Gran Jurado del Condado de Solano
2024-2025
Hallazgos & Recomendaciones
4 hallazgos
F1:
– Benicia’s real-estate-based revenue projection model has not held true over time and has resulted in expenses exceeding revenue for many years.
Recomendaciones relacionadas (1)
R1:
– The Benicia City Council prioritize and mandate the creation of specific plans for construction of mixed-use buildings on undeveloped land beginning in the next fiscal year. An expected requirement to include affordable homes in any new development could reduce the maximum possible revenue, but it still would increase the tax base.
F2:
– Benicia needs to increase revenue from sources other than sales tax. Benicia’s sales tax is already the highest of any city in Solano County and thus is an unlikely source for additional income. (See Table D.)
Recomendaciones relacionadas (1)
R2:
– Benicia City Council explore and implement, during the next fiscal year, other means to increase revenue, such as: a) Increase marketing of Benicia as a tourism destination by adding more festivals, faires and other events. b) Pursue methods to attract big box stores or other sales tax revenue generating companies to the City. c) Consider installing metered parking as a revenue source.
F3:
– Benicia already has reduced some services and staffing levels but this has not solved the problem.
Recomendaciones relacionadas (1)
R3:
– Benicia City Council direct City departments to take measures within the next fiscal year to reduce expenditures as follows: a) City financial administration perform a cost/benefit analysis on services to recommend to City Council could be reduced or eliminated (e.g., parks and recreational services, library hours, or extending public works maintenance schedules). b) City administrators review staffing models to find areas to cut or to outsource. c) City Council direct appropriate agencies to reduce expenses by deferring and/or reducing raises and consider other means of compensation.
F4:
– Benicia did not project enough funds for budgeted activities into the future, such as creating a five-year plan.
Recomendaciones relacionadas (1)
R4:
– City administrators continue with plans to prepare budget projections at least five years into the future and submit timely reports, including projections, to the City Council. V. COMMENTS The voters of Benicia recently approved three tax measures (Measures A, B, and F.) Revenues from these Measures will start in 2025. The Jury commends Benicia for recently implementing a temporary suspension of annual business license fees, which is projected to encourage local business openings and renewals, and stimulate the volume of business revenue. Outdated financial software was alleged to cause inadequate reporting. However, interviews with city staff indicated that neither software issues nor timely financial reporting were significant causes of the deficit. It was claimed that a required final quarterly report for 2022-23 was not given to the City Council. However, interviewees indicated that data for the fourth quarter of that fiscal year was included in the annual audit, the External Audit Report (City of Benicia Annual Comprehensive Financial Report) for 2023 (https://www.ci.benicia.ca.us/vertical/sites/%7BF991A639-AAED-4E1A-9735- 86EA195E2C8D%7D/uploads/Benicia_2023_ACFR.pdf) and met that requirement. During the Jury’s investigation, Valero Refinery announced intentions to alter the nature of their operations in Benicia. No further information is available at this time to permit economic analysis or revenue projection. VI.
Hallazgos & Recomendaciones
3 hallazgos
F1:
– Vallejo Public Works Maintenance workers are among the lowest paid in Solano County.
Recomendaciones relacionadas (1)
R1:
– While a 5% increase in wages takes effect on July 1, 2025, the City of Vallejo should continue to look at ways to improve retention including salary competitiveness.
F4:
– VPD does not currently collect data regarding the efficacy of the Pilot Program, outside of 30-day logs from RIMS computer-aided dispatch (CAD) System.
Recomendaciones relacionadas (1)
R4:
– VPD should have defined measures to determine the effectiveness of the Pilot Program.
F5:
– VPW is using a “pay-as-you-go” system to repair current roads and is not able to produce large-scale maintenance projects without upfront funds.
