Sonoma County Grand Jury
2022-2023
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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Additional Recommendations
3
Not linked to specific findings.
R1:
By July 31, 2023, The City The Grand Jury SCM, acknowledges that this of Sonoma contacts the Cemetery Enterprise was carried out. It SCC Recommendation has California Department of Tax was determined that tangible items were been implemented. and Fee Administration to not being sold directly to customers, but establish procedures to collect, rather were included in the internment report, and pay sales tax on packages sold and therefore not subject to tangible items sold at the a sales tax. In those situations, the cemeteries. Cemetery Enterprise is considered a consumer and they have arranged to pay sales tax when purchasing these items from their vendors. The CDTFA judged this to be an allowable practice.
R3:
By December 31, 2023, the A draft of a comprehensive Policy and The Grand Jury SCM, acknowledges that this City of Sonoma will develop a Procedures manual for the City of Sonoma SCC policies and procedures manual Recommendation will Cemeteries is currently being reviewed by be implemented. for the operations of the staff. (2/13/24) Cemetery Program. (F1, F2,
R5:
By December 31, 2023, the SCM, In September 2023, L.F. Sloane The Grand Jury acknowledges that this City of Sonoma conducts a Consulting Group presented a Cemetery SCC thorough review of the Action Update to the City Council. Based Recommendation has been implemented. Cemetery Endowment Fund. on the report, the City Council approved a 2023-2024 Cemetery Price Lists including The Grand Jury is aware that the City of Sonoma has cited Endowment Fund contributions that will their intention, in their fiscal bring Endowment Fees in line with current costs and market conditions. year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and The Finance Committee approved moving develop a plan for resolution of the Endowment Fund to the City Local the deficit in that fund and the Agency Investment Fund to increase Grand Jury recommends that returns. The plan is to first address the the Endowment fund is issue of operational losses, and then determine if the Cemetery Fund should be included in that analysis. (F3, absorbed into the General Fund and no
Findings & Recommendations
7 findings
F1:
The City of Sonoma is seriously remiss in not charging, collecting, reporting, or paying sales tax on tangible items sold through the cemeteries, resulting in a liability for the City.
Related Recommendations (3)
R1:
By July 31, 2023, The City of Sonoma contacts the California Department of Tax and Fee Administration to establish procedures to collect, report, and pay sales tax on tangible items sold at the cemeteries. (F1)
R2:
By December 31, 2023, The City of Sonoma conducts a thorough analysis of the systems, processes, and procedures related to cemeteries, to include the current software program used. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in the Fund, and we encourage the City to include an operational analysis as well. (F1, F2, F3, F4, F7)
R3:
By December 31, 2023, the City of Sonoma develops a policies and procedures manual for the operations of the Cemetery Program. (F1, F2, F4, F5, F7)
F2:
Responsibility for managing collection and payment of sales tax on cemeteries’ tangible items is not delegated to any staff member or department, which has contributed to the City’s failure to meet its responsibility to report and pay the sales tax obligation.
Related Recommendations (3)
R2:
By December 31, 2023, The City of Sonoma conducts a thorough analysis of the systems, processes, and procedures related to cemeteries, to include the current software program used. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in the Fund, and we encourage the City to include an operational analysis as well. (F1, F2, F3, F4, F7)
R3:
By December 31, 2023, the City of Sonoma develops a policies and procedures manual for the operations of the Cemetery Program. (F1, F2, F4, F5, F7)
R4:
By December 31, 2023, the City of Sonoma designates a manager to oversee the cemetery day-to-day operations. (F2)
F3:
The cemeteries have been losing money for an undetermined number of years and the operating expenses must be subsidized annually by the Endowment Fund which is not invested to generate adequate income; $50,000 has been transferred for each of the past seven years and presumably will continue, resulting in the eventual depletion of the Endowment Fund.
