Development Department (HUD) Continuum of Care (CoC) Board for Santa Cruz County and coordinates resources, programs, and services focused on preventing and ending homelessness.[10] [11] Prior to the creation of the H4HP Policy Board, the HAP CoC oversight groups included staff from the County's four cities, the County, a member of the health sector, members from various non-profits serving the homeless community, and those with lived experience. The HAP groups did not include elected officials. Subsequently, changes were made to the CoC governance structure to ensure broader and deeper engagement of City and County leaders in the CoC planning and decision-making process, with the additional option to include elected officials from the cities and the County on the Policy Board. The current Policy Board membership overlaps with individuals historically involved with the 2x2 and HAP. The City of Santa Cruz has two seats on the policy board, which may be filled by elected officials, government staff, or other citizens. Therefore, the 2X2 was eliminated, however staff continue to meet on a bi-weekly basis. to collaborate on projects of mutual interest related to homelessness.[12] [13] [14] Grand Jury research found that the Santa Cruz County Housing for Health Partnership is in place. This group is a collaboration between the County’s Human Services Department and a coalition of partners and resources for the purpose of preventing and ending homelessness within our County. The partnership includes a wide variety of members from the community including Santa Cruz City Council members, Board Supervisors, agency representatives, and County senior-level employees. In March 2019 the Partnership began developing the Healthy Santa Cruz County Strategic Framework. The Framework contains steps aimed to reduce “unsheltered and overall homelessness countywide by January 2024.” The Framework outlines a detailed plan to accomplish this goal.[15] With regard to the City Manager’s response to 2020-2021 Recommendation R2, the City has met its commitment to formally collaborate with the County for the purpose of managing homeless resources and reducing homelessness in our County. 2020-21 R8: Recommendation by Grand Jury In the next six months, the City Council should produce a detailed plan and accounting of how the federal and state homeless funds are used.[2] 2020-21 R8: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The City has detailed information on how all state and federal funds received to date have been spent. The City received additional, direct funding from the state as part of the current state budget, and the requirements for how that will be spent and what that will fund are still to be determined. Similarly, direct funding from the American Rescue Act will go towards homelessness, but specifics related to that spending and the associated limitations are still to be determined. City staff are working with a consultant to provide a consolidated report on various City expenditures, including prior and upcoming state and federal fund expenditures. 2023-24 Grand Jury Follow-up and City Response to R8 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: A detailed plan for the use of funds was originally developed in March of 2022. The cost projections were revised in May of 2022. Further updates to the budget were presented to the City Council in December of 2022. During the budget presentations to the City Council for FY24, a summary of expenditures was presented to the City Council on May 23, 2023.[12] [16] The City’s response to the Grand Jury’s 2020-21 report states that the City has “detailed information on how all state and federal funds received to date have been spent.” Yet no such information appears to have been provided. The City’s FY 2024 Annual Budget attached to the May 23, 2023 City Council meeting contains only high level revenue and expenditure line items for Homeless Response Program Funds. Revenues of $14M in 2022 appear to be a lump sum to be spread over an unknown number of years. Overall expenditure figures for 2022 (actual), 2023 (adopted budget), and 2024 (adopted budget) total approximately $20M.
F2:
The Active and Passive modes of notification will allow access to members of the public in a manner of their choosing. Some people are comfortable signing up for notifications, others are not and would prefer to look up the information anonymously. This appears to provide most people the option to choose the method with which they are most comfortable.
