Siskiyou County Grand Jury
2015-2016
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 (5)
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Findings & Recommendations
7 findings
F1:
“Some boards are not aware of or in compliance with AB1234 ethics training.”
Related Recommendations (1)
R1:
“The Board of Supervisors should instruct County Counsel to ensure that all special district boards are aware of AB1234 ethics training requirements.” Response 1. “The Board of Supervisors partially disagrees. The County Counsel's primary statutory role is to represent and advise the Board of Supervisors and County departments and agencies, and dependent special districts within the county. While there is not statutory requirement that County Counsel represent or advise independent special districts, the Board agrees that supporting districts is important, including through County Counsel efforts and otherwise, to the extent feasible. The County currently offers annual training on variety of topics, including ethics training that is available to all special district board members. Each year the County Clerk also provides written information about the ethics-training requirement to those who attend the training, as well as the secretary of each district. Independent special districts can also avail themselves of and are encouraged to use self-study materials available through the Institute for Local Government. That organization presents the required AB1234 ethics training in a self-study format at http://www.ca-ilg.org/post/ab-1234- self-study.”
F2:
“Next Step is applying for Drug Medi-Cal certification, which will provide funding for medical review of treatment plans, case management, family counseling and additional staffing.”
Related Recommendations (1)
R2:
“The Civil Grand Jury is recommending the Board of Supervisors assist Next Step as needed during the application process for Drug Medi-Cal certification”.
F3:
“Training sessions offered by County agencies for the benefit of district board members are not well attended.”
Related Recommendations (1)
R3:
“The Board of Supervisors should direct those offices currently providing training for special district board members to develop a comprehensive curriculum to be offered in one session, on a weekday with alternate sessions offered during non-working hours.” Response 3. “The Board of Supervisors disagrees. The Board disagrees because three departments already provide training opportunities for special districts. Also, see the Response to Recommendation #1. Each year a Special District Seminar is hosted by County Counsel and the County Clerk. While the Auditor has not provided training since 2014, future trainings are anticipated and the office has provided individual training as needed. The Auditor reports that when offered, training is well attended. All such training is offered as courtesy to help support independent special districts, and is not mandated by law. Specifically, the County provides information on the Brown Act, Conflict of Interest, Form 700 filing requirements and notification processes, overview of election processes and appointment processes, financial matters such as sales & use tax, imprest and revolving accounts, debt, capital assets, payroll, special assessments, grant management, GASB 54, audits, tax information, endowments, accounts payable and receivables processing, budgeting, Financial Transaction Reporting, Ethics & Responsibility, etc. For the joint training, the Clerk's Office typically provides a 45 day to 60 day notice to the districts of the training and sends reminders to each district and to each office holder. Despite continuing County efforts to voluntarily conduct training for independent special districts in Siskiyou County, attendance has significantly waned over the past 16 years and some historically offered training sessions have been discontinued due to poor attendance. For example, the last after-hours session offered by Clerk and County Counsel had less than 10 attendees. It was discontinued after it was determined to be fiscally irresponsible due to the expense of renting a facility and paying staff overtime. In addition to the County training opportunities, the County Clerk encourages special districts to become familiar with the California Special Districts Association, a valuable resource that provides training in such areas of New Board Member Orientation, Ethics Training, preparing agendas, best practices in managing districts and dealing with personnel issues, etc.”
F4:
“Training sessions offered by County agencies, the County Clerk, County Counsel, and the Auditor, do not include management functions and responsibilities.”
Related Recommendations (1)
R4:
“The Board of Supervisors should direct those offices currently providing training for special district board members to develop a comprehensive curriculum to be offered in one session, on a weekday with alternate sessions offered during non-working hours.” Response 4. “The Board of Supervisors partially disagrees. See R-1 and R-3 responses. The Board of Supervisors partially agrees because comprehensive training opportunities are already provided to help support special districts. The County will continue to provide training support as requested and to the extent feasible and in light of affected special district interest and participation.”
F5:
“There appears to be limited coordination among county agencies providing education and training for district board members.”