Recomendaciones relacionadas (1)
R5:
– The City of Vallejo should continue to pursue a city bond in order to properly fund needed large scale maintenance work. V. COMMENTS Timely preventive maintenance is crucial. Funding for road upkeep has been insufficient, leading to greater deterioration and higher future rehabilitation costs. The city bond requested by VPW will help address rehabilitation efforts in the City of Vallejo if it is approved. Impediments to controlling sideshow activity include separation of jurisdictions between city and county roads; combined with the transitory nature of the sideshows. Many intersections within the city limits cross state highways or county roads which adds a level of difficulty in resolving illegal sideshow activity. VI. METHODOLOGY Video: City of Vallejo: Measure P Oversight Committee https://vallejoca.portal.civicclerk.com/event/7255/files/agenda/10178 https://vallejoca.portal.civicclerk.com/event/7346/files/attachment/20466 Documents: City of Benicia Human Resources Department, Salary Information. City of Vallejo Human Resources Department, Salary Information. City of Fairfield Human Resources Department, Salary Information. City of Rio Vista Human Resources Department, Salary Information. City of Vacaville Human Resources Department, Salary Information. City of Vallejo, August 2019 Pavement Condition Index (PCI) Pavement Engineering Inc., Executive Summary - Pavement Management System for Vallejo Ca. Metropolitan Transportation Commission (MTC): 2023 Pavement Conditions
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
R2:
– The City of Vallejo should expedite the hiring of municipal advisory services.
R3:
– Continue to explore pilot programs to find more permanent solutions to discourage sideshow activity.
Hallazgos & Recomendaciones
4 hallazgos
F1:
– Police Departments and social service agencies share common goals but could cooperate more fully to enhance efficiency of their programs.
Recomendaciones relacionadas (1)
R1:
– Police and Social Service Providers better coordinate by information sharing and training between PD and SSPs. Police Departments contact other counties’ Police Departments to explore their best practices when coordinating with SSPs.
F2:
– Many of the unhoused population whom police encounter have substance abuse and/or mental health illness.
Recomendaciones relacionadas (1)
R2:
– Police request additional medical assistance staff to evaluate substance abuse and mental health issues of the unhoused during outreach. 9
F3:
– The public often misunderstand what police can do legally in response to homelessness.
Recomendaciones relacionadas (1)
R3:
– Police conduct more education/outreach with the public on what police can do legally to address homelessness.
F4:
– Police have insufficient resources to perform their duties effectively with regard to homelessness.
Recomendaciones relacionadas (1)
R4:
– Connect police with available resources, programs, or entities to contribute to training, staffing, and equipment for assistance in addressing the needs of unhoused individuals. V. COMMENTS • There is insufficient housing for the homeless in Solano County. Police and SSPs are unable to successfully refer all people who request shelter to housing due to availability. • The legal framework relating to the unhoused will continue to evolve. This report reflects a point in time. VII. REQUIRED RESPONSES Fairfield Police Department Vacaville Police Department 10 VIII. COURTESY COPIES City of Fairfield City of Vacaville Community Action Partnership (CAP) Solano Solano County Board of Supervisors 11
Hallazgos & Recomendaciones
5 hallazgos
F1:
SROs are called away frequently from their assigned campuses to cover calls from non-staffed schools and to respond to external, non-school-related, calls which require extra police presence.
Recomendaciones relacionadas (1)
R1:
Increase staffing to expand SRO coverage for absences to accommodate health, training, outside assistance calls, and afterschool events.
F2:
The current four-day, ten-hour staffing schedule results in frequent coverage gaps.
Recomendaciones relacionadas (1)
R2:
Change SRO scheduling from four ten-hour shifts to five eight-hour shifts to improve coverage and minimize staffing gaps.
F3:
SRO assignments prioritize high school campuses and have limited coverage of other schools.
Recomendaciones relacionadas (1)
R3:
Allow for roving assignments, including part-time; and
F4:
SROs and school staff need more joint training.
Recomendaciones relacionadas (1)
R4:
Expand joint training between SROs and school staff to: 1. enable SROs to better interact with students and become more integrated with school staff; and 2. provide active-attacker training between staff and SROs.