Related Recommendations (1)
R4:
The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) 2. Wildfire Threat to the City of Santa Cruz The Grand Jury of 2020-21 investigated the high risk probability of wildfires, especially in areas surrounding the City of Santa Cruz known as the Wildland Urban Interface Area (WUI). The Grand Jury wanted to know how the high risk of wildfires was being addressed and our level of preparedness. The 2020-21 report specifically addressed the issue of homeless encampments and how they contributed to wildfire risk in WUI areas of the city.[2] 2020-21 Grand Jury Report, Recommendation R2 In the next three months, the City Council needs to have more transparent and formal coordination with the county on management of homeless resources.[2] 2020-21 R2: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The 2x2 Committee, consisting of the City’s Mayor and Vice Mayor as well as the County Supervisors from Districts 3 & 5, meets every other week on homelessness issues. The Mayor and Vice Mayor provide a verbal report on those discussions at Council meetings on a monthly basis. County/City coordination through the Homeless Action Partnership has not been as transparent as it could be; however, the County has proposed a new charter to regional participants and it should increase transparency. It has been adopted by the HAP and is proceeding with consideration by cities and the county.[2] 2023-24 Grand Jury Follow-up and City Response to R2 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: City and County representatives began informally meeting in 2016. In January of 2018, both the City and the County formalized their respective agencies' participation and communication through a committee known as the 2x2. The 2x2 was composed of two members from the County Board of Supervisors and two members from the City Council to improve coordination between the agencies regarding homelessness issues. The goal was to form a regional response, in partnership with the County, to strengthen City efforts to improve how we respond to the homelessness crisis. In January of 2022, the Santa Cruz County Housing for Health Partnership (H4HP) Policy Board was created to replace the Homeless Action Partnership (HAP) oversight groups. The newly created H4HP serves as the federally designated Housing and Urban Development Department (HUD) Continuum of Care (CoC) Board for Santa Cruz County and coordinates resources, programs, and services focused on preventing and ending homelessness.[10] [11] Prior to the creation of the H4HP Policy Board, the HAP CoC oversight groups included staff from the County's four cities, the County, a member of the health sector, members from various non-profits serving the homeless community, and those with lived experience. The HAP groups did not include elected officials. Subsequently, changes were made to the CoC governance structure to ensure broader and deeper engagement of City and County leaders in the CoC planning and decision-making process, with the additional option to include elected officials from the cities and the County on the Policy Board. The current Policy Board membership overlaps with individuals historically involved with the 2x2 and HAP. The City of Santa Cruz has two seats on the policy board, which may be filled by elected officials, government staff, or other citizens. Therefore, the 2X2 was eliminated, however staff continue to meet on a bi-weekly basis. to collaborate on projects of mutual interest related to homelessness.[12] [13] [14] Grand Jury research found that the Santa Cruz County Housing for Health Partnership is in place. This group is a collaboration between the County’s Human Services Department and a coalition of partners and resources for the purpose of preventing and ending homelessness within our County. The partnership includes a wide variety of members from the community including Santa Cruz City Council members, Board Supervisors, agency representatives, and County senior-level employees. In March 2019 the Partnership began developing the Healthy Santa Cruz County Strategic Framework. The Framework contains steps aimed to reduce “unsheltered and overall homelessness countywide by January 2024.” The Framework outlines a detailed plan to accomplish this goal.[15] With regard to the City Manager’s response to 2020-2021 Recommendation R2, the City has met its commitment to formally collaborate with the County for the purpose of managing homeless resources and reducing homelessness in our County. 2020-21 R8: Recommendation by Grand Jury In the next six months, the City Council should produce a detailed plan and accounting of how the federal and state homeless funds are used.[2] 2020-21 R8: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The City has detailed information on how all state and federal funds received to date have been spent. The City received additional, direct funding from the state as part of the current state budget, and the requirements for how that will be spent and what that will fund are still to be determined. Similarly, direct funding from the American Rescue Act will go towards homelessness, but specifics related to that spending and the associated limitations are still to be determined. City staff are working with a consultant to provide a consolidated report on various City expenditures, including prior and upcoming state and federal fund expenditures. 2023-24 Grand Jury Follow-up and City Response to R8 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: A detailed plan for the use of funds was originally developed in March of 2022. The cost projections were revised in May of 2022. Further updates to the budget were presented to the City Council in December of 2022. During the budget presentations to the City Council for FY24, a summary of expenditures was presented to the City Council on May 23, 2023.[12] [16] The City’s response to the Grand Jury’s 2020-21 report states that the City has “detailed information on how all state and federal funds received to date have been spent.” Yet no such information appears to have been provided. The City’s FY 2024 Annual Budget attached to the May 23, 2023 City Council meeting contains only high level revenue and expenditure line items for Homeless Response Program Funds. Revenues of $14M in 2022 appear to be a lump sum to be spread over an unknown number of years. Overall expenditure figures for 2022 (actual), 2023 (adopted budget), and 2024 (adopted budget) total approximately $20M.
F3:
Because project delays have put off the release of the new system until the Spring of 2025, rather than 2024 as originally proposed, it is even more important that the public be made aware of what the new system will provide to them.