Related Recommendations (2)
R2:
By December 31, 2023, The City of Sonoma conducts a thorough analysis of the systems, processes, and procedures related to cemeteries, to include the current software program used. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in the Fund, and we encourage the City to include an operational analysis as well. (F1, F2, F3, F4, F7)
R5:
By December 31, 2023, the City of Sonoma conducts a thorough review of the Cemetery Endowment Fund. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in that fund and the Grand Jury recommends that the Endowment fund is included in that analysis. (F3, F5)
F4:
Sonoma is undercharging for lettering services and ring and vase sets, resulting in financial loss to the Cemetery Enterprise Fund.
Related Recommendations (2)
R2:
By December 31, 2023, The City of Sonoma conducts a thorough analysis of the systems, processes, and procedures related to cemeteries, to include the current software program used. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in the Fund, and we encourage the City to include an operational analysis as well. (F1, F2, F3, F4, F7)
R3:
By December 31, 2023, the City of Sonoma develops a policies and procedures manual for the operations of the Cemetery Program. (F1, F2, F4, F5, F7)
F5:
The Cemetery Endowment Fund is shrinking since the cemeteries are nearly built out, therefore there are limited opportunities to assess endowment fees. The Fund does not appear to be invested based upon the financial statements.
Related Recommendations (2)
R3:
By December 31, 2023, the City of Sonoma develops a policies and procedures manual for the operations of the Cemetery Program. (F1, F2, F4, F5, F7)
R5:
By December 31, 2023, the City of Sonoma conducts a thorough review of the Cemetery Endowment Fund. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in that fund and the Grand Jury recommends that the Endowment fund is included in that analysis. (F3, F5)
F6:
Recently, the City of Sonoma has had high turnover in several senior management positions. No evidence of a policies and procedures manual exists for any of the cemeteries, nor does the City published information on cemetery fee schedules; all indicating neglect of cemetery operations.
F7:
The cemetery invoice forms do not have a line item for calculating sales tax for tangible items therefore, the accounting software program used by Sonoma does not report on their sales tax liability, resulting in failure to charge, collect, report, or pay sales tax to the CDTFA.
Related Recommendations (2)
R2:
By December 31, 2023, The City of Sonoma conducts a thorough analysis of the systems, processes, and procedures related to cemeteries, to include the current software program used. The Grand Jury is aware that the City of Sonoma has cited their intention, in their fiscal year (2022-2023) goals, to complete a financial analysis of the Cemetery Fund and develop a plan for resolution of the deficit in the Fund, and we encourage the City to include an operational analysis as well. (F1, F2, F3, F4, F7)
R3:
By December 31, 2023, the City of Sonoma develops a policies and procedures manual for the operations of the Cemetery Program. (F1, F2, F4, F5, F7)
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Findings & Recommendations
7 findings
F1:
The City of Petaluma has continued to contract with M-Group for the past 14 years and has failed to conduct a formal performance review, cost-benefit analysis, or new RFP to determine if the level of costs can be improved.
Related Recommendations (2)
R1:
By December 31, 2023, the City completes a cost-benefit analysis of using a private firm versus employees to staff the planning department. (F1, F2, F3, F4)
R2:
By no later than March 1, 2024, the City opens an RFP for planning services and considers a combination of city employees and private contractors to staff the planning department. (F1, F3)
F2:
The amount of money flowing from the City to M-Group has increased over the life of the contracts due to the increase in development activity and M-Group’s rate increases. The City has failed to provide a cost-benefit analysis justifying the continuing issuance of contracts.
Related Recommendations (1)
R1:
By December 31, 2023, the City completes a cost-benefit analysis of using a private firm versus employees to staff the planning department. (F1, F2, F3, F4)
F3:
The City has failed to conduct a cost-benefit analysis to determine if base level services could be filled with City employees and reduce overall costs.
