Siskiyou County Grand Jury
2017-2018
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Findings & Recommendations
5 findings
F2:
There is no mention of the public law li brary in any informational materials or on the public library website. Therefore, the general public is unaware of the law library's existence and its possible benefits to those who require legal assistance.
Related Recommendations (1)
R2:
At the very least, a brochure should be created to outline public law library information and the Siskiyou County Public Library web page should be updated to include information about the public law library by the end of the year.
F3:
There is no central area to house the pu blic law library, effectively making the law library difficult to use.
Related Recommendations (1)
R3:
The Public Law Library should be housed in one clearly designated area of the Yreka branch of the Public Library inunediately. 3
F4:
The collection is not easily accessi ble to the public and not all staff or volunteers are familiar with its location. Therefore the law library collection paid for by the board of law library trustees is invisible to the public.
Related Recommendations (1)
R4:
Volunteers at the Yreka Branch Library should be trained regarding the location and use of the Public Law Library. They should be able to direct the public to the designated space. This training should be completed immediately. RS. Instructions for use of the computer databases and access to passwords should be made readily available to the public.
F5:
While online databases are available, there are no instructions or passwords posted to facilitate public use, causing the databases to be inaccessible to the pu bl ic.
F6:
Whi le attorneys regularl y volunteer and assist the public in using the law library, there is little pu blicity regardi ng this service, which is the only way the public is currently able to access the law l ibrary collections.
Related Recommendations (1)
R6:
Volunteers at the Yreka Branch Library should be trained immediately to give information as to attorney availability at the law library.
Findings & Recommendations
6 findings
F1:
Camp residents and CDCR and CAL FIRE staff demonstrated Pride in the Deadwood Conversation Camp environment.
Related Recommendations (1)
R1:
To the staff and inmates of Deadwood Conservation Camp: keep up the good work!
F2:
Additional sources of revenue would be required by county, state, special districts and local governments to provide current community services without the efforts of Deadwood inmates.
F3:
In the absence of the Deadwood inmate firefighters, government agencies would have to hire professional firefighters at a significant additional cost to replace their services.
F4:
Those state prison and Deadwood CAL FIRE employees, who live in Siskiyou County, contribute to the local economy.
F5:
Deadwood Camp operation purchases contribute to the local economy.
F6:
Deadwood Conservation Camp remains an asset to Siskiyou County.
Findings and recommendations not yet extracted.
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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
5 findings
F1:
The City of Yreka entered into a search for a new police station having no short or long- range comprehensive plan.
Related Recommendations (1)
R1:
In order to minimize future conflict regarding large projects, the City Council should complete its comprehensive citywide strategic plan by the end of 2017.
F2:
The City entered into a search for a new police station with no defined budget.
Related Recommendations (1)
R2:
Before beginning future projects, the City should insure that a budget is in place.
F3:
Only recently was City staff assigned the responsibility to oversee finding solutions to police station relocation issues.
Related Recommendations (1)
R3:
The City should provide direction and designate responsibility for project management to specific individuals at the start of every project. 4
F4:
In March 2017, the City Council voted to reopen the bid process for remodeling the property at 1400 Fairlane Road.
Related Recommendations (1)
R4:
Again, the City should provide direction and designate responsibility for project management to specific individuals at the start of every project.
F5:
The City, in conjunction with the Economic Development Council, has begun the process of creating a comprehensive city-wide strategic plan.
Related Recommendations (1)
R5:
The City is to be commended for initiating steps for a comprehensive citywide strategic plan, and we encourage a speedy completion of the plan.
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Findings & Recommendations
5 findings
F2:
There appears to be conflict and confusion regarding the donation, retention and circulation of library materials.
Related Recommendations (1)
R2:
The definition of what is, and is not, in the library system's collection and how donations will be handled should be discussed and the current MOU amended to state the resulting policies accurately by year’s end.
F3:
Procedures and payment for background checks are handled differently at each branch and most involve the volunteer being required to pay for their own background check.
Related Recommendations (1)
R3:
Under an amended MOU, the County should pay the background checks required by the County for staff/volunteers working in any branch.
F4:
Although each branch is required to have two computers for network communications, there is unequal access to effective commm1ications across branches as a result of non-standard computer equipment.
Related Recommendations (1)
R4:
Under an amended MOU between the county library and communities, the two com- putters which branches are required to provide should be the responsibility of the County and should be purchased by the County, along with required software and upgrades. A replacement schedule should be created so all the computers do not have to be replaced in one year but through a five-year replacement schedule.
F5:
There is inadequate funding for new books, which will need to be addressed when the Boles Fire insurance funds are exhausted.
Related Recommendations (1)
R5:
The county should increase available funding to buy new materials when the Boles Fire Insurance money is depleted.