F5:
Social media, widely-used by students, is not fully leveraged by SROs or administrators to combat misinformation.
Recomendaciones relacionadas (1)
R5:
Conduct more social media outreach to: 1. combat misinformation regarding school threats and keep family members from flooding campuses; and 2. disseminate useful information about resources and activities. V. COMMENTS The presence of armed officers in schools is seen by some critics as creating a climate of fear and vulnerability for students, and contributing to the "school-to-prison pipeline." This review did not support those beliefs and, in fact, confirmed that conscientious and effective measures are in place to overcome such concerns. In March 2024 a Fairfield SRO was arrested after allegations that he was exchanging inappropriate text messages and photos with some students. The Officer was removed immediately from his position and was criminally charged. This type of situation is extremely rare within SRO Programs. The strict oversight by the PD and School, resulting in the rapid response to this unfortunate situation, appeared to be sufficient and commendable. A replacement SRO was assigned immediately to ensure continuity of coverage and, to our knowledge, there have been no additional incidents. Other districts may wish to institute an SRO program in their schools if funding and personnel become available. VI.
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
7 hallazgos
F1:
Telehealth Confidentiality and Privacy requirements are not met in the Rio Vista Program site where the WIC program shares a room with another Rio Vista agency. WPPM 2024 Section 220-30 states: “Set up an appropriate workspace where staff can conduct telehealth services without confidential participant information being overheard or seen by others.” WIC personnel must work in a secure room where conversations are not overheard.
Recomendaciones relacionadas (1)
R1:
Set up an appropriate workspace in Rio Vista so that the staff can conduct telehealth and in person services where confidential participant information is not being overheard or seen by others.
F2:
At the Rio Vista Program site, there is no private room where employees or participants can breastfeed. Per the Policy and Procedure Manual WPPM 2024 section 600-30, IV Employee Support, “a room with a door is necessary for facilities to have for breastfeeding mothers and staff.”
Recomendaciones relacionadas (1)
R2:
Provide a room at the Rio Vista site with a door which can be locked to enable privacy for breastfeeding mothers.
F3:
The Rio Vista program site does not have Hours of Operation displayed. Per Policy and Procedure Manual WPPM 2024 section 530-10, signage is required at the entrance to the facility.
Recomendaciones relacionadas (1)
R3:
Display Hours of Operation at the entrance to the site in Rio Vista.
F4:
Fairfield and Rio Vista program sites do not have the poster “WIC doesn’t routinely provide formula for the first 30 days after delivery” sign posted. Per SCWPPM WIC Policy Number 2-8 Breastfeeding Promotion and Support in WIC, signage is required.
Recomendaciones relacionadas (1)
R4:
Install required signs at the Fairfield and Rio Vista sites.
F5:
Rio Vista, Dixon, and Vallejo program sites do not have “No Smoking” signs at the entrances to their facilities. Per Policy and Procedure Manual WPPM 2024 section 160-10, “WIC sites and administrative offices must prominently display "No Smoking" signs during WIC operating hours in any area occupied by the WIC program.”
Recomendaciones relacionadas (1)
R5:
Install “No Smoking” signs at the entrance to Rio Vista, Dixon, and Vallejo sites.
F6:
Dixon, Vallejo, and Rio Vista sites do not have a “CA WIC BreastFeeding Vision Statement” sign posted. Per Policy and Procedure Manual WPPM 2024 section 600-30, “the site must include a display of the WIC Program’s Breastfeeding Vision Statement in areas visible to employees and participants.”
Recomendaciones relacionadas (1)
R6:
Include a display of the WIC Program’s Breastfeeding Vision Statement in areas visible to employees and participants at the Dixon, Vallejo and Rio Vista sites.
F7:
Vallejo has a display marketing Similac™ formula in the waiting room of the facility. Per Policy and Procedure Manual WPPM 2024 section 600-30, “Refrain from displaying or providing magazines, books, educational materials, or incentive items that promote or market formula to participants.”