Related Recommendations (2)
R1:
By December 31, 2023, the City completes a cost-benefit analysis of using a private firm versus employees to staff the planning department. (F1, F2, F3, F4)
R2:
By no later than March 1, 2024, the City opens an RFP for planning services and considers a combination of city employees and private contractors to staff the planning department. (F1, F3)
F4:
The City of Petaluma recently hired a director of community development, demonstrating an interest in increasing oversight, however, the City has failed to consider hiring FTE employees in base level services positions.
Related Recommendations (1)
R1:
By December 31, 2023, the City completes a cost-benefit analysis of using a private firm versus employees to staff the planning department. (F1, F2, F3, F4)
F5:
The City has failed to require M-Group employees working in the planning department to wear identifying badges or logos that would inform the public that they are interacting with contractors and not City employees.
Related Recommendations (2)
R3:
By September 30, 2023, the City requires M-Group to provide badges or logos to their employees that identify them as M-Group employees. (F5)
R6:
By December 31, 2023, the City conducts a formal survey of the citizens of Petaluma to better understand their awareness and understanding of the outsourcing of the planning department and their experiences interacting with M-Group employees. (F5, F6, F7)
F6:
The City has failed to require M-Group employees working in the planning department to include the M-Group logo or company name in their email signatures.
Related Recommendations (2)
R4:
By August 31, 2023, the City requires M-Group to direct their employees to include their firm’s logo and or name in their email signature. (F6)
R6:
By December 31, 2023, the City conducts a formal survey of the citizens of Petaluma to better understand their awareness and understanding of the outsourcing of the planning department and their experiences interacting with M-Group employees. (F5, F6, F7)
F7:
The City has failed to identify persons listed on the Planning Directory located on the City’s website as M-Group employees.
Related Recommendations (2)
R5:
By August 31, 2023, the City includes an M-Group designation on each staff listing under the planning staff directory on the website. (F7)
R6:
By December 31, 2023, the City conducts a formal survey of the citizens of Petaluma to better understand their awareness and understanding of the outsourcing of the planning department and their experiences interacting with M-Group employees. (F5, F6, F7)
Findings & Recommendations
13 findings
F1:
The County failed in its critical role in protecting the health and safety of all unhoused people during severe cold weather emergencies during the winters of 2021-2022 and 2022-2023.
Related Recommendations (1)
R3:
By September 30, 2023, the Board of Supervisors designates the County employee (as defined by the policy recommended in R1) who has the authority to declare a cold weather emergency that would initiate the opening of warming centers. (F1, F5, F11)
F2:
Inadequate coordination between the various involved County agencies led to an inefficient and less effective response to cold weather emergencies that negatively affected the health and safety of unhoused people.
F3:
At the time of this complaint (April 2022) and through the time of this report, the County failed to create formal policies and procedures to protect unhoused people during cold weather emergencies.
Related Recommendations (2)
R2:
By September 30, 2023, the Board of Supervisors defines the parameters to be used to declare a cold weather emergency in the County, including assignment of responsibilities for declaring and communicating a cold weather emergency to the responsible departments. (F3, F11, F12)
R4:
In order for the Board of Supervisors to make informed decisions regarding the need for warming centers, by September 30, 2023, the Board will direct staff (as defined by the policy recommended in R1) to collect data, including but not limited to: the number of individuals accessing warming centers throughout the county; the cost per day of operating warming centers throughout the county; the number of individuals denied access to warming centers because of a lack of capacity; the number of unhoused individuals who died from exposure to severe cold. (F3, F4, F8)
F4:
Failure by the County, including the Board of Supervisors to plan and prepare in advance for warming centers during extreme weather emergencies, results in inefficient last- minute responses, leaving unhoused individuals exposed to severe cold.
