Sonoma County Grand Jury
2023-2024
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 (14)
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Findings & Recommendations
7 findings
F1:
DHS contracting practices and procedures are chaotic, inefficient, and take too long. This results in delayed execution of contracts, delays in vendor payments, and local County health services missing for extended periods.
Related Recommendations (1)
R3:
procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such,
F2:
DHS processes for procurement needs identification, RFP generation, and competitive sourcing take too long to execute and aren’t clearly competitive.
F3:
Chronic short staffing and employee turnover have led to a significant loss of institutional knowledge.
Related Recommendations (2)
R2:
than 10% of authorized non-field positions. (F3, F4) By December 31, 2025, the Board of Supervisors will request, and County Auditor will complete and publish, a comprehensive audit report on DHS procurement processes and
R3:
procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such,
F4:
Inadequate delegation of authority and a toxic work culture inhibits individual decision- making and contributes to DHS’s failure to perform effectively.
Related Recommendations (1)
R2:
than 10% of authorized non-field positions. (F3, F4) By December 31, 2025, the Board of Supervisors will request, and County Auditor will complete and publish, a comprehensive audit report on DHS procurement processes and
F5:
DHS Fiscal and County general accounting process doesn’t require or retain all information needed for post-fact analysis of who is being paid, whether the payment was the result of a no-bid contract, or whether payment documentation matches funding source requirements.
F6:
County Purchasing and Internal Audit failed to require that DHS follow mandated procurement policies.
Related Recommendations (1)
R3:
procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such,
F7:
The BoS failed to require changes to DHS procurement procedures despite published reports that DHS has been violating County procurement policy.
Related Recommendations (1)
R3:
procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such,
Additional Recommendations
2
Not linked to specific findings.
R1:
contractor), the contracts in effect, the date of execution of every contract, the contract term, and explanations for any contracts not executed prior to the effective service start date (F1,
R4:
publicly reported, and have required supporting documentation and waivers on file. (F3, F4,
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Findings & Recommendations
5 findings
F1:
The Sonoma County Civil Grand Jury determined that:
Related Recommendations (1)
R1:
By December 31, 2024, SCSO will develop a plan to provide mental health treatment based on inmates’ specific and individual mental health needs.
F2:
The planned MADF mental health extension, “on hold” since 2016, would increase the safety of correctional officers and inmates and make more room in the Main Jail for programming.
Related Recommendations (1)
R2:
By December 31, 2024, the Board of Supervisors will develop a plan to fund construction of the mental health extension.
F3:
There is a persistent deficiency in OCA time for inmates, especially those in the modules for the mentally ill.
Related Recommendations (1)
R3:
By December 31, 2024, SCSO will develop a process to discharge inmates that takes their specific and individual medical and behavioral health needs into account.
F4:
There has been a chronic staffing shortage in the MADF.
Related Recommendations (1)
R4:
By December 31, 2024, SCSO will provide all eligible inmates at least ten hours of OCA per week.
F5:
Mandatory staff overtime is excessive and a detriment to the safety, security, and health of both officers and inmates.
Related Recommendations (1)
R5:
By June 30, 2025, the SCSO will have a vacancy rate in its Corrections Unit of less than 10%.
Additional Recommendations
1
Not linked to specific findings.
R6:
By December 31, 2024, mandated monthly overtime for SCSO Corrections Officers will
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Findings & Recommendations
8 findings
F1:
The total amount and source of tax collections is not published in a useful, publicly accessible format by any government entity.
F2:
The actual amount of money being spent to address public need is not published in a useful, publicly accessible format by any government entity
F3:
The Sonoma County Office of Education publishes no report summarizing how much, in total, is being collected, spent, or borrowed to pay for public education in Sonoma County.
F4:
The County Auditor/Controller/Treasurer/Tax Collector Citizen’s Report, a helpful document, doesn’t answer major questions about tax revenue or spending.
F5:
The County Auditor doesn’t have the resources needed to conduct performance audits throughout County government.
F6:
The County Assessor doesn’t have the resources needed to eliminate a significant assessment backlog. As a consequence, many taxpayers will get hit with significant back- dated property tax bills when this assessment backlog is cleared.
F7:
Sonoma County sales tax rates are among the highest in California.
F8:
Citizen Oversight Committees are frequently inoperative, largely ineffective and have no authority.
Additional Recommendations
6
Not linked to specific findings.