Recomendaciones relacionadas (1)
R7:
Remove the Similac™ display in the Vallejo waiting room. V. COMMENTS Overall, the WIC programs in Solano County are well managed. The public areas are clean, colorful and welcoming to all who visit there. The staff was friendly and willing to show us around and answer our questions. Several of the positive aspects we found were translation services, respect for different cultures, and a well-organized and educated staff. The directors of each site hold Masters’ degrees as well as many other certifications. The County WIC director is also highly educated and was very helpful in getting us the information that we needed and providing access to each site. The process to fill a staff vacancy seems excessively long. The Health Assistant in Dixon retired in December 2024 and has yet to be replaced at this time (May 2025). The interviews are happening but they have not found a suitable candidate. In the past, the clinic was open Tuesday-Thursday with remote availability Monday and Friday. Today the site is open for a limited time period (eight hours a week) with remote availability the other days of the week. The staff from Vacaville covers for the missing Dixon staff. VI. RESPONSES REQUIRED Health Services Manager/Nutrition Services Bureau Solano County Health and Social Services, Public Health Division Findings 1-7 COURTESY COPY HSS DIRECTOR Solano County Health and Social Services, Public Health Division Findings 1-7 VII. METHODOLOGY A. Websites: 1. California Department of Public Health/WIC/How WIC Helps https://myfamily.wic.ca.gov/Home/HowWICHelps 2. Solano County Public Health/Nutrition Services Program/WIC Program https://www.solanocounty.com/depts/ph/nsp/wic/default.asp B. Documents: 1. Women, Infants and Children Program California Department of Health WIC California Policy and Procedures Manual 2024. 2. Solano County Public Health Division WIC Program Policy and Procedure: Breastfeeding Promotion and Support in WIC. Policy Number 2-8 3. Solano County Public Health Division WIC Program Policy and Procedure: Nutrition Education Contacts. Policy Number 2-7 4. Solano County Public Health Division WIC Program Policy and Procedure: Security, Inventory and Distribution of WIC Cards at the WIC clinics. Policy Number 2-1. 5. Solano County Public Health Division WIC Program Policy and Procedure: Scale Validation and Calibration. Policy Number 1-4. 6. Solano County Public Health Division WIC Program Policy and Procedure: Assessment of Need and Distribution of Manual/Electric Breast pumps. Policy Number 2-9. 7. Solano County Public Health Division WIC Program Policy and Procedure: Lactation Accommodation for WIC Employees. Policy Number 2-12. 8. Solano County Public Health Division WIC Program Policy and Procedure: WIC Online Education. Policy Number 2-23. 9. Solano County Public Health Division WIC Program Policy and Procedure: WIC Caseload Management /Outreach Activities. Policy Number 2-16. 10. State of California-Health and Human Services Agency. California Department of Public Health. Notice of Temporary Regulatory Changes. September 30, 2020. 11. Health and Human Services Agency. California Department of Public Health. WIC Information Notice No. 2024-83. C. Interviews: 1. Solano County Public Health Department Administrative Staff 2. Administration of each WIC Program Site (5) D. Program Site Tours: Program Site Date Dixon December 2024 Fairfield December 2024 Rio Vista February 2025 Vacaville January 2025 Vallejo January 2025 VALLEJO WAITING ROOM FORMULA BROCHURES
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
R8:
Solano County Public Health Division WIC Program Policy and Procedure: WIC Online Education. Policy Number 2-23.
R9:
Solano County Public Health Division WIC Program Policy and Procedure: WIC Caseload Management /Outreach Activities. Policy Number 2-16.
R10:
State of California-Health and Human Services Agency. California Department of Public Health. Notice of Temporary Regulatory Changes. September 30, 2020.
R11:
Health and Human Services Agency. California Department of Public Health. WIC Information Notice No. 2024-83. C. Interviews: