Trinity County 2008-2009 - California Grand Jury Reports

June 30, 2009 — Audit Compliance and Investigation

19 pages 2 findings 2 recommendations

Findings & Recommendations 2 findings

F1: The Auditor-Controller reported that all 2007 audits had been received. The 2008 audits, due June 30, 2009, have been received from all but Hayfork Fire, Post Mountain Public Utility District (PUD), Salyer Community Services District (CSD), and Ruth Lake CSD as of May 13, 2009. (Attachment 3).

Related Recommendations (1)

R1: The committee hopes that all special districts continue to remain compliant and that those listed above get theirs in on time. The Grand Jury should continue to monitor compliance.

F2: The committee gathered information on the cost of the audits to the special districts from responses to the questionnaire. The small volunteer fire departments and CSDs spend around $2,000 per year on their audits; the range was from $1,200 for Hayfork Parks and Recreation District to $2,150 for Lewiston CSD. Hayfork Fire Protection District paid $2,600 for its biannual audit, and the Ruth Lake CSD paid $3,000. The larger entities, such as the Mountain Community Health Services District, Trinity PUD, and the Trinity County Water Works District No. 1 all pay much more for more involved audits. (See attachment 4.) JUDY PFLUECJER JUDY MORRIS ROGER JAF.GEL HOWARD FREEMAN WENDY REISS DISTRICT I DISTRICT 2 DISTRICT 3 DISTRICT 4 DISTRICT 5 —119— Response: Agree with the finding.

Related Recommendations (1)