R1:
By December 27, 2024, the Board of Supervisors shall direct and fund the Controller to modify County financial systems such that spending classification data capture enables cross-agency categoric reporting for fiscal 2026 onward.
R2:
By February 28, 2025, the Board of Supervisors, ACTTC and County Office of Education shall jointly determine personnel and professional services needed to make the Citizens Report a comprehensive presentation of all Sonoma County property and sales tax collections and expenditures.
R3:
By June 30, 2025, the Board of Supervisors shall fund the ACTTC so the Citizens Report includes this categorized information for fiscal years 2026 and onward.
R4:
By June 30, 2025 the Board of Supervisors shall fund and authorize staffing sufficient for the Auditor to conduct appropriate performance audits each fiscal year from 2026 onward.
R5:
By December 28, 2024 the Board of Supervisors shall fund and authorize temporary staffing to enable the Assessor’s Office to eliminate the assessment backlog within 12 months.
R22-23:
STATE EXPENDITURES 2022-2023 PROP 13 & STATE REVENUE Forestville Union 237 224 $3,814,093 $5,251,449 $9,065,542 Fort Ross Elementary 21 14 $423,530 $961,527 $1,385,057 Geyserville Unified 232 211 $3,125,733 $5,251,332 $8,377,065 Gravenstein Union 761 768 $3,686,973 $11,510,815 $15,197,788 Guerneville 1,341 360 $2,626,603 $10,420,765 $13,047,368 Harmony Union 652 504 $2,987,550 $15,938,556 $18,926,107 Healdsburg Unified 1,440 1,240 $24,884,483 $30,203,226 $55,087,709 Horicon 69 56 $1,873,061 $2,447,780 $4,320,841 Kashia 15 8 $129,627 $401,972 $531,599 Kenwood 138 113 $2,540,954 $3,361,260 $5,902,214 Liberty 834 1,559 $7,978,260 $24,662,866 $32,641,125 Mark West Union 1,444 1,305 $9,056,420 $21,878,547 $30,934,967 Monte Rio Union 84 59 $1,474,447 $1,629,524 $3,103,971 Montgomery Elementary 33 21 $599,609 $998,545 $1,598,153 Oak Grove Union 1,241 1,217 $3,338,860 $20,163,280 $23,502,140 Old Adobe Union 2,091 1,973 $13,407,489 $32,468,359 $45,875,848 Petaluma City Elementary 2,463 2,410 $16,926,204 $38,093,713 $55,019,917 Petaluma Joint Union High 5,358 4,926 $33,498,261 $0 $33,498,261 Piner-Olivet Union 1,261 1,235 $6,936,519 $21,568,670 $28,505,189 Rincon Valley Union 3,307 3,072 $22,343,216 $45,985,597 $68,328,814 Roseland 2,912 2,766 $9,970,349 $82,510,554 $92,480,903 Santa Rosa City Elementary 4,992 4,861 $33,094,511 $86,229,862 $119,324,373 Santa Rosa City High 11,104 10,179 $83,495,319 $0 $83,495,319 Sebastopol Union 900 764 $6,765,546 $14,781,467 $21,547,013 Sonoma Co Office of Ed 547 317 $24,639,127 $0 $24,639,127 Sonoma Valley Unified 4,329 3,626 $54,502,755 $84,091,436 $138,594,192 Twin Hills Union 1,207 959 $4,536,992 $17,087,596 $21,624,589 Two Rock Union 166 133 $471,660 $2,176,752 $2,648,412 Waugh 854 775 $2,905,495 $9,754,259 $12,659,753 West Side Union 178 137 $1,539,551 $2,193,475 $3,733,027 West Sonoma County Union 1,933 1,588 $14,566,675 $28,635,515 $43,202,189 Wilmar Union 243 219 $1,805,125 $3,015,378 $4,820,503 Windsor Unified 5,165 4,727 $29,372,124 $71,312,846 $100,684,969 Wright 1,480 1,279 $6,404,265 $23,976,901 $30,381,167 Total 69,734 64,375 $502,103,660 $888,329,216 $1,390,432,876 Note: the state report on ADA $ aggregates high school and elementary districts while population data is split and the State report doesn't include the SCOE schools
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Findings & Recommendations
8 findings
F1:
There are no material flaws or uncorrected defects (e.g., machine errors, fraudulent ballots being cast, or miscounting votes) that impair the overall integrity of the election process. The Grand Jury also finds that while ROV executes all procedures effectively, there are nonetheless documentation gaps that lead to situations where institutional knowledge is not entirely committed to paper.