Related Recommendations (2)
R3:
The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies, information about the “Spray Days Now” notification system being developed by the state DPR. Information should be shared by September 30, 2024. (F1, F2,
R4:
The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) 2. Wildfire Threat to the City of Santa Cruz The Grand Jury of 2020-21 investigated the high risk probability of wildfires, especially in areas surrounding the City of Santa Cruz known as the Wildland Urban Interface Area (WUI). The Grand Jury wanted to know how the high risk of wildfires was being addressed and our level of preparedness. The 2020-21 report specifically addressed the issue of homeless encampments and how they contributed to wildfire risk in WUI areas of the city.[2] 2020-21 Grand Jury Report, Recommendation R2 In the next three months, the City Council needs to have more transparent and formal coordination with the county on management of homeless resources.[2] 2020-21 R2: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The 2x2 Committee, consisting of the City’s Mayor and Vice Mayor as well as the County Supervisors from Districts 3 & 5, meets every other week on homelessness issues. The Mayor and Vice Mayor provide a verbal report on those discussions at Council meetings on a monthly basis. County/City coordination through the Homeless Action Partnership has not been as transparent as it could be; however, the County has proposed a new charter to regional participants and it should increase transparency. It has been adopted by the HAP and is proceeding with consideration by cities and the county.[2] 2023-24 Grand Jury Follow-up and City Response to R2 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: City and County representatives began informally meeting in 2016. In January of 2018, both the City and the County formalized their respective agencies' participation and communication through a committee known as the 2x2. The 2x2 was composed of two members from the County Board of Supervisors and two members from the City Council to improve coordination between the agencies regarding homelessness issues. The goal was to form a regional response, in partnership with the County, to strengthen City efforts to improve how we respond to the homelessness crisis. In January of 2022, the Santa Cruz County Housing for Health Partnership (H4HP) Policy Board was created to replace the Homeless Action Partnership (HAP) oversight groups. The newly created H4HP serves as the federally designated Housing and Urban Development Department (HUD) Continuum of Care (CoC) Board for Santa Cruz County and coordinates resources, programs, and services focused on preventing and ending homelessness.[10] [11] Prior to the creation of the H4HP Policy Board, the HAP CoC oversight groups included staff from the County's four cities, the County, a member of the health sector, members from various non-profits serving the homeless community, and those with lived experience. The HAP groups did not include elected officials. Subsequently, changes were made to the CoC governance structure to ensure broader and deeper engagement of City and County leaders in the CoC planning and decision-making process, with the additional option to include elected officials from the cities and the County on the Policy Board. The current Policy Board membership overlaps with individuals historically involved with the 2x2 and HAP. The City of Santa Cruz has two seats on the policy board, which may be filled by elected officials, government staff, or other citizens. Therefore, the 2X2 was eliminated, however staff continue to meet on a bi-weekly basis. to collaborate on projects of mutual interest related to homelessness.[12] [13] [14] Grand Jury research found that the Santa Cruz County Housing for Health Partnership is in place. This group is a collaboration between the County’s Human Services Department and a coalition of partners and resources for the purpose of preventing and ending homelessness within our County. The partnership includes a wide variety of members from the community including Santa Cruz City Council members, Board Supervisors, agency representatives, and County senior-level employees. In March 2019 the Partnership began developing the Healthy Santa Cruz County Strategic Framework. The Framework contains steps aimed to reduce “unsheltered and overall homelessness countywide by January 2024.” The Framework outlines a detailed plan to accomplish this goal.[15] With regard to the City Manager’s response to 2020-2021 Recommendation R2, the City has met its commitment to formally collaborate with the County for the purpose of managing homeless resources and reducing homelessness in our County. 2020-21 R8: Recommendation by Grand Jury In the next six months, the City Council should produce a detailed plan and accounting of how the federal and state homeless funds are used.[2] 2020-21 R8: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The City has detailed information on how all state and federal funds received to date have been spent. The City received additional, direct funding from the state as part of the current state budget, and the requirements for how that will be spent and what that will fund are still to be determined. Similarly, direct funding from the American Rescue Act will go towards homelessness, but specifics related to that spending and the associated limitations are still to be determined. City staff are working with a consultant to provide a consolidated report on various City expenditures, including prior and upcoming state and federal fund expenditures. 2023-24 Grand Jury Follow-up and City Response to R8 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: A detailed plan for the use of funds was originally developed in March of 2022. The cost projections were revised in May of 2022. Further updates to the budget were presented to the City Council in December of 2022. During the budget presentations to the City Council for FY24, a summary of expenditures was presented to the City Council on May 23, 2023.[12] [16] The City’s response to the Grand Jury’s 2020-21 report states that the City has “detailed information on how all state and federal funds received to date have been spent.” Yet no such information appears to have been provided. The City’s FY 2024 Annual Budget attached to the May 23, 2023 City Council meeting contains only high level revenue and expenditure line items for Homeless Response Program Funds. Revenues of $14M in 2022 appear to be a lump sum to be spread over an unknown number of years. Overall expenditure figures for 2022 (actual), 2023 (adopted budget), and 2024 (adopted budget) total approximately $20M.