R2: Many of the small fire departments do not have tax-based income, but rely only on donations and proceeds from working with CalFire and Forest Service. The annual burden of the audit cost should be reduced, perhaps by applying for a bi-annual audit (see Attachment 1 for the process). CONCLUSION: The Special Districts Committee has concluded that all special districts are currently in compliance with their responsibility to file audit reports with the Trinity County Auditor- Controller's office. The Grand Jury encourages the Board of Supervisors to give the small volunteer districts relief in the form of two or five-year audits. The money saved could help them procure needed equipment or training. RESPONSES REQUIRED: Entity Findin q/Recommendation Respond in Board of Supervisors 1,2 90 days Auditor-Controller 1 60 days Hayfork Fire Protection District 1 60 days Post Mountain PUD 1 60 days Salyer CSD 1 60 days Ruth Lake CSD 1 60 days W MS Document Retrieval o f 8 ATTACHMENT 11 CALIFORNIA CODES GOVERNMENT CODE SECTION 26900-26915 26900. The auditor shall examine and settle the accounts of any persons indebted to the county or holding money payable into the county treasury, and shall certify the amount to the treasurer. Upon the presentation and filing of the treasurer's receipt therefor, the auditor shall give to such person a discharge and charge the treasurer with the amount received by him. 26901. The county auditor may require any person or officer indebted to the county or holding money payable into the county treasury to make an oath as to the total amount of money payable by him to the county or into the county treasury, and on what account. 26902. "Money payable into the county treasury," as used in Sections 26900 and 26901, includes money belonging to estates of deceased persons and required by law to be paid to the county treasurer, taxes on inheritances and transfers, any money deposited by order of court, and any other money deposited with the county treasurer by virtue of any official authority whatever. 26903. Whenever money or credits, or evidences thereof, are transmitted to the county treasurer by any state officer or employee for deposit in the county treasury or in the treasury of any political subdivision, public or municipal corporation, or district of which the county treasurer is the treasurer, the transmitter shall at the time of the transmission also transmit to the county auditor a notice stating the following: (a) The amounts of money or credits or evidences thereof transmitted. (b) The mode of transmission and the date when the transmitter placed the money or credits, or evidences thereof, in course of transmission or deposited them with the county treasurer. (c) A description of the money or credits, or evidences thereof, and the purpose for which transmitted. The auditor shall file the notices in his office and shall notify the treasurer of their receipt. 26904. The auditor shall keep accounts current with the treasurer, and when any person deposits with the auditor any receipt given by the treasurer for any money paid into the treasury, the auditor shall file the receipt and charge the treasurer with the amount. 26905. Not later than the last day of each month, the auditor shall —105— http://info.sen.ca.gov/cgi- binlwaisgate? W AISdocID=23113126686+2+0+0&W 5/13/2009 AISaction—... ot 8 reconcile the cash and investment accounts as stated on the auditor' s books with the cash and investment accounts as stated on the treasurer's books as of the close of business of the preceding month to determine that the amounts in those accounts as stated on the books of the treasurer are in agreement with the amounts in those accounts as stated on the books of the auditor. 26906. Any money other than taxes erroneously paid into the county treasury may be returned to the person paying it in upon a warrant drawn by the auditor on the order of the board of supervisors based upon such voucher as shows proper evidence of the facts. The board of supervisors may, by resolution, authorize the auditor to act in lieu of and with the same authority as the board of supervisors in ordering the return of such money. If the board of supervisors authorizes the auditor to make such refunds in lieu of and with the same authority as the board, the auditor shall periodically, but not less than annually, file a report with the board listing all such refunds. 26906.1. The county auditor, with the approval of the board of supervisors, may impound the disputed revenues of any tax upon secured or unsecured property, levied and collected by the county for the county or any revenue district, whenever, pursuant to Chapter 5 (commencing with Section S096), Part 9, Division 1 of the Revenue and Taxation Code, a claim or action is filed for the return of the revenues, or the auditor reasonably anticipates that the tax may be refunded in whole or in part. The county auditor shall continue to impound such revenues until the final disposition of the claim or action, or a refund of the tax is no longer anticipated. If, under the final disposition, it is determined that such taxes were properly levied against such property, the auditor shall release the revenues to the county or revenue district. 26907. (a) Notwithstanding Section 26201, 26202, or 26205, the auditor or ex officio auditor may destroy any county, school, or special district claim, warrant, .or any other paper issued as a warrant voucher that is more than five years old, or at any time after the document has been photographed, microphotographed, reproduced by electronically recorded video images on magnetic surfaces, or recorded on optical disk or reproduced on any other medium that does not permit additions, deletions, or changes to the original document and is produced in compliance with Section 12168.7 for recording of permanent records or nonpermanent records if the copy is kept or maintained for five years from the date of the document. A duplicate copy of any record reproduced in compliance with Section 12168.7 for recording of permanent or nonpermanent records, whichever applies, shall be deemed an original. (b) The auditor may make a photographic record of an index or warrant register and may provide for the destruction of the index or warrant register. Any index or warrant register that is over five years old may be destroyed without being photographically or microphotographically reproduced. 26907.1. Notwithstanding the provisions of Sections 26201, 26202, —106— http:/ /info.sen.ca.gov/cgi-binlwaisgate?W AISdocID=23 1 13126686+ 2+0+0& W AISaction=... 5/13/2009 and 26205 of this code, the auditor or ex officio auditor may destroy any county, school or special district bonds or coupons which have been paid or canceled for a period of not less than five years. 