Related Recommendations (1)
R1:
By September 1, 2024, ROV develop and begin execution of an ongoing process designed to ensure that internal procedural documentation is created and kept current.
F2:
ROV executes prescribed election procedures with proper management controls in place to ensure full compliance with all applicable requirements.
Related Recommendations (1)
R2:
By June 30, 2025, the Board of Supervisors develop and approve a long-term plan to provide ROV with a facility that better accommodates space and physical security requirements.
F3:
ROV ensures that the technology systems and services, including information security and cybersecurity measures, used in an election are properly installed, maintained, and validated for accuracy before all elections.
Related Recommendations (3)
R3a:
By August 31, 2024, the Board of Supervisors and ROV develop and implement a plan for enhancing existing ROV security measures and developing new security measures based on recurring threat assessments and recommendations by qualified authorities.
R3b:
By July 31, 2024, ROV create and maintain a record of all incidents of abusive or threatening behavior to support future risk and threat assessment analysis.
R3c:
By July 31, 2024, ROV evaluate all recommendations that resulted from its meeting with the Emergency Management Department and establish an implementation schedule for the recommendations it adopts.
F4:
ROV employees and Vote Center poll workers have been subjected to abusive behavior and to direct and implied threats of physical violence in the past and may be exposed to similar threats in the future. ROV’s threat mitigation profile would be enhanced (and operational efficiency would be streamlined) if ROV was moved to a larger and more defensible space.
Related Recommendations (1)
R4:
By December 31, 2024, the Board of Supervisors allocate resources for a project to create a publicly accessible Sonoma County elections database to enable ready
F5:
The citizen poll workers who contribute many hours of service during an election are an indispensable ROV resource whose continued support is essential.
F6:
The current state of election integrity found in Sonoma County did not occur by accident, but rather by the continued interest and active engagement of a majority of Sonoma County citizens who register and vote.
F7:
ROV promotes transparency through community outreach and communication with the public leading up to and after an election.
F8:
While ROV carefully preserves the results of all elections, it has neither historical data collection nor reporting capability that would enable comprehensive analysis of past election results.
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Additional Recommendations
3
Not linked to specific findings.
R1:
By July 31, 2023, The City SCM, An examination of transactions from the The Grand Jury of Sonoma contacts the SCC Cemetery Enterprise was carried out. It acknowledges that this 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, City of Sonoma will develop a Procedures manual for the City of Sonoma acknowledges that this SCC Recommendation will policies and procedures manual 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 Consulting The Grand Jury City of Sonoma conducts a SCC Group presented a Cemetery Action acknowledges that this thorough review of the Update to the City Council. Based on the Recommendation has been implemented. Cemetery Endowment Fund. report, the City Council approved a 2023- The Grand Jury is aware that 2024 Cemetery Price Lists including the City of Sonoma has cited Endowment Fund contributions that will their intention, in their fiscal bring Endowment Fees in line with current year (2022-2023) goals, to costs and market conditions. 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 included in that analysis. (F3, issue of operational losses, and then
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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. June 2024 -2022 Continuity Follow-up
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 assets Yes 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. June 2024 -2020 Update SONOMA COUNTY SHERIFF-CORONER'S OFFICE: The Resurrection of a Coroner’s Office Unresolved Recommendations and Implemented 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. June 2024 Sonoma County Civil Grand Jury Back row standing, L to R: Robert Harjo, Kelly Williams (Treasurer), Joel Reynolds, Rob Hunter (Foreperson), Marc Andrade, Mark Rudow, Mary Selhorst, Tom McMains Middle row standing L to R: Ed Berberian (Foreperson Pro Tem), Julie Wilcox (Judicial Assistant), The Honorable Shelly Averill (Presiding Judge), Anne Dorfman, Richard Gulson, Tracy Burt, Anne Jewell, Steve Beubis Front row kneeling L to R: Lorna Schrader, Karen Rocco, Bob Goetzinger, Colleen Keegan (Not pictured: Connie Joseph) June 2024
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. June 2024 -2022 Continuity Follow-up
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? Unresolved Recommendations and Implemented 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. June 2024 -2022 Continuity Follow-up 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. June 2024 -2022 Continuity Follow-up ROHNERT PARK ELECTION DISTRICTS: Transitioning from At-Large to District-Based Elections Unresolved Recommendations and Implemented Current Status
Findings & Recommendations
4 findings
F1:
Sonoma County’s Fire Safety Ordinance permits “Same Practical Effect” mitigation within the SRA that is inconsistent with the Grand Jury’s interpretation of the State Minimum Fire Safety Regulations.