Related Recommendations (2)
R4:
In order for the Board of Supervisors to make informed decisions regarding the need for warming centers, by September 30, 2023, the Board will direct staff (as defined by the policy recommended in R1) to collect data, including but not limited to: the number of individuals accessing warming centers throughout the county; the cost per day of operating warming centers throughout the county; the number of individuals denied access to warming centers because of a lack of capacity; the number of unhoused individuals who died from exposure to severe cold. (F3, F4, F8)
R6:
By December 31, 2023, the Board of Supervisors will direct staff to identify facilities within the unincorporated areas of the County that can be used as warming centers, and sign MOUs with the management of such facilities as necessary. (F4, F6)
F5:
A lack of clear definition and understanding of the responsibilities of various County departments regarding the cold weather protection of unhoused people increases their health risks.
Related Recommendations (1)
R3:
By September 30, 2023, the Board of Supervisors designates the County employee (as defined by the policy recommended in R1) who has the authority to declare a cold weather emergency that would initiate the opening of warming centers. (F1, F5, F11)
F6:
A lack of identification of, and agreements with, warming facilities in advance of cold weather emergencies leads to a deficit of easily accessible spaces when those emergencies occur.
Related Recommendations (3)
R6:
By December 31, 2023, the Board of Supervisors will direct staff to identify facilities within the unincorporated areas of the County that can be used as warming centers, and sign MOUs with the management of such facilities as necessary. (F4, F6)
R7:
By September 30, 2023, the Board of Supervisors will direct the responsible department (as defined in the policy recommended in R1) to identify County facilities, including unused or underutilized facilities, that will be available to be used as warming centers for unhoused people in extreme cold weather. (F6)
R8:
By September 30, 2023, the Board of Supervisors, in accordance with its adopted policy, will provide sufficient funding to support opening and maintaining warming centers during episodes of extreme cold weather emergencies. (F6, F8)
F7:
Poor and inconsistent communication with unhoused people results in individuals needlessly remaining unsheltered during cold weather emergencies.
F8:
Providing temporary shelter for unhoused people during weather emergencies does not receive the priority from the County to enable appropriate funding for staff, supplies, transportation, and other expenditures to meet this critical need.
Related Recommendations (2)
R4:
In order for the Board of Supervisors to make informed decisions regarding the need for warming centers, by September 30, 2023, the Board will direct staff (as defined by the policy recommended in R1) to collect data, including but not limited to: the number of individuals accessing warming centers throughout the county; the cost per day of operating warming centers throughout the county; the number of individuals denied access to warming centers because of a lack of capacity; the number of unhoused individuals who died from exposure to severe cold. (F3, F4, F8)
R8:
By September 30, 2023, the Board of Supervisors, in accordance with its adopted policy, will provide sufficient funding to support opening and maintaining warming centers during episodes of extreme cold weather emergencies. (F6, F8)
F9:
At the time of the complaint and through the winter of 2022-2023, the County did not have a plan or strategy to overcome shelter resistance which resulted in many unhoused people remaining exposed to the elements during weather emergencies.
F10:
By not protecting unhoused people during cold weather emergencies, the County has failed to adhere to its own Department of Health Services’ mission statement to “promote, protect, and ensure access to services to support the health, recovery, and well-being of all in Sonoma County.”
F11:
At the time of the complaint and through the winter of 2022-2023 the County failed to assign responsibility to an agency or individual to declare that a cold weather emergency existed.
Related Recommendations (2)
R2:
By September 30, 2023, the Board of Supervisors defines the parameters to be used to declare a cold weather emergency in the County, including assignment of responsibilities for declaring and communicating a cold weather emergency to the responsible departments. (F3, F11, F12)
R3:
By September 30, 2023, the Board of Supervisors designates the County employee (as defined by the policy recommended in R1) who has the authority to declare a cold weather emergency that would initiate the opening of warming centers. (F1, F5, F11)
F12:
At the time of the complaint and through the winter of 2022-2023, the County failed to consistently determine when the temperature and other weather conditions constituted a cold weather emergency.
Related Recommendations (1)
R2:
By September 30, 2023, the Board of Supervisors defines the parameters to be used to declare a cold weather emergency in the County, including assignment of responsibilities for declaring and communicating a cold weather emergency to the responsible departments. (F3, F11, F12)
F13:
The County failed to consistently collect and utilize data such as costs, staffing, facilities, and the number of unhoused individuals who took advantage of the limited number of warming centers in the County, which hinders the ability to plan for future cold weather emergencies.
Additional Recommendations
7
Not linked to specific findings.
R1:
By September 30, 2023, the Board of Supervisors will develop and implement formal policies and procedures for protecting unhoused people in the County of Sonoma during cold weather emergencies. (F1 through F13)
R5:
Beginning April 1, 2024, and every year thereafter on or about April 1, the Board of Supervisors will direct the County Administrative Officer (CAO) to present an after-action report to the Board regarding the effectiveness of County staff in supporting warming centers during episodes of severe cold over the previous winter. sing data identified in
R10:
The Board of Directors and the General Manager establish separate bank accounts for the monies associated with passenger transit (Measure Q, et al.) and freight or other future ventures.
R11:
The Board of Directors direct advisory committees to develop and implement a policy to keep documents and information related to their advisory role centrally located and remotely accessible, by January 31, 2023. This recommendation will be implemented. This recommendation will be implemented. This recommendation will be implemented. This recommendation will be implemented. This recommendation will not be implemented because it is not warranted. This recommendation will be implemented. There is no timeframe for future implementation. This response is not compliant. There is no timeframe for future implementation. This response is not compliant. There is no timeframe for future implementation. This response is not compliant. There is no timeframe for future implementation. This response is not compliant. There is no explanation why this recommendation is not warranted. This response is not compliant. There is no timeframe for future implementation. This response is not compliant. Note: The chairperson of the Citizens Oversight Committee was given a copy of the report before publication, with the invitation to respond to the recommendations. No response was received from that invitation. Responses were received only from the SMART Chairman of the Board of Directors (required) and the SMART General Manager (invited).
R13:
By December 31, 2022, the Board of Supervisors and County Administrator’s Office work with the Department of Health Services executive leadership team in developing an actionable plan to address work culture issues, including retaliation, harassment, and bullying.
R14:
By December 31, 2022, the Board of Supervisors direct the County Administrator’s Office to work with the Department of Health Services’ executive leadership team to develop a clearly defined and actionable plan for internal communication that includes greater transparency and staff participation throughout the department.
R16:
By March 1, 2023, the Board of Supervisors direct the County Administrator’s Office and the County Human Resources Department to develop a plan for the Board’s review and consideration whereby the County Human Resources Department has oversight authority over all satellite human resources divisions. This recommendation requires further analysis. Further evaluation may be explored through the County’s strategic plan work focused on organizational effectiveness.
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Additional Recommendations
14
Not linked to specific findings.
R1:
MADF should add hours to the booking area during evening and night shifts Yes by December 31, 2019. Current Status: MADF now has a contract for 4.2 full-time equivalent registered nurses that provides a designated RN in booking 24 hours a day.
R2:
Sonoma Water maintain inventory lists with current goals for items, Yes quantities, locations, and sourcing; and improve stockpiling accordingly, by December 31, 2019. Current Status: Compliance confirmed with agency acknowledgement. Sonoma Water now maintains inventory lists with goals for items, quantities, locations and sourcing, and it has improved stockpiling of emergency items.
R3:
Sonoma Water and water contractors derive and publicize more realistic Yes outage periods and provide updated information to the public, by December 31, 2019. Current Status: Compliance confirmed with agency acknowledgement. Sonoma Water and Individual Water Contractors (WCs) continue to study options for more realistic outage periods and for methods of providing updated information to the public.
R4:
Sonoma Water improve coordination with water contractors, including field Yes exercises, by December 31, 2019. Current Status: All water contractors have confirmed that Sonoma Water is working with the agency to coordinate operations and plans for water management.
R5:
Water contractors study options for making local systems more adaptable Yes under emergency conditions--such as dedicated supply loops, digitally monitored metering, or automatic shut-down valves, by December 31, 2019. Current Status: Individual WCs are studying options for increasing water storage and reserve capacity, and for engaging multiple supply sources, in order to increase resilience in emergencies.
R6:
Sonoma Water prepare and maintain one or more SOPs (Standard Operating Yes Procedures) for the restoration of water deliveries specifically for an earthquake; SOPs should be updated annually or whenever there are changes to procedures, by December 31, 2019. Current Status: Sonoma Water and Water Contractors now have standard operating procedures in place to deal with the restoration of water deliveries after an earthquake. These procedures are evaluated and updated annually. The Jailhouse Rocks: Main Adult Detention Facility Unresolved Recommendations and Implemented Current Status
R7:
The Auditor-Controller-Treasurer-Tax Collector (ACTTC) will review Yes assets with accumulated deferred maintenance and will adjust the record of accumulated depreciation if material impairment is found. Current Status: The ACTTC confirms that assets impaired by deferred maintenance are reported appropriately in the Comprehensive Annual Financial Report. Civil Grand Jury Report 2019-2020 Updated Responses SONOMA COUNTY SHERIFF-CORONER'S OFFICE: The Resurrection of a Coroner's Office Implemented Unresolved Recommendations and Current Status
R8:
By December 31, 2022, the Board of Supervisors will consult with the No Human Resources Department to consider establishing an Ombudsperson for County employees to provide a neutral means to voice issues of concern. Current Status: The Human Resources Department responded that it plans to conduct an employee-engagement survey in 2024 to determine the best path forward.
R11:
The Board of Directors direct advisory committees to develop and Yes implement a policy to keep documents and information related to their advisory role centrally located and remotely accessible, by January 31, 2023. Current Status: This was implemented in August of 2022. Documents and information are now stored electronically. In summary, the tables above give an update of the recommendations of the Civil Grand Jury reports of 2018-2019, 2019-2020, 2020-2021 and 2021-2022 that were unanswered when the follow-up reports were published. While there are still unresolved issues, this update shows the progress made after the Civil Grand Juries' terms expired.
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding through HUD's Youth Homelessness Demonstration Program, by February 28, 2021. Current Status: A Youth Action Board and budget have been established, as noted in the Youth Action Board minutes.
R13:
The Sonoma County Board of Supervisors and Sonoma County Yes Administrator's Office identify, by December 31, 2020, a stable funding source to support sustainable programs that will reduce youth homelessness to functional zero. Current Status: To the extent possible, these funding sources have been established as noted in the 2023 County Strategic Plan.
R14:
The Sonoma County Board of Supervisors and Sonoma County Yes Administrator's Office develop and implement, by June 30, 2021, a procedure for County departments to consistently identify and track the cost of services provided to the homeless population. Current Status: Funding for services to the homeless, including homeless youth, is identified in the Budget Binder memo. SONOMA COUNTY HAS A HOMELESS CRISIS: Is There a Response Plan? Implemented Unresolved Recommendations and Current Status
R16:
By March 1, 2023, the Board of Supervisors direct the County Partially Administrator's Office and the County Human Resources Department to develop a plan for the Board's review and consideration whereby the County Human Resources Department has oversight authority over all satellite human resource divisions. Current Status: The Human Resources Department responded that it will work with a consultant in 2024 to develop recommendations regarding oversight of all satellite-department human resources functions. AFFORDABLE HOUSING: PAST, PRESENT, AND FUTURE Unresolved Recommendations and Implemented Current Status
R19:
By December 31, 2021, the Department of Emergency Management Yes publicize the work of community preparedness groups such as Citizens Organized to Prepare for Emergencies, Community Emergency Response Teams, and Community Organizations Around Disasters to more effectively reach all residents about emergency alerts and warnings. Current Status: The work of community preparedness groups is publicized on a regular basis. ROHNERT PARK ELECTION DISTRICTS: Transitioning from At-Large to District-Based Elections Implemented Unresolved Recommendations and Current Status
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.