Sutter County Grand Jury
2025-2026
Findings & Recommendations
8 findings
F1:
The Board of Supervisors agrees with this finding.
Related Recommendations (1)
R1:
This recommendation has not yet been implemented, but will be implemented in the future,
F2:
The Board of Supervisors wholly disagrees with this finding. The County has not participated
Related Recommendations (1)
R2:
This recommendation will not be implemented because it is not warranted or is not
F3:
The Board of Supervisors partially disagrees with this finding. The SBRAA has control of the
Related Recommendations (1)
R3:
This recommendation has not yet been implemented, but will be implemented in the future,
F4:
The Board of Supervisors wholly disagrees with this finding. On multiple occasions, FAA staff
Related Recommendations (1)
R4:
After a thorough evaluation of the recommendation and extensive discussion regarding operational, fiscal, and service delivery implications, the Commission respectfully disagrees with the recommendation and offers the following rationale to support its position. Since March 2020, SCCFC has operated under a permanent, Commission-approved field-based service model designed to enhance access, equity, and efficiency. In August 2020, the Commission formally authorized remote work as a standard operational approach. In January 2021, SCCFC subleased its central office space to another County department following a strategic reassessment of service delivery needs and infrastructure usage. This model, reaffirmed in 2021 following input from families, community partners, and staff, has significantly expanded the Commission's reach and impact. By eliminating reliance on a fixed office location, SCCFC has been able to deliver services directly in the community, meeting families where they are: in schools, libraries, parks, health clinics, museums, and other trusted settings. <b>Demonstrated Impact:</b> Since the implementation of this model, SCCFC has more than doubled the number of children and caregivers served annually: Individuals Served Fiscal Year 12,621 2020-21 15,413 2021-22 ....................................... 2022-23 34,109 33,548 2023-24 This growth illustrates how community-based service delivery has enhanced accessibility, trust, and relevance, particularly for rural, system-involved, and underserved families. Sutter County Board of Supervisors Response to 2024-25 Grand Jury Final Report Governance and Accountability Framework: The field-based model is governed by policies developed in collaboration with Sutter County Counsel and Human Resources. Key components include: Formal Remote Work Policy and signed Telework Agreements Commission-insured home-based workstations with secure equipment ٠ Weekly check-ins, shared calendaring, and activity tracking Safety monitoring protocols and clear performance expectations These measures ensure staff accountability, service continuity, and operational transparency. Fiscal Responsibility and Sustainability: With declining Proposition 10 revenue, projected to comprise less than 39% of SCCFC's FY 2025- 26 budget, and a statutory 20% administrative cost cap, the Commission must prioritize investments in direct services. Reinstating a central office would divert essential funds toward: Rent or lease fees Utilities, janitorial, and pest control Building maintenance and A-87 overhead Security and administrative facility support ٠ Such expenses would not be reimbursable under most public or grant funding sources and would reduce the Commission's ability to meet the needs of young children and their families. Continued Community Leadership: SCCFC remains an active leader in early childhood systems transformation, delivering high- quality, evidence-based programs such as: Home visiting and parenting education (e.g., Incredible Years) ٠ Community Health Worker outreach, developmental screenings, and navigation • Perinatal and maternal mental health programs Child safety initiatives, including car seats, bike helmets, and life jackets • Basic needs support (e.g., diaper distribution) • Multi-disciplinary team coordination and trauma-informed care Community referral systems, including the FindHelp platform Provider education, policy engagement, and systems-building efforts These initiatives are only possible due to the Commission's ability to remain lean, responsive, and focused on what matters most: impactful, equitable service delivery. We respectfully request that the Board of Supervisors support the Commission's decision to maintain its current field-based model and formally disagree with
F5:
The Board of Supervisors wholly disagrees with this finding. The County received clarification
Related Recommendations (1)
R5:
This Recommendation has not been implemented, but will be implemented in the future by
F6:
The Board of Supervisors is not required or invited to respond to this Finding.
Related Recommendations (1)
R6:
The Board of Supervisors is not required or invited to respond to this Recommendation.
F7:
The Board of Supervisors is not required or invited to respond to this Finding.
Related Recommendations (1)
R7:
This Recommendation will not be implemented because it is not warranted, since most of the
F8:
The Board of Supervisors agrees with this finding. Sutter County does not have an application
Related Recommendations (1)
R8:
This recommendation has been implemented. The SUBG Prevention allocation is established
Additional Recommendations
1
Not linked to specific findings.
R9:
This recommendation has been implemented. HHS employs a team of prevention staff who