F2:
Permit Sonoma is permitting development exceptions within the State Responsibility Area that are not congruent with the Grand Jury’s interpretation of the State Minimum Fire Safety Regulations.
F3:
Fire Safety mitigation approvals are considered by Permit Sonoma on a case-by-case basis during the permit application process but are not always publicly noticed or reviewed when issued.
F4:
Citizen and first responder safety is properly considered during permit review and approval, and local firefighter leadership believe that Permit Sonoma is doing its job RECOaMppMroEpNriaDteAlyT. IONS
Additional Recommendations
4
Not linked to specific findings.
R1:
By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to publish an applicant’s guide to fire safety ingress and egress requirements and mitigation procedures for applications on roads that don’t meet FSR requirements. all
R2:
By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to include administrative review of exceptional fire safety mitigation plans to the list of permits needing approval by either Permit Sonoma Design Review Committee or Permit Sonoma Project Review Advisory Committee.
R3:
By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to meet and confer with all independent Fire Prevention agencies to review its mitigation and appeal procedures by February 1, 2025.
R4:
By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to identify and map all roads within the SRA that don’t meet State FSR standards and publish that map on
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Additional Recommendations
14
Not linked to specific findings.
R1:
Sonoma Water review and establish viable options for accelerating how Yes rapidly the highest-priority mitigation measures are being funded and implemented, by December 31, 2019. Current Status: This recommendation was addressed in the publication Regional Water Supply Resiliency.
R2:
By September 30, 2021, the Sheriff’s Office develop a new Partially communications model to provide for sufficient telephone kiosks to allow the inmate population free telephone and video visitation for at least 90 minutes per week until such time as a new communication contract is in effect. Current Status: According to the Sheriff’s Office, inmates are allowed 70 minutes of phone calls per week at a cost to them of $.07 per minute. Prior to Covid, inmates were charged $.21 per minute. There are no additional telephone kiosks in place and there are no video visits.
R3:
The Valley of the Moon Water District and the City of Sonoma interconnect Yes their distribution systems and establish an agreement for sharing water during emergencies by December 31, 2020. Current Status: The two agencies have connected their water distribution systems and have a plan for sharing water during emergencies.
R4:
Sonoma Water, Valley of the Moon Water District, the City of Sonoma, Yes Permit Sonoma, and the California Department of General Services form an agreement by October 31, 2020, that potable water storage facilities at Sonoma Developmental Center shall remain active and available for shared access during emergencies. Current Status: This recommendation was addressed in the publication Regional Water Supply Resiliency.
R5:
The Valley of the Moon Water District accelerate its program for expanding Yes well capacity and water storage by December 31, 2020. Current Status: VOMWD has added two new wells, Pedroncelli and Craig.
R6:
The Valley of the Moon Water District establish specific emergency water- Yes use restrictions and communicate them to its customers by September 30, 2020. Current Status: A Water Management Plan and website have been established.
R7:
By September 30, 2020, the Valley of the Moon Water District inform Yes customers annually, or when conditions change, regarding risks and deficiencies in the emergency water supply and any actions taken to mitigate them. Current Status: Information is shared with customers regularly via the website and inserts included with customer bills. SONOMA VALLEY REGIONAL WATER RESOURCES: Water for a Changing future Unresolved Recommendations and Implemented 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. 20
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding 6 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:
By December 31, 2022, the Board of Supervisors and County Partially 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. Current Status: DHS responded that it hired an equity manager in March of 2022 who was then hired away by Marin County. Recruitment is underway to fill this position. DHS developed an equity plan in December of 2022.
R14:
By December 31, 2022, the Board of Supervisors direct the County Partially 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. Current Status: DHS responded that it published an internal newsletter, DHS Connect, in the fall of 2022. Video clips of DHS employees were produced in November of 2023 and used in promotional material to recruit staff.
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 Unresolved Recommendations and Implemented Current Status
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Additional Recommendations
14
Not linked to specific findings.