F4:
As science progresses, less toxic pesticides are being developed and released regularly, and growers are finding acceptable alternatives to many pesticides. Less toxic pesticide use in Santa Cruz county is leading to lower risks to human and environmental health.
Related Recommendations (2)
R1:
The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies information about advances in agricultural pest control, including less toxic pesticides and alternative methods of pest eradication. This information should be shared by September 30, 2024. (F4, F5)
R2:
The Grand Jury recommends that the Office of the Agricultural Commissioner inform the public about advances in agricultural pest control, particularly to residents in areas commonly exposed to pesticide applications. This should be completed by October 15, 2024. (F4, F5)
F5:
Communication between the Agricultural Commissioner’s Office and other south county officials concerning pesticide management is not adequate, leading to a higher risk to human health.
Related Recommendations (3)
R1:
The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies information about advances in agricultural pest control, including less toxic pesticides and alternative methods of pest eradication. This information should be shared by September 30, 2024. (F4, F5)
R2:
The Grand Jury recommends that the Office of the Agricultural Commissioner inform the public about advances in agricultural pest control, particularly to residents in areas commonly exposed to pesticide applications. This should be completed by October 15, 2024. (F4, F5)
R4:
The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) 2. Wildfire Threat to the City of Santa Cruz The Grand Jury of 2020-21 investigated the high risk probability of wildfires, especially in areas surrounding the City of Santa Cruz known as the Wildland Urban Interface Area (WUI). The Grand Jury wanted to know how the high risk of wildfires was being addressed and our level of preparedness. The 2020-21 report specifically addressed the issue of homeless encampments and how they contributed to wildfire risk in WUI areas of the city.[2] 2020-21 Grand Jury Report, Recommendation R2 In the next three months, the City Council needs to have more transparent and formal coordination with the county on management of homeless resources.[2] 2020-21 R2: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The 2x2 Committee, consisting of the City’s Mayor and Vice Mayor as well as the County Supervisors from Districts 3 & 5, meets every other week on homelessness issues. The Mayor and Vice Mayor provide a verbal report on those discussions at Council meetings on a monthly basis. County/City coordination through the Homeless Action Partnership has not been as transparent as it could be; however, the County has proposed a new charter to regional participants and it should increase transparency. It has been adopted by the HAP and is proceeding with consideration by cities and the county.[2] 2023-24 Grand Jury Follow-up and City Response to R2 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: City and County representatives began informally meeting in 2016. In January of 2018, both the City and the County formalized their respective agencies' participation and communication through a committee known as the 2x2. The 2x2 was composed of two members from the County Board of Supervisors and two members from the City Council to improve coordination between the agencies regarding homelessness issues. The goal was to form a regional response, in partnership with the County, to strengthen City efforts to improve how we respond to the homelessness crisis. In January of 2022, the Santa Cruz County Housing for Health Partnership (H4HP) Policy Board was created to replace the Homeless Action Partnership (HAP) oversight groups. The newly created H4HP serves as the federally designated Housing and Urban Development Department (HUD) Continuum of Care (CoC) Board for Santa Cruz County and coordinates resources, programs, and services focused on preventing and ending homelessness.