Sonoma County Grand Jury
2012-2013
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Findings & Recommendations
2 findings
F1:
There is a variety of services and support resources available for seniors by phone, in person, in printed materials, and on the Internet.
F2:
There are a number of County-run, non-profit, and private senior centers throughout the County.
Findings & Recommendations
12 findings
F1:
Board members do not have a working knowledge of their roles and responsibilities or Board policies as stated in the GCSD Policy Handbook.
Related Recommendations (1)
R1:
Board member roles and responsibilities be reviewed, clarified, and assigned with a goal of dividing work more equitably among members.
F2:
The absence of standing and ad hoc committees prevents the Board from exercising effective oversight of GCSD business.
Related Recommendations (1)
R2:
The Board President form the following standing committees as set forth in the GCSD Handbook: Planning, Ordinance, Personnel, Finance, and Public Relations. 33
F3:
Most Board members have not received sufficient training in subjects essential to successfully governing a wastewater district.
Related Recommendations (1)
R3:
The Board involve the community by developing and appointing ad hoc volunteer committees reporting to the Board that focus on short-duration projects vital to the governance of the GCSD.
F4:
The Board does not have a clear succession plan for itself or the General Manager position.
Related Recommendations (1)
R4:
The Board develop and implement a required Board training curriculum emphasizing effective Board governance and leadership.
F5:
A breakdown of communication between the Board and ratepayers is apparent and has created a hostile environment at public meetings.
Related Recommendations (1)
R5:
The Board develop and implement a clear succession plan for the GCSD’s senior management to include creating a general manager employee position reporting to the Board.
F6:
The GCSD website is not being fully utilized as a means of communicating current information.
Related Recommendations (1)
R6:
The Board contract for professional facilitation or mediation to alleviate tension and confrontation between Board members and ratepayers.
F7:
The Board’s request for monthly financial reports that are summarized and contain no supporting line item detail has led to inadequate financial oversight.
Related Recommendations (1)
R7:
The Board establish an ad hoc committee, including ratepayers, to optimize the GCSD website as a communications center for GCSD information.
F8:
Operational savings might be achieved by sharing staff and resources with other wastewater districts.
Related Recommendations (1)
R8:
The Board require clear, detailed, and comprehensive monthly financial reports from the General Manager and, when appointed, the finance committee.
F9:
Legal counsel needs to review and evaluate all professional services agreements entered into by the Board.
Related Recommendations (1)
R9:
The Board direct its legal counsel to review the General Manager’s professional services agreement and to address any unusual provisions.
F10:
Regular self-assessments of Board performance and formal performance evaluations of senior management need to be implemented.
Related Recommendations (1)
R10:
The Board conduct an annual performance evaluation of itself and senior GCSD management using financial performance goals, ratepayer feedback, enforcement actions from RWQCB, and other relevant measures.
F11:
The lack of oversight by the Board concerning RWQCB compliance requirements and deadlines needs to be addressed with a goal of eliminating the costs of enforcement actions.
Related Recommendations (1)
R11:
The Board request RWQCB to provide it with copies of all correspondence sent to the General Manager in order to monitor the status of compliance with the RWQCB directives to avoid penalties and fines.
F12:
The mandated MSR by LAFCO is overdue and should be performed for the West County Region as soon as possible.
Related Recommendations (1)
R12:
LAFCO conduct an MSR for the West County Region as soon as possible.
Findings & Recommendations
7 findings
F1:
Government regulations make the planning process for land development complicated.
F2:
Many clients have a negative perception of PRMD.
Related Recommendations (1)
R4:
The Board of Supervisors take the opportunity to hire a Director committed to making the culture of PRMD consistent with its mission to provide customer-focused services.
F3:
PRMD staff interpretations of regulations are not consistent.
Related Recommendations (1)
R1:
The PRMD Director develop, implement, and ensure adherence to written training to consistently interpret and apply regulations by staff.
F4:
PRMD staff do not always follow appropriate customer service protocols.
Related Recommendations (1)
R2:
The PRMD Director formalize and implement a required ongoing customer service training program.
F5:
The newly developed Ombudsman position has the potential to aid clients in navigating the planning and permitting process in a positive way.
Related Recommendations (1)
R3:
The Board of Supervisors and the PRMD Director support and advertise the Ombudsman role in assisting clients.
F6:
Ongoing improvements have been made in expediting the processing of professional and simple permit approvals.
F7:
The recently formed Citizen’s Academy has the potential to help clients successfully navigate the complicated maze of permitting. 15
Findings & Recommendations
9 findings
F1:
Social workers manage a large workload and face challenges getting their work done.
F2:
The lack of a full-time trainer on staff increases the workload for social workers.
Related Recommendations (1)
R1:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Create a position for a full-time case assignment supervisor who would also provide all training.
F3:
The number of laptops available to the employees is insufficient.
Related Recommendations (1)
R3:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Assign each field social worker a laptop.
F4:
Requiring employees to check laptops in and out on a daily basis is inefficient.
F5:
Limited availability of remote computer access results in duplication of work.
Related Recommendations (1)
R4:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Equip field social workers with 24 hour a day remote access to the FYC computer system.
F6:
Reports of a non-immediate nature, such as mail and faxes sent to Family, Youth & Children’s Services, are not well tracked and may not be handled in a timely manner.
Related Recommendations (1)
R5:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Revise the current system for managing all mail and fax communications received at FYC to enable tracking and efficient processing.
F7:
The number of cases that each social worker manages may not be a true indicator of actual workload.
Related Recommendations (1)
R2:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Finalize and implement the computer program currently in development that will assign cases based on known factors such as current workload, trial preparation time, bilingual requirements, and family sizes.
F8:
The Boys Town Motivational System Program used at Valley of the Moon Children’s Home is inflexible.
Related Recommendations (1)
R6:
The Grand Jury recommends that the Family, Youth & Children’s Services:
Modify the Boys Town Motivational System Program to accommodate the additional consideration of a child’s developmental and emotional age.
F9:
There are never enough foster homes in the County. 4
Findings & Recommendations
6 findings
F1:
Under challenging financial conditions, Public Works carefully developed, effectively implemented, and thoroughly tracked a significant change to the City’s street lighting program.
F2:
Public Works established a transparent, responsive, and efficient process for residents to present requests and complaints concerning streetlights that have been adjusted as part of the SLRP.
F3:
The savings generated by the SLRP are within the budgeted parameters.
F4:
After an appropriate test of an “Adopt a Streetlight Program,” Public Works terminated the program because of low resident participation and because there were not enough direct savings to offset the costs and challenges of administering it.
F5:
No definitive data suggest auto/pedestrian accidents and/or crime rates increased in the absence of street lighting in those areas affected by the SLRP.
F6:
Public Works has demonstrated that it is proactively monitoring and assessing new streetlight technologies with a goal of increasing energy cost savings and reducing greenhouse gasses and has made effective use of available grants to test and install newer technology lamps.
Related Recommendations (2)
R1:
The Grand Jury recommends that the Santa Rosa Public Works Department:
Continue to monitor improvements in street lighting technology.
R2:
The Grand Jury recommends that the Santa Rosa Public Works Department:
Periodically brief the Santa Rosa City Council and interested citizens on its plans for implementing new programs that will continue to control lighting costs, reduce greenhouse gasses, and provide safe and consistent light levels on City streets. 24
Findings & Recommendations
6 findings
F1:
Law enforcement management recognizes the effects of critical incidents on first responders and provides resources to address those effects.
F2:
Peace officers receive appropriate training for coping with critical incidents in the form of POST instruction and field officer training.
F3:
Critical incident stress debriefings and peer support teams provide valuable in-house support for law enforcement personnel.
F4:
Employee Assistance Program benefits enable law enforcement officers to receive additional support as needed.
F5:
Law enforcement officers use the resources of Chaplaincy and the Department of Mental Health mobile support team as needed to address the requirements of victims, families, and witnesses.
F6:
Peace officers who have taken the Crisis Intervention Training course are better prepared to communicate with victims, families, and witnesses in critical incidents involving mental health issues.
Findings & Recommendations
10 findings
F1:
The County Road System is underfunded.
Related Recommendations (1)
R1:
The Board of Supervisors provide a continuing protected source of revenue to improve and maintain the deteriorating County Road System.
F2:
Some rural roads have deteriorated to a crisis condition, which could delay response time in case of a disaster. 19
Related Recommendations (1)
R1:
The Board of Supervisors provide a continuing protected source of revenue to improve and maintain the deteriorating County Road System.
F3:
Short-term and long-term solutions to the road crisis require collaboration among County residents, businesses, and elected officials.
F4:
The County has developed an organized disaster response plan.
F5:
The Telephone Emergency Notification System is vital for public notification.
Related Recommendations (1)
R2:
The Fire and Emergency Services Department monitor the progress of the Telephone Emergency Notification System and devote resources to inform the public of the activation and benefit of the system.
F6:
Public disaster education and preparedness are essential to minimize risks and increase the chances of weathering a catastrophe.
Related Recommendations (1)
R4:
The Department of Health Services update the “Pocket Guide to Emergency Preparedness” and continue to maintain it with current information.
F7:
The County lacks an outreach program to educate the residents of the need to prepare for the aftermath of a disaster in rural areas.
Related Recommendations (2)
R3:
The Fire and Emergency Services Department work with the Board of Supervisors to create and continually fund a position dedicated to outreach education and disaster preparation of residents.
R5:
The Fire and Emergency Services Department develop a program to distribute the “Pocket Guide to Emergency Preparedness,” particularly to rural residents.
F8:
Trained volunteers are a critical component in providing service at the time of an emergency.
F9:
There is no single County agency taking responsibility for public disaster preparedness training.
Related Recommendations (1)
R3:
The Fire and Emergency Services Department work with the Board of Supervisors to create and continually fund a position dedicated to outreach education and disaster preparation of residents.
F10:
There is a lack of funds to support training programs to help residents prepare for a disaster.
Findings & Recommendations
4 findings
F1:
Opposing opinions exist on the topic of fluoridation.
Related Recommendations (1)
R1:
The Board of Supervisors advise and inform all residents by multiple methods, e.g., utility bill inserts, bilingual notices through printed or social media, and radio, of its meetings, hearings, discussions, presentations, and votes relating to fluoridation.
F2:
If you receive a water bill from the city, there is a likelihood that you could be affected by fluoridation.
Related Recommendations (1)
R2:
With respect to fluoridation, the Board of Supervisors make impartial decisions based on the best evidence available, allowing for both pro and con views to be heard. 7
F3:
Fluoridation will affect a significant portion of the County residents if the Board of Supervisors approves it.
Related Recommendations (1)
R3:
The Board of Supervisors communicate to the public how fluoridation would be funded prior to a final vote.
F4:
How fluoridation would be funded has not been disclosed to the public.
Related Recommendations (1)
R4:
The Public Health Department advise and inform residents by multiple methods, e.g., utility bill inserts, bilingual notices through printed or social media, and radio, of meetings, hearings, discussions, and presentations relating to fluoridation.
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Findings & Recommendations
1 findings
F1:
The Grand Jury’s review of the critical incident report confirmed that required protocols were followed.
Findings & Recommendations
7 findings
F1:
The implementation of Realignment presents many challenges to adult detention facility operations.
Related Recommendations (1)
R1:
A plan to address necessary changes to housing, recreation, programs, and visitation for adult detention facilities as a result of Realignment be developed and implemented.
F2:
Clothing for female inmates at the MADF is ill fitting and could lead to falls and injury.
Related Recommendations (1)
R2:
Clothing size choices be made available for female inmates at the MADF to lessen the likelihood of falls and injury.
F3:
Inmate time out of cells at the MADF is limited.
Related Recommendations (1)
R3:
Additional guard coverage be provided to allow inmates at the MADF to have more frequent time out of their cells. 39
F4:
MADF recreation areas are less than ideal for long-term inmates.
Related Recommendations (1)
R4:
The logging of inmate grievances be computerized.
F5:
The logging of inmate grievances at the MADF and NCDF is manual and cumbersome.
Related Recommendations (1)
R5:
Book donations to the JJC be encouraged.
F6:
The choice of library books at the JJC is limited.
Related Recommendations (1)
R6:
The method of requesting books at the JJC be modified to include the ability to request a genre.
F7:
The JJC process for requesting a book requires knowledge of the book’s title or author.