R1:
The Board of Supervisors, working in conjunction with the Sheriff’s Office Yes and the Coroner’s Office Lieutenant, identify a new location for the Coroner’s Office and Morgue facility by December 1, 2020. Current Status: The Coroner’s Office has moved to 2796 Ventura Ave. in Santa Rosa. HOMELESS YOUTH: Sonoma County in Dubious First Place Unresolved recommendations and Implemented Current Status
R2:
Sonoma County Community Development Commission increase the number Yes of shelter beds for homeless youth, keeping in mind the needs for safe space for young people, by February 28, 2021. Current Status: The number of beds for homeless youth has increased relative to the current number of homeless people, as noted in the 2023 Point in Time report.
R3:
The Leadership Council adopt a plan to deal with homeless encampment Yes emergencies by December 31, 2020. Current Status: A protocol for dealing with encampments is now in place based on recommendations to the Leadership Council in 2021.
R4:
The Sonoma County Board of Supervisors develop a funding source for Yes consistent and predictable funding of homeless programs by December 31, 2021. Current Status: Funding sources have been identified by the Continuum of Care Council.
R5:
Sonoma County Department of Health Services establish a drug and alcohol Yes program specifically designed to treat youth with substance abuse disorders, by February 28, 2021. Current Status: DHS has established a Substance Use Disorder program for youth located at 2255 Challenger Dr. in Santa Rosa.
R6:
The County of Sonoma Board of Supervisors direct the County Yes Administrator to develop a methodology for tracking all costs of homeless services and programs across County agencies by June 30, 2021. Current Status: Funding for countywide homeless services is identified in the Budget Binder memo. EMERGENCY WATER SHORTAGES IN SONOMA VALLEY: The Situation Has Worsened Unresolved Recommendations and Implemented Current Status
R7:
By September 30, 2020, the Valley of the Moon Water District inform Yes customers annually, or when conditions change, regarding risks and deficiencies in the emergency water supply and any actions taken to mitigate them. Current Status: Information is shared with customers regularly via the website and inserts included with customer bills. SONOMA VALLEY REGIONAL WATER RESOURCES: Water for a Changing future Unresolved Recommendations and Implemented 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. 20
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding 6 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? Unresolved Recommendations and Implemented 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 Unresolved Recommendations and Implemented Current Status
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Additional Recommendations
14
Not linked to specific findings.
R1:
The Board of Supervisors, working in conjunction with the Sheriff’s Office Yes and the Coroner’s Office Lieutenant, identify a new location for the Coroner’s Office and Morgue facility by December 1, 2020. Current Status: The Coroner’s Office has moved to 2796 Ventura Ave. in Santa Rosa. HOMELESS YOUTH: Sonoma County in Dubious First Place Unresolved recommendations and Implemented Current Status
R2:
Sonoma County Community Development Commission increase the number Yes of shelter beds for homeless youth, keeping in mind the needs for safe space for young people, by February 28, 2021. Current Status: The number of beds for homeless youth has increased relative to the current number of homeless people, as noted in the 2023 Point in Time report.
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. 2
R5:
Sonoma County Department of Health Services establish a drug and alcohol Yes program specifically designed to treat youth with substance abuse disorders, by February 28, 2021. Current Status: DHS has established a Substance Use Disorder program for youth located at 2255 Challenger Dr. in Santa Rosa.
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 Unresolved Recommendations and Implemented 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. 20
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding 6
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? Unresolved Recommendations and Implemented 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 Unresolved Recommendations and Implemented Current Status
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Additional Recommendations
14
Not linked to specific findings.
R1:
The County Administrator’s Office (CAO) will create and maintain policy Yes and procedural manuals for each Department of Health Services (DHS) department and desk manuals for all positions in the Fiscal and Behavioral Health Divisions. Current Status: In October of 2023, the CAO office confirmed that the DHS fiscal team has fulfilled the 2018-19 Grand Jury recommendation to improve Behavioral Health budget practices and that the DHS is adhering to the County’s Financial and Budget policies, reviewed and approved by the Board annually. Also see the DHS response to R5.