[10] [11] Prior to the creation of the H4HP Policy Board, the HAP CoC oversight groups included staff from the County's four cities, the County, a member of the health sector, members from various non-profits serving the homeless community, and those with lived experience. The HAP groups did not include elected officials. Subsequently, changes were made to the CoC governance structure to ensure broader and deeper engagement of City and County leaders in the CoC planning and decision-making process, with the additional option to include elected officials from the cities and the County on the Policy Board. The current Policy Board membership overlaps with individuals historically involved with the 2x2 and HAP. The City of Santa Cruz has two seats on the policy board, which may be filled by elected officials, government staff, or other citizens. Therefore, the 2X2 was eliminated, however staff continue to meet on a bi-weekly basis. to collaborate on projects of mutual interest related to homelessness.[12] [13] [14] Grand Jury research found that the Santa Cruz County Housing for Health Partnership is in place. This group is a collaboration between the County’s Human Services Department and a coalition of partners and resources for the purpose of preventing and ending homelessness within our County. The partnership includes a wide variety of members from the community including Santa Cruz City Council members, Board Supervisors, agency representatives, and County senior-level employees. In March 2019 the Partnership began developing the Healthy Santa Cruz County Strategic Framework. The Framework contains steps aimed to reduce “unsheltered and overall homelessness countywide by January 2024.” The Framework outlines a detailed plan to accomplish this goal.[15] With regard to the City Manager’s response to 2020-2021 Recommendation R2, the City has met its commitment to formally collaborate with the County for the purpose of managing homeless resources and reducing homelessness in our County. 2020-21 R8: Recommendation by Grand Jury In the next six months, the City Council should produce a detailed plan and accounting of how the federal and state homeless funds are used.[2] 2020-21 R8: Response and Explanation from Santa Cruz City Council Has not yet been implemented but will be in the future. The City has detailed information on how all state and federal funds received to date have been spent. The City received additional, direct funding from the state as part of the current state budget, and the requirements for how that will be spent and what that will fund are still to be determined. Similarly, direct funding from the American Rescue Act will go towards homelessness, but specifics related to that spending and the associated limitations are still to be determined. City staff are working with a consultant to provide a consolidated report on various City expenditures, including prior and upcoming state and federal fund expenditures. 2023-24 Grand Jury Follow-up and City Response to R8 The following is an excerpt from the Office of the City Manager of Santa Cruz in response to the Grand Jury’s request for their follow-up to recommendations made in the 2020-21 Grand Jury report Wildfire Threat to the City of Santa Cruz: A detailed plan for the use of funds was originally developed in March of 2022. The cost projections were revised in May of 2022. Further updates to the budget were presented to the City Council in December of 2022. During the budget presentations to the City Council for FY24, a summary of expenditures was presented to the City Council on May 23, 2023.[12] [16] The City’s response to the Grand Jury’s 2020-21 report states that the City has “detailed information on how all state and federal funds received to date have been spent.” Yet no such information appears to have been provided. The City’s FY 2024 Annual Budget attached to the May 23, 2023 City Council meeting contains only high level revenue and expenditure line items for Homeless Response Program Funds. Revenues of $14M in 2022 appear to be a lump sum to be spread over an unknown number of years. Overall expenditure figures for 2022 (actual), 2023 (adopted budget), and 2024 (adopted budget) total approximately $20M.
F6:
With regard to the City Manager’s response to Recommendation R8, the City’s FY 2024 Annual Budget does not provide a detailed plan and accounting of how homeless funds have been used. The City’s response only partially fulfilled its commitment to make related budget figures available.