26907.2. Notwithstanding the provisions of Sections 26201, 26202, and 26205 of this code, the board may authorize the destruction or disposition of the copies of any county deposit permits or deposit receipts issued by the county auditor which are more than five years old. 26908. Notwithstanding the provisions of Sections 4104.3 and 4104.5 of the Revenue and Taxation Code, the tax collector may, upon order of the board of supervisors, destroy such tax rolls two years after the last current item has been recorded thereon, provided that a photographic record of the tax roll has been made, one copy of which shall be permanently retained. 26908.5. (a) As used in this section "auditor" includes an elected or appointed officer or full-time employee of a county or a special district who is compensated, but does not include an independent contractor. (b) All books, papers, records, and correspondence of an auditor pertaining to his or her work are public records subject to Chapter 3.5 (commencing with Section 6250) of Division 7 of Title 1 and shall be filed at any of the regularly maintained offices of the auditor. However, none of the following items or papers of which these items are a part may be released to the public by the auditor or his or her employees: (1) Personal papers and correspondence of any person providing assistance to the auditor when that person has requested in writing that his or her papers and correspondence be kept private and confidential. Those papers and that correspondence shall become public records if the written request is withdrawn or upon the order of the auditor. (2) Papers, correspondence, memoranda, or any substantive information pertaining to any audit not completed. (3) Papers, correspondence, or memoranda pertaining to any audit that has been completed, which papers, correspondence, or memoranda are not used in support of any report resulting from the audit. 26909. (a) (1) The county auditor shall either make or contract with a certified public accountant or public accountant to make an annual audit of the accounts and records of every special district within the county for which an audit by a certified public accountant or public accountant is not otherwise provided. In each case, the minimum requirements of the audit shall be prescribed by the Controller and shall conform to generally accepted auditing standards. (2) Where an audit of a special district's accounts and records is made by a certified public accountant or public accountant, the minimum requirements of the audit shall be prescribed by the —107— http://info.sen.ca.gov/cgi-bin/waisgate?WAlSdocID=23113126686+2+0+0&W 5/13/2009 in.,' fit Retrieval e Controller and shall conform to generally accepted auditing standards, and a report thereof shall be filed with the Controller and with the county auditor of the county in which the special district is located..„-The report shall be filed within 12-ollt-n-Q.f.. th-e- of thefisca-!' ge---:-:!: ---affiinat-n:--- (3) Any costs incurred by the county a--, incTli"ding c ontracts with, or employment of, certified public accountants or public accountants, in making an audit of every special district pursuant to this section shall be borne by the special district and shall be a charge against any unencumbered funds of the district available for the purpose. (4) For a special district that is located in two or more counties, the provisions of this subdivision shall apply to the auditor of the county in which the treasury is located. (5) The county controller, or ex officio county controller, shall effect this section in those counties having a county controller, or ex officio county controller (b) A special district may, by unanimous request of the governing board of the special district, with unanimous approval of the board of supervisors, replace the annual audit required by this section with one of the following, performed in accordance with professional standards, as determined by the county auditor: (1) A biennial audit covering a two-year period. (2) An audit covering a five-year period, if the special district' s annual revenues do not exceed an amount specified by the board of supervisors. (3) An audit conducted at specific intervals, as recommended by the county auditor, that shall be completed at least once every five years. (c) (1) A special district may, by unanimous request of the governing board of the special district, with unanimous approval of the board of supervisors, replace the annual audit required by this section with a financial review, in accordance with the appropriate professTOiia"l;tandards;- as-ermined by the county auditor, if the following conditions are met: (A) All of the special district's revenues and expenditures are transacted through the county's financial system. (B) The special district's annual revenues do not exceed one hundred fifty thousand dollars ($150,000). . (2) If the board of supervisors is the governing board of the (special district, it may, upon unanimous approval, replace the annual !audit of the special district required by this section with a .financial review in accordance with the appropriate professional standards, as determined by the county auditor, if the special district satisfies the requirements of subparagraphs (A) and (B) of paragraph (1) (d) Notwithstanding the provisions of this section, a special district shall be exempt from the requirement of an annual audit if the financial statements are audited by the Controller to satisfy federal audit requirements. 26910. The auditor may at any reasonable time and place examine the books and records of any special purpose assessing or taxing district located wholly in the county. 26911. Whenever a special district has elected to have its assessments collected by the county on the property tax roll, the —108— http://info.sen.ca.gov/cgi-bin/waisgate?W AlSdocID=23113126686+2+0+0& W AlSaction=... 5/13/2009 district shall transmit to the county auditor, no later than August 10 of each year, a statement of the rates fixed for assessments. 26912. (a) For the purposes of this section, a local agency includes a city, county, city and county, and special district, as such terms are defined in Article 1 (commencing with Section 2201) of Chapter 3 of Part 4 of Division 1 of the Revenue and Taxation Code, if such local agency levied a property tax during the 1977-78 fiscal year or if a property tax was levied for such local agency for such fiscal year, except that the Bay Area Pollution Control District shall be considered a local agency. (b) For the 1978-79 fiscal year only, the amount of revenue derived from levying a tax pursuant to subdivision (b) of Section 2237 of the Revenue and Taxation Code shall be allocated by the county auditor, subject to the allocation and payment of funds, as provided for in subdivision (b) of Section