Related Recommendations (1)
R5:
“The Board of Supervisors should direct those offices currently providing training for special district board members to develop a comprehensive curriculum to be offered in one session, on a weekday with alternate sessions offered during non-working hours.” Response 5. “The Board of Supervisors partially agrees. See R-4 response.”
F6:
“The prohibitive cost of financial audits consumes a large portion of some district budgets.”
Related Recommendations (1)
R6:
“The Board of Supervisors should exercise any influence they possess with the State Assembly to support the County Auditor's efforts to pass AB2613.” Response 6. “The Board of Supervisors agrees. The Board of Supervisors regularly evaluates and makes collective decisions on whether or not to support or oppose pending legislation. In part, the Board relies on the Department Heads to bring the legislation to their attention. The County Auditor did not request a letter of support from the Board of Supervisors; however, it was pleased to learn that the legislation was signed by the Governor in August.”
F7:
“Proposed AB2613 is designed to alleviate some of the burden regarding financial audit costs for some of the districts.”
Related Recommendations (1)
R7:
“The Board of Supervisors should exercise any influence they possess with the State Assembly to support the County Auditor's efforts to pass AB2613.” Response 7. “Board of Supervisors agrees. See R-6 response.” Siskiyou County Jail
Findings & Recommendations
8 findings
F1:
The Montague City Council was seated in accordance with the recommendation of Siskiyou County Counsel.
F2:
One or more documented serial meetings took place in violation of the Brown Act.
Related Recommendations (1)
R2:
The Council should undergo periodic Brown Act training to ensure it is well versed in the Act and the limits the Act imposes on the use of emails, texting or phone calls among members regarding city business.
F3:
There is no orientation of new city council members.
Related Recommendations (1)
R3:
The City should establish an orientation training program for new and incumbent city council members which should take effect before the next election cycle.
F4:
There is an incomplete Policy and Procedures manual.
Related Recommendations (1)
R4:
The City should complete its Policy and Procedures manual by January 2018. 5
F5:
There is no written documentation of job duties or responsibilities for either staff or council members.
Related Recommendations (1)
R5:
The recommended orientation (R3) and the Policy and Procedures Manual (R5) need to clearly define the duties and expectations for City Council members, the City Clerk’s position and all other positions at the city by January 2018.
F6:
Because more than one city council member gives instructions to city staff and the instructions are not consistent, the result is ineffective communication and expectations between City Council members and city staff.
Related Recommendations (1)
R6:
The City Council should clearly define responsibilities in managing staff.
F7:
There is no established chain of command between the City Council and staff members.
Related Recommendations (1)
R7:
While all city staff is responsible to the board as a whole, the City Council should generate an organizational chart, with each staff position reporting to a single council member. Policy should be decided by the Council, but should be communicated to staff via one person.
F8:
The lack of orientation and training has resulted in confusion and inconsistent communication between staff and council members.
Related Recommendations (1)
R8:
The City Council members should immediately avail themselves of online, free or low cost training programs concerning conduct, decorum and the governing of civic meetings.
Findings & Recommendations
2 findings
F1:
The City of Montague has had minimal success enforcing ordinances regarding property cleanup.
F2:
The City of Montague has failed to investigate other resources to assist with code enforcement.
Additional Recommendations
2
Not linked to specific findings.
R1:
City of Montague officials need to enforce the existing property abatement codes.
R2:
The City of Montague should contact other agencies to determine if any type of code enforcement assistance is available. For example, area fire agencies could be contacted to see if abandoned properties might be used for firefighter training.