Related Recommendations (2)
R5:
Within 90 days the City Manager should publish the figures that their initial response indicated were available for prior for years. (F6)
R6:
Within 90 days the City should publish the summary of expenditures as presented to the City Council in May 2023 that expand on the figures provided in the FY 2024 Annual Budget. (F6) 3. The CZU Lightning Complex Fire – Learn...or Burn? The CZU Lightning Complex fires of August 2020 were ignited by over three hundred lightning strikes in the counties of Santa Cruz and San Mateo. The fires burned for thirty seven days creating the largest wildfire in the history of Santa Cruz County. The 2020-21 Grand Jury wanted to know how the governmental response to the fire measured up and whether it could be deemed prepared for the next wildfire eventuality.[3] 2020-21 R3: Recommendation by Grand Jury Within the next six months, the Board of Supervisors should require that CAL FIRE produce timely after-action reports for all major incidents.[3] 2020-21 R3: Response and Explanation from Santa Cruz County Board Of Supervisors Requires further analysis CAL FIRE, as County Fire has participated in County after action reviews and participates in monthly coordination meetings with law enforcement, CAO, and The County Fire Chiefs Association met to discuss lessons learned and continues to meet and work together. Substantive concerns at the State level are outside the local span of control to address. County Fire and its State CAL FIRE partners provided a professional response under considerable strain from the magnitude of this incident.[3] [17] 2023-24 Grand Jury Follow-up and Santa Cruz County Board Of Supervisors Response to R3 The following is the response from the Director of the Office of Response, Recovery and Resiliency (OR3), David Reid, on behalf of the Board of Supervisors 2023-24: CAL FIRE has and will participate in After Action Reviews conducted by the County Office of Response, Recovery and Resilience for all major incidents that impact the County. OR3 is coordinating closely with CAL FIRE as County Fire on Wildfire Prevention activities, the County of Santa Cruz Emergency Operations Plan update, and alert and warning practices.[17] [18] In addition to the above statement from the Office of Response, Recovery and Resiliency, the Grand Jury acquired a copy of a report titled 2020 CZU Lightning Complex Fire: After-Action Report and Improvement Plan, published on December 7, 2021.[19] The purpose of the report was to provide an analysis of the strengths and weaknesses of the Emergency Operation Center’s (EOC) core capabilities and identify improvement strategies. The County of Santa Cruz and coordinating response partners held feedback sessions in order to assess the successes and failures of the CZU response. CAL FIRE is listed in
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 recommendation that this undertaking commence within 6 months of the Grand Jury report publication did take place in the allotted time period. However, the Grand Jury did not find the original report or any published updates to the initial report that included progress towards the report’s stated objectives. Such publications would reassure the public that wildfire preparedness is a priority and is being addressed.
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
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 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
9 findings
F1:
While handcuffing is discretionary, Watsonville Department police officers tend to overuse handcuffing, even when a person is released at the scene.
Related Recommendations (2)
R3:
The Watsonville Police Department should update training materials and provide training around handcuffing discretion so that more individuals are released on the scene without being handcuffed. This should be completed by December 31, 2025. (F1)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F2:
The WPD handcuffs and transports a much higher percentage of misdemeanor violators to department headquarters than other law enforcement agencies within the County.
Related Recommendations (2)
R1:
The Watsonville Police Department should update training materials and provide additional training about cite and release, so that more individuals are released in the field, and thereby reducing the number of people transported to Watsonville Police Headquarters. This should be completed by June 30, 2026. (F2, F3)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F3:
All local law enforcement agencies handcuff individuals transported to police departments, hospitals, sobering centers, or the County jail.
Related Recommendations (2)
R1:
The Watsonville Police Department should update training materials and provide additional training about cite and release, so that more individuals are released in the field, and thereby reducing the number of people transported to Watsonville Police Headquarters. This should be completed by June 30, 2026. (F2, F3)
R8:
Santa Cruz County BoS should direct the Building Department and any other relevant departments to review the State code parameters that allow county adjustments for building permit fees and find the least-cost, least-delay alternative. Anything that can be free should be free. This recommendation should be accomplished by Jan 1, 2026. (F1, F2, F3)
F4:
In Watsonville, second or third breath testing is done at the Police Department, requiring handcuffing for transport. If more breath testing were done in the field, fewer people would be transported to the WPD.
Related Recommendations (1)
R4:
The Watsonville Police Department should install in every patrol car a certified breath testing apparatus so that multiple breath tests are completed in the field and fewer DUI misdemeanors are transported to WPD. This should be completed by December 31, 2025. (F4)
F5:
De-escalation training reduces the use of force, including handcuffing.
Related Recommendations (1)
R2:
While the WPD does include de-escalation training in some courses, the Watsonville Police Department should require all officers to take the Police Officer Standards and Training De-escalation Training by June 30, 2026. (F5, F9)
F6:
Instead of “Protect and Serve”, Watsonville Police say their motto is now "Protect the Vulnerable From Harm." The WPD also says “everybody is treated with dignity and respect,” and they treat everyone “like they're your own family member.”
F7:
The WPD has a lower retention rate of officers with more than five years of experience.
Related Recommendations (1)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
F8:
The WPD salaries are at least 17% lower than the San Jose Police Department salaries.
Related Recommendations (1)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
F9:
Officers with more years of service in the department have better relationships with the community and more experience in de-escalation, leading to fewer negative interactions. Handcuffing and Transport published June 18, 2025 72 Santa Cruz County Civil Grand Jury
Related Recommendations (3)
R2:
While the WPD does include de-escalation training in some courses, the Watsonville Police Department should require all officers to take the Police Officer Standards and Training De-escalation Training by June 30, 2026. (F5, F9)
R5:
The Watsonville City Council should add incentives and raise officer total compensation for those with experience of zero to 15 years by 10% to 30% to reduce attrition, especially in regards to those officers with more than five years of experience. This should be completed by June 30, 2027. (F7, F8, F9)
R6:
The Watsonville Police Department should institute quarterly meetings with community groups to strengthen relationships with the community. These meetings should begin by October 1, 2025. (F9)
Findings & Recommendations
7 findings
F1:
The County’s need for Outreach to raise awareness of passenger vehicle
F2:
Responsibility for the County’s Outreach efforts isn’t clearly defined. Even
F3:
The County Staff and the Commission on the Environment (COE) charged with
F4:
Staff charged with instigating/tracking/coordinating efforts required by the CAAP
F5:
Money was spent to create progress trackers on the CAAP Storymap Website,
F6:
Money has been spent to create another interactive website (Resilient Santa
F7:
County web pages and social media specifically created for reporting to the
Additional Recommendations
3
Not linked to specific findings.
R1:
The Board of Supervisors should assign an office to own the task of proactive
R2:
The Board of Supervisors should require OR3 to update all public-facing
R3:
When the County spends money or staff time on any climate efforts addressing
Findings & Recommendations
7 findings
F1:
Data: The Health Services Agency has not developed and deployed analytic,
F2:
Administrative: The Jury finds that many programs, such as the Focus
F3:
Clinical: Santa Cruz County does not have a Level of Care Tool to track and
F4:
Administrative: Santa Cruz County programs and resources for High-Cost
F5:
Data, Clinical & Administrative: The Central California Alliance for Health
F6:
Administrative: The Jury finds that the Serving Communities Health
F7:
Compassion: Throughout the Grand Jury investigation, the Jury found that the
Additional Recommendations
8
Not linked to specific findings.
R1:
Administrative Integration. The Board of Supervisors recently adopted
R2:
Ongoing External Reporting. Given the urgency of diminishing funding, the
R3:
Ongoing External Reporting: In order to leverage their partnership with the
R4:
Ongoing External Reporting: At least bi-annually beginning no later than
R5:
Clinical Integration. Annually, beginning January 1, 2026, the Santa Cruz
R6:
Administrative, Financial & Clinical. By July 1, 2026, the Santa Cruz Health
R7:
Administrative Integration. The Santa Cruz County Health Services Agency
R8:
Financial Integration. On or before July 1, 2027, the County Health Services
Findings & Recommendations
10 findings
F1:
Excessive delays in the building permit process increase costs to applicants in
F2:
The permitting process has become so detailed and intricate that it often requires
F3:
Homeowners are often unaware that ordinary household maintenance requires a
F4:
Some people willfully ignore obtaining a building permit because they think it's
F5:
Ignoring obtaining building permits causes a loss of revenue for the County, both
F6:
Professionals in the county can be difficult to find for a project because the
F7:
Applicants have a hard time tracking their project’s progress because
F8:
The services of an Ombudsman could be utilized by tradespeople and
F9:
The BFCA Board was disbanded, and the Appeals process, as currently
F10:
The DIYer and the small contractors need the support and/or instant answers
Additional Recommendations
7
Not linked to specific findings.
R1:
The BoS should have staff review best practices from other jurisdictions and then
R2:
The BoS should direct staff to adopt software that removes barriers to applicants
R3:
The County of Santa Cruz should separate the Ombudsman duties from
R4:
The Ombudsman function should be clearly identified and publicized to make the
R5:
Santa Cruz County should develop a plan to educate the population about
R6:
Santa Cruz County should establish a walk-up front desk service four hours per
R7:
Santa Cruz County BoS should reconvene the Building and Fire Code Appeals