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. 2
R5:
MADF reevaluate its policy on the use of support medications for opioid Yes abuse reflecting current best practices by December 31, 2019. Current Status: A Medication Assisted Treatment (MAT) program was implemented on April 1, 2021. The program is designed for patients who were started on MAT medications (Methadone, Naltrexone, Buprenorphine) in the community within three months prior to incarceration. Currently, the MADF MAT program is for continuation only, but on release participants are provided tools for successful community reentry. These include community clinical appointments, Narcan, educational pamphlets and a list of community resources. Nasal Narcan is also offered and provided to known opiate users not eligible for MAT. A substance abuse counselor conducts weekly individual counseling sessions with all MAT patients. All MAT patients take part in evidence-based, curriculum-oriented substance abuse recovery programs. THE BEHAVIORAL HEALTH BUDGET: A Perfect Storm Unresolved Recommendations and Implemented Current Status
R6:
The County Administrator and General Services Director (GSD) will assign Yes resources such as sufficient staffing for determining and setting deferred- maintenance valuations. Current Status: Valuations and prioritization of deferred-maintenance needs were presented to the Board of Supervisors (BOS) on September 9, 2019. On September 24, 2019, the BOS approved funding for these projects.
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. 5
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. 20
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding 6 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? Unresolved Recommendations and Implemented 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 Unresolved Recommendations and Implemented Current Status
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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:
MADF add discharge planning hours to strengthen hand-offs to appropriate Yes health care providers by December 31, 2019. Current Status: MADF currently has a medical-dental contract with .6 FTE dedicated to discharge planning and an RFP for a substance-use disorder program vendor. This RFP includes a 1.0 FTE discharge planner. 3
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. 2
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 Unresolved Recommendations and Implemented 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. 20
R12:
Sonoma County Community Development Commission establish and Yes budget for a Youth Action Board to improve the chances of federal funding 6 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? Unresolved Recommendations and Implemented 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 Unresolved Recommendations and Implemented Current Status
Findings & Recommendations
7 findings
F1:
DHS contracting practices and procedures are chaotic, inefficient, and R1. By December 31, 2024, DHS will initiate regular public reports of the take too long. This results in delayed execution of contracts, delays in programs for which an award has been or is intended to be made vendor payments, and local County health services missing for (including those programs without a contractor), the contracts in extended periods. effect, the date of execution of every contract, the contract term, and
F2:
DHS processes for procurement needs identification, RFP generation, explanations for any contracts not executed prior to the effective and competitive sourcing take too long to execute and aren’t clearly service start date (F1, F2). competitive. R2. By November 1st, 2024, DHS and County Human Resources
F3:
Chronic short staffing and employee turnover have led to a significant departments shall submit a recruitment and retention plan to the loss of institutional knowledge. County Executive to reduce DHS vacancies to no more than 10% of
F4:
Inadequate delegation of authority and a toxic work culture inhibits authorized non-field positions. (F3, F4) individual decision-making and contributes to DHS’s failure to R3. By December 31, 2025, the Board of Supervisors will request, and perform effectively. County Auditor will complete and publish, a comprehensive audit
F5:
DHS Fiscal and County general accounting process doesn’t require or report on DHS procurement processes and procedures, contract retain all information needed for post-fact analysis of who is being administration oversight and compliance with County procurement paid, whether the payment was the result of a no-bid contract, or policy and publicly present said report to the Board of Supervisors. (F1, whether payment documentation matches funding source F3, F6, F7) requirements.
F6:
County Purchasing and Internal Audit failed to require that DHS follow implement a system that ensures all no-bid and sole-sourced contracts mandated procurement policies. are identified, accounted for as such, publicly reported, and have
F7:
The BoS failed to require changes to DHS procurement procedures required supporting documentation and waivers on file. (F3, F4, F5 F despite published reports that DHS has been violating County procurement policy. Main Adult Detention Facility: Déjà Vu All Over Again Every year, the Civil Grand Jury is required to visit jails in Sonoma County. This year, the Civil Grand Jury focused on the Sonoma County Main Adult Detention Facility (MADF), commonly known as the “County Jail”. You may have read a prior Grand Jury report similar to this one; it might have had a different catchy title, like “The Jailhouse Rocks” or “Up Against the Wall” or “Death by Incarceration” but the point is the same. Problems at the Sonoma County Jail are persistent. Why are they so difficult to solve? Part of the answer is that nearly half of the inmates in our jail have been diagnosed with a mental illness: MADF houses the largest concentration of mentally ill people of any County-run facility. But the County Jail isn’t a care-giving facility for people suffering from mental illness; the building was never intended to safely hold this population and the corrections staff isn’t trained to effectively treat them. Compounding the issue, inmates are suffering from an inordinate amount of “in-cell” time. The MADF facility was designed as a “Direct Supervision” facility, where inmates could spend several hours a day outside of their cells. During our investigation, however, inmates were lucky to get out of their cells for 30 minutes a day. What is the reason for this? BACKGROUND Historically, county jails have housed inmates serving short sentences and arrestees awaiting trial, while state prisons housed convicts serving longer sentences and/or needing more substantial facilities. By 2011, California's state prisons were seriously overcrowded, and a federal court required the State to reduce its state prison population. A Stanford Criminal Justice Center publication 3 describes the State’s response to Assembly Bill 109 (The Public Safety Realignment Act) but in short, the inmate population in county jails 3 https://law.stanford.edu/stanford-criminal-justice-center-scjc/california- realignment/ The full text of all the Grand Jury’s reports is available at any county library or online at www.sonomagrandjury.org significantly changed with the passage of AB109, and the MADF was forced THE INMATE EXPERIENCE to change as well. The MADF has a rated capacity of 912 inmates, but the makeup of the The largest change has been in the number of mentally ill inmates housed present inmate population does not allow the use of all beds: inmates with in the MADF. Twenty years ago, 15% of the inmate population suffered from mental health issues may require special separation from the general mental illness, eight years ago, 40% of inmates at the adult detention population and gang rivalries may require member segregation for both facilities (North County Detention Facility (NCDF) and MADF) had some staff and inmate safety. As a result, the number of usable beds can change form of mental health issue. Today nearly 50% of MADF inmates suffer daily; the currently available bed count is 864. The number of inmates in from mental illness. the jail fluctuates between 700 and 850. Mentally ill inmates spend even more time in their cell than other inmates THE ROAD NOT TAKEN due to their need for increased supervision; for example, an inmate In 2015, Corrections officers started working on an innovative solution to classified as Seriously Mentally Ill (SMI) requires 3 correctional deputies to the growing problem of mentally ill inmates: a Behavioral Health extension move and monitor them during OCA. As you might imagine, these to the MADF. This jail unit was designed to house and treat 72 mentally ill conditions can aggravate already existing mental health issues. Wellpath, inmates, with cells, space and medical offices created to meet these inmates’ the contracted vendor that provides basic medical and mental health special needs.4 The County and Sheriff’s Department applied to the services to inmates, works with CO’s to form a mental health team that California Board of Corrections for a construction grant to build the addresses acute situations but there is no individual mental health extension; the $44,675,000 budget was approved in 2017 to break ground counseling offered. The Wellpath psychiatrist prescribes medication to in 2018 and be operational by 2019. alleviate acute symptoms, but telehealth psychiatric consultations (while Unfortunately, county budget and construction resource constraints after offered) are in limited supply and challenging to schedule. the Tubbs fire put the plan on hold, and then the COVID pandemic came The bottom line is that being an inmate in the MADF is unpleasant. If you along and… 7 years later, state construction funds are still available but are an inmate with mental health issues, your experience is most likely building costs are up: the construction cost estimate has now risen to excruciatingly unpleasant. Staffing shortages are currently being approximately $60,000,000. vigorously addressed by the SCSO. These efforts should result in more OCA A facility like this would improve confinement and treatment for mentally time but there is reason to be doubtful; currently OCA is significantly below ill inmates, would free up time for CO’s in the general population modules, Title 15 requirements for most inmates. Can we really expect sustained and would increase Out of Cell Activity time (OCA) for prisoners in the change for mentally ill inmates? Unless there are significant improvements, MADF. It can only be built with sponsorship by the Board of Supervisors— we will be reading a similar version of this report again in the year 2034. the need is clear, and the plan is still good. Discharge planning is vital for mentally ill inmates reentering the community. Typically, more than a third of newly released inmates were homeless at time of arrest. Many have medical issues that require a physician’s care and medication; substance abuse disorders need treatment and access to recovery services. Mental health problems require ongoing support and monitoring. STAFFING A corrections officer’s principal job is to maintain a safe and secure environment for inmates in their charge. It takes more than muscle to do a good job; they must also be highly observant and attuned to their environment. The influx of inmates with mental health issues means they need to recognize (sometimes subtle) signs of emotional instability and be effective communicators to defuse situations that could become violent. Corrections officers as a group are more likely to experience violence, stress, burnout, mental health challenges and divorce than other law enforcement personnel. In fact, correctional officers are twice as likely to THE MADF TODAY experience Post-Traumatic Stress Disorder (PTSD) as military veterans MADF was built to house three types of inmates: people being held who have served active duty.5 pending Court proceedings, people convicted by the court and sentenced to Staffing shortage the county jail, and people incarcerated pending transportation to other facilities (i.e., state prison). Correctional institution understaffing is a nationwide problem, and Sonoma County is no exception. The staffing shortage predates the Each cell is discrete with solid block walls and windowed metal doors; pandemic but was exacerbated in 2020 by a County-wide hiring restriction there are no iron cages. Most of the cells house a single individual with a followed by a wave of retirements from 2022-2024.The 2024 MADF bed and toilet. Cells open up to large common areas where inmates can budget has 179 Correctional Officers but the 165 on-board correctional staff congregate for a variety of activities. includes 27 who just graduated at the end of April, 44 hired earlier in 2024, and 43 unavailable because of injury, medical leave, or “processing out” (retirement). This leaves only 122 officers actually available to work —and 4 https://sonoma.courts.ca.gov/system/files/countydetentionfacilities2015- 5 https://americanaddictioncenters.org/rehab-guide/corrections-officers 2016.pdf The full text of all the Grand Jury’s reports is available at any county library or online at www.sonomagrandjury.org 71 of them are such recent hires that they aren’t yet allowed to work Hiring and retaining Correctional Officers needs to be the highest priority. independently. SCSO has made real progress: recruitment and hiring have gone up and Short staff means more lockdowns and very little OCA, causing higher mandatory overtime has gone down. The Sheriff’s May newsletter inmate frustration and aggression, which makes the CO’s job more announced that Detention will be fully staffed this summer. Now, attention difficult. Mandatory overtime was required to keep the staffing at a bare- needs to turn to retaining the best officers and replacing any staff that bones level, resulting in exhausted CO’s working up to 100 or more extra doesn’t measure up. hours per month per officer. Excessive overtime impacted the SCSO Robust substance abuse treatment services are needed inside and outside detention budget, but it had an even more detrimental impact on staff: the jail. Two recent developments are encouraging.: in March 2024, the fatigue, low morale, stress and burnout, and increased threats to safety and BoS authorized SCSO to execute an agreement with GEO Reentry Services security for both staff and inmates. To its credit, the Sonoma County to provide substance use disorder treatment services to MADF inmates; Sheriff’s Department tried various ways to reduce mandatory OT and ease outside the jail, the “Dr. Sushma D. Taylor Recovery Center” will soon stress on officers and inmates, including contracting with Solano County to provide medically managed withdrawal services for low-income male house up to 75 Sonoma County inmates. However, these are only patients, with 50 beds for those in our county struggling with addiction. temporary remedies; hiring, and keeping correctional staff, is the most Sustained commitment and collaboration are essential to continued important strategy to alleviate these conditions. improvement. The Board of Supervisors, and Sheriff’s Office must work Recruitment and Retention together to find (and fund) solutions to the problems facing the MADF staff Why has it become so difficult to hire and keep correctional deputies in and the inmates under their authority. Sonoma County? The pool of qualified candidates is shrinking; police work FINDINGS (especially corrections) has decreased as a career choice during the past
Additional Recommendations
5
Not linked to specific findings.
R1:
health needs. officers impact the staffing shortage and mandatory overtime rates. By December 31, 2024, the Board of Supervisors will develop a plan to
R3:
health needs into account. are doing the best they can under difficult circumstances and chronic staff shortages. Turnover and the ensuing loss of institutional knowledge is an By December 31, 2024, SCSO will provide all eligible inmates at least issue. The result is that MADF has had difficulty offering and maintaining ten hours of OCA per week. inmate programs and providing out of cell time and activities. Although R4. By June 30, 2025, the SCSO will have a vacancy rate in its Corrections improvements are being made, there is more that should be done to Unit of less than 10%. improve the situation for everyone involved.
R4:
By January 1, 2025, County Purchasing and the County Controller shall
R5:
By December 31, 2024, mandated monthly overtime for SCSO Corrections Officers will average no more than 25 hours a month.
R6:
The full text of all the Grand Jury’s reports is available at any county library or online at www.sonomagrandjury.org
Additional Recommendations
1
Not linked to specific findings.
R1:
By July 31, 2023, The City of Sonoma contacts the California SCM An examination of transactions from the Cemetery Enterprise was Recommendation Department of Tax and Fee Administration to establish SCC carried out and determined that tangible items were not subject to a has been procedures to collect, report, and pay sales tax on tangible sales tax. The Cemetery Enterprise has arranged to pay sales tax when implemented. items sold at the cemeteries. purchasing these items; the CDTFA judged this an allowable practice.