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Findings & Recommendations
6 findings
F1:
Some boards are not aware of or in compliance with and procedures, no written by-laws, small population base AB1234 ethics training. Pursuant to Penal Code section 933.05, the grand jury to draw upon for prospective board members, changing requests responses as follows: demographics and one or more board members with an
F2:
District board vacancies are difficult to fill due to the agenda not in the district’s best interest. absence of a succession plan. INVITED RESPONSES The effective board works together to accomplish the
F3:
Training sessions offered by County agencies for the mission adopted by the district. Board responsibilities Board of Supervisors to respond to R1, R3-R7 benefit of district board members are not well attended. include: 1. Determine the district’s basic purpose F4. Training sessions offered by County agencies, the Reports issued by the Grand Jury do not identify individuals County Clerk, County Counsel, and the Auditor, do not interviewed. Penal Code section 929 requires that reports of the Grand 2. Oversee operations include management functions and responsibilities. Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. 3. Review and ensure compliance with all applicable
F4:
Review and correct budget and audit issues
F5:
There appears to be limited coordination among county laws and regulations agencies providing education and training for district board members. 4. Review and correct budget and audit issues APPENDIX 5. Formulate and approve strategic plans F6. The prohibitive cost of financial audits consumes a large portion of some district budgets. Additional sources of information on special districts: 6. Approve major contracts and expenses California Special Districts Association
F7:
Proposed AB2613 is designed to alleviate some of the 7. Insure board continuity by maintaining minutes http://www.csda.org/ burden regarding financial audit costs for some of the and documentation of board proceedings districts. California Association of Local Agency Formation 8. Ensure there is a written policies and procedures Commission (CALAFCO) http://www.calafco.org/ manual F8. Public meeting requirements, as defined by the Brown Assembly Bill 1234 Act, are not being fully complied with by all of the special 9. Ensure that all employees receive a written districts. http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bi performance review annually
Additional Recommendations
3
Not linked to specific findings.
R1:
The Board of Supervisors should instruct County conflicts, while allowing for discussion. The chair http://www.calafco.org/Assembly Bill 2613 Counsel to ensure that all special district boards are aware also clearly defines each member’s role and of AB1234 ethics training requirements. documents any committee duties. The chair either http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bi is, or designates, a spokesperson to regularly
R2:
District boards must develop a set of procedures, ll_id=200520060AB2613 communicate with the district’s citizens and the including plans to fill vacancies as they occur. press. http://www.thefirstamendment.org/Brown-Act-Brochure-
R3:
The Board of Supervisors should direct those offices DEC-03.pdf 11. Formulate a plan to recruit new prospective currently providing training for special district board members, and has a mentoring program to orient members to develop a comprehensive curriculum to be http://oag.ca.gov/ethics and prepare new members for their upcoming role. offered in one session, on a weekday with alternate sessions offered during non-working hours. http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bi Districts that seem to have difficulty in filling board ll_id=200520060AB1234 vacancies exhibit some of the following characteristics: R4. The Board of Supervisors should direct those offices currently providing training for special district board • Districts are rural and less densely populated members to develop a comprehensive curriculum to be 1 CSDA (California Special District Association) fact sheet. •Communication between the boards and its offered in one session, on a weekday with alternate sessions constituents is lacking offered during non-working hours. CSDA (California Special District Association) fact sheet. 2015 - 2016 SISKIYOU COUNTY GRAND JURY REPORT— 7
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Additional Recommendations
1
Not linked to specific findings.
R2:
The Civil Grand Jury is are also difficult to obtain. recommending the Board of Supervisors assist Next Step as Currently, Next Step funding needed during the application of $242,264 (FY 2015- process for Drug Medi-Cal 2016) is received through certification. state and federal sources. These funds are referred to as Substance Abuse Prevention • Recruiting and retaining trained, qualified clinicians and Treatment (SAPT) funds. Everyone receives treatment and psychiatrists. The AOD program has five providers R3. The Civil Grand Jury is recommending the Board of whether or not she is able to pay. Next Step currently uses a who share time with Next Step. Funds for one and a Supervisors assist Next Step and Behavioral Health Services sliding scale fee to determine payment. Many of those in the half providers are shown in the Next Step budget. Next to explore the possibility of providing transitional and/or Next Step program are not able to pay, or even pay a minimal Step is sharing resources with Behavioral Health, detox housing for women in Siskiyou County upon request. charge. including the services of one psychiatrist.