F6:
The Distribution Center has not been applying for available grants, which the branch libraries are unable to apply for due to their non-governmental status. 5
Related Recommendations (1)
R6:
More emphasis should be placed on obtaining funds for branches through grants applied for by the Distribution Center. These could assist individual branches to meet financial needs.
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.
Findings & Recommendations
6 findings
F1:
“We reviewed the computer logs for the years involving code enforcement activities. The Department implementing the new ordinance provisions and establishing 2013 and 2014. In 2013, 271 complaints were entered, with thanks the Grand Jury for this recommendation and it is the new code enforcement processes will take a little time. 28% showing unresolved; in 2014, 57% showed unresolved. anticipated that the Department’s updated processes will The Community Development Department staff has Since the complaint binder, which includes unresolved include maintaining “open” complaints in both a hard copy committed to reporting on the effectiveness of the new code complaints, is put into storage at the end of the year, the and an electronic form, ensuring the consistency of enforcement ordinance in November, 2015. At this time, the percentage of unresolved complaints may actually be lower. information in both written and electronic forms, and staff Board will also review any Department recommended Inaccurate and untimely reporting of complaint resolutions training on the new procedures and availability of changes to improve the efficiency and effectiveness of the may affect these statistics. It was learned that log print-outs information. As noted earlier, it is anticipated that this effort County’s code enforcement ordinance provisions.” are not reviewed regularly, or used as a management tool. will be implemented prior to the end of this year.” There appears to be no designated individual assigned to “The partial disagreement notation stems from the track complaint handling. Staff shortages may make this Finding 3.“The issuance of fines and the permit revocation recommendation that the use permit revocation process be tracking difficult.” process is time-consuming and unfortunately, not used often. used more often. The use permit revocation process can be While we understand the staff’s desire to minimize these a lengthy, time-consuming process as it requires a Planning
F2:
“The Auditor/Controller’s office performs audits California. believe this is an appropriate staffing level for this of the Treasurer/Tax Collector’s office on a monthly basis. department.” They try to alternate their auditors so that the same staff The Board of Supervisors, Auditor/Controller’s Office, and members are not dealing with each other month after month. Treasurer/Tax Collector need to work closely to fund or Population FTE's Staff reductions make this more difficult. The monthly audits reduce workloads. Lake County 63,965 11 performed would be more beneficial if the auditors were Tehama County 63,264 12 aware of the relevant government code and the Treasurer’s The numbers of parcels taxed does not decline, so work Siskiyou 44,223 14 office cash investment policy.” requirements remain the same. Tax revenue dollars might Lassen County 33,657 8.5 decline, but departments still have the same expenses. Del Norte County 28,248 8
F3:
“There appears to be a lack of concern by the the outcome of loans they approve. The LC would also Finding 12. “CDBG/EDBG program appears to lack City to pursue EDBG loan collateral. The Grand Jury could benefit if they were more included in the loan process. The transparency. Of those interviewed few within the City seem not find a policy, procedure or threshold that the City is using LC is an advisory board and should be independent.” to clearly understand the program.” in this regard. For loan programs to be legitimate this process has to occur when necessary. The Grand Jury could Recommendation 7.“LC should be given training and gain Recommendation 12. “Appropriate reporting should not find retrieval of loan collateral on EDBG loans an understanding of CDBG/EDBG guidelines. Reports be developed and made available to City administration reviewed.” showing status of existing loans, borrower performance and citizens of Weed. City Council should appoint a history, job creation and economic contribution should be CDBG commissioner to help carry out this task along
F4:
“The Grand Jury found little evidence of City inclusion in the process.” monitoring, regarding the requirement of EDBG loans to Recommendation 13.“City should seek assistance from create local jobs. The public has a right to know how appropriate State CDBG/EDBG departments. Additional effective a major City loan program like the EDBG is on jobs Finding 8.“The Grand Jury found varying opinions from training on program management, loan monitoring, and business revenue.” LC on what their responsibility is, who they work for, who procedures, collateral retrieval, loan modifications and appointed them and what the City expects of them. They delinquent payments would be beneficial. It may be helpful
F5:
“The Auditor/Controller’s office performs duty to aid in the evacuation. As a result, significant changes will be made to inform, reassure and guide everyone on financial functions for over two dozen special districts and have been made to the evacuation plans. campus; this will be followed with a loud fire alarm to ensure other entities within the county. These services are provided The Civil Grand Jury wishes to commend teachers, staff, that everyone on campus is alerted. at no charge.” students and concerned citizens for being diligent in the performance of their duties.” Finding 7.“Planning does not include drills for large-scale
F8:
“Some staff had not yet had experience in Response 5. The Board of Supervisors Disagrees. “The Finding 1.“Training made the evacuation plan successful.” handling a fire evacuation.” Board of Supervisors is very aware of the impacts of their decision not to charge Special Districts with the annual Costs Finding 2.“All staff should be commended for quick and calm Recommendation 3. “Include all staff such as custodians, Allocation charges to recover costs associated with the CAO, thinking. Staff worked hard to ensure that all children were and cafeteria workers, etc., in the evacuation plan.” Auditor/Controller, County Counsel & Tax safe.” Collector/Treasurer offices. The Board is aware of the Response to Finding 8 and Recommendation 3: “Since limited financial resources of most (if not all) of the Special Finding 3.“Panicking parents are a major concern in the Boles Fire all drills have included all staff including Districts. The Board understands that most Special Districts carrying out any evacuation plan.” cafeteria workers, custodians, and others.” are strictly volunteer based. Also, the Board has voiced their, concern over the large fluctuations in the Cost Allocation Recommendation 1.“The evacuation drill should include “Weed Union Elementary School District appreciates the charges and feel that the Special Districts fragile financial a simulated parent/student pick up. It might be wise to give commendation from the grand jury. Students, parents, staff positions could not absorb such fluctuating costs. Many information to the parents so they know what the procedure and the community have learned from the Boles Fire times these charges have fluctuated by over 100% within one is. If parents know what the school is doing, and why they Experience, and this new knowledge is valuable for year.” are doing it, they may not panic as much.” improving responses in any future emergency situations.” 20— 2015 - 2016 SISKIYOU COUNTY GRAND JURY REPORT SISKIYOU CO. CIVIL GRAND JURY RESPONSES TO THE 2014-2015 FINAL REPORT CITY OF WEED ADMINISTRATION OF COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) The 2013-2014 Civil Grand Jury made 13 Findings and creation under the City EDBG loan program. This report Recommendation 8. “Information should be given to
Additional Recommendations
6
Not linked to specific findings.
R1:
“The computer logging system for actions, those affected by the violations are seeking help Commission hearing and a Board of Supervisors hearing. tracking complaint status could be a good source of from their paid-for county services. The absence of an The new code enforcement provisions include different information. It should be updated regularly. A log print-out enforcement officer makes this situation even more difficult.” processes that are geared at obtaining compliance as 18— 2015 - 2016 SISKIYOU COUNTY GRAND JURY REPORT SISKIYOU CO. CIVIL GRAND JURY RESPONSES TO THE 2014-2015 FINAL REPORT efficiently as possible. In certain cases, these processes can codes or county guidelines, but to make certain all cash is departments have declined due to staff reductions. Some be used to obtain compliance more efficiently than the use accounted for. It would be helpful if the auditors are aware examples of potential problems associated with increased permit revocation process. However, ultimately the use of government investment codes and Siskiyou County staff workloads could include collecting tax delinquencies permit revocation process is available if compliance cannot Treasurer investment policy. This would allow them to and property seizures.” be obtained with less resource-intensive methods.” highlight items needing attention should the audits reveal something of interest. Currently these items may only be Recommendation 4. “Staff interviews revealed that the noted by the independent, annual outside auditor’s process. Siskiyou County Board of Supervisors (B.O.S.) is aware of SISKIYOU COUNTY potential problems caused by increased individual TREASURER/TAX COLLECTOR Rotation of auditor personnel needs to be a high priority. workloads. Separation of duties of these departments must be AND AUDITOR/CONTROLLER maintained as much as possible to keep an independent All departments should research how to become more view.” efficient, and modify work procedures to improve work “County Treasurers throughout California are generally output. charged with investing cash which is not required for current Response 2.Auditor/Controller “The Auditor/Controller day to day use. Both large and small counties perform this has an internal policy that requires staff to rotate auditing If the Auditor/Controller and Treasurer/Tax Collector have function. Treasurers are elected officials and usually serve a functions on a monthly basis. We currently audit monthly, suggestions for improvement, they need to be considered.” four-year term. Siskiyou County is no exception, and has an not quarterly, and except for when staffing requirements do elected Treasurer who, in Siskiyou County, is also the Tax not allow it, we alternate the staff that performs the audit Response 4.The Board of Supervisors partially agrees. “The Collector. functions at the county treasury.” Board of Supervisors is well aware of the impacts to the “Annually we contract with a certified public accountant to entire county organization due to budget cuts, going back to On most given days the Treasurer/Tax Collector office perform an audit of the assets in the county treasury and to 2008. The Board has encouraged all Department Heads over manages approximately one hundred million dollars express an opinion.” the past years, to review organizational structures, ($100,000,000) of invested funds. The county Treasurer/Tax workflows, service levels provided, etc. Many Department Collector investment activities include cash from most “Please note, GC53607 provides for the legislative body to Heads have developed cost neutral or cost saving county school districts, special districts and county funds in take fiduciary responsibility over the investments, reorganizations that have been beneficial to the County and a pooled fund. These services are provided at no charge. reinvestments, selling, exchanging, or purchasing of the local the public.” These districts normally account for less than half of the total agency’s funds. This is not an Auditor-Controller function, funds. but rather the oversight of the investments of local agency “Regarding the Tax Collector’s office, there have been 8 FTE funds lie with the Board of Supervisor's.” assigned to this department since FY04/05. In FY10/11 In Siskiyou County as well as in other counties in California, there was a mandatory layoff and the FTE was reduced by the Auditor/Controller’s office participates in the Finding 3. “The Treasury Oversight Committee is not 1.0 to 7.0 FTEs.” management of cash investments. Their prime responsibility meeting regularly. The committee does receive monthly is to provide auditing services of cash being handled by the County Treasury Investment Reports. The reports detail the “Based on comparisons with similar rural northern CA Treasury Department.” current invested cash. Their responsibility is to conduct an Treasurer/ Tax Collector’s offices (see below) we do not annual audit, review and monitor investment policy. County consider this department significantly understaffed, and
R2:
“We believe that the binder can be a a use permit revocation, public hearings before the Planning useful resource. It is suggested that only the resolved Commission and the Board of Supervisors are required. This The Siskiyou County Planning Division is one of three complaints be sent to storage. The binder could then become process can be quite lengthy and conducting an enforcement divisions within the Siskiyou County Community a quick, complete reference of unresolved complaints action with the new administrative processes may be able to Development Department (Planning, Building and regardless of when they were received. When a complaint is resolve the compliance issue more efficiently. While use Environmental). resolved and noted in the binder, the computer log print-out permit revocation is a tool that can be used to resolve a should also be changed to reflect the resolution date. Both compliance issue, County staff believes that in any given The prime responsibility of the Planning Division is to of these complaint reference tools should reflect the same enforcement case, the compliance issues should be manage the County General Plan, zoning ordinances and the information. Management should strive to educate staff on considered and then the selection of the most appropriate California Environmental Quality Act. This department the best use of the complaint computer print-out log. enforcement process should be made. In other cases, processes applications for land divisions, use permits, zone Keeping this log up to date would allow quick and easy however, it may be the one of the new enforcement processes changes and variances. They manage their own complaints reference to determine the current status of the filed that has been included in the amended code enforcement within their jurisdiction. complaints.” ordinance provisions.” The Civil Grand Jury elected to review the Planning Division Response 2. Community Development Department (agrees) Response 3.Board of Supervisors partially disagrees. “The in regard to how complaints are managed. “As noted earlier, the Department is in the process of Board recognizes that it has been nearly 6 years since the reviewing and updating, as necessary, all of the procedures County has had a Code Enforcement Officer and
R3:
“The City needs to review its reviewed with the LC periodically. They should also be with giving oversight on the program activities.” procedures and if one does not exist, it should create one that made aware of any request for modification to existing loans follows City guidelines. When necessary the City should if they are not a part of this process. The City should Finding 13. “The City CDBG/EDBG programs need help retrieve collateral on non-performing loans.” encourage them to ask questions and request information that with their implementation.” would help them in their process. The LC needs better
R4:
“Determine alternate evacuation Controller's office performs different functions, has different “The Auditor-Controller appreciates the opportunity to respond routes. Have a refuge far enough away to be safe even in a processes in place, and may be combined with other offices, to the grand jury findings and recommendations as the needs of major disaster.” such as Lake County. E.g. In Lake County the position is this office are ever changing.” Auditor-Controller-Clerk. It is like comparing apples and Response to Finding 6 and Recommendation 4: oranges.” “Alternate evacuation routes have been considered for WEED SCHOOL DISTRICT various emergency scenarios.” “The county continues to have additional projects that arise, FIRE EVACUATION: such as the new Stage Transit Facility that is currently being
R5:
“Change the fire alarm sound from a built, the new proposed Jail Detention Facility, a new county Lessons Learned noisy siren to something that doesn't interfere with service area. There are additional statutory and accounting communications. Perhaps a calm voice that simply informs guidelines that must be adhered to, as well as new statutory “The Civil Grand Jury decided to review the evacuation plans classes that a fire has been discovered, evacuate immediately, requirements for personnel/payroll. All of these things of Weed schools due to the Boles fire. No lives were lost and would work.” increase workload for the Auditor-Controller’s office.” no students were injured: however, things could have been much worse had a number of people not gone beyond the bounds of Response to R5:“A calm announcement with directions
R11:
“Annual orientation session for all EDBG/CDBG loans and process. If the City has the possibility of loan losses, this could reduce the amount of Finding 7.“The Grand Jury found that LC lacks training City Council members should be required to cover loss to taxpayer funds funded programs.” and understanding regarding CDBG/EDBG City guidelines. CDBG/EDBG Guidelines and programs.” The LC would benefit if they knew the status of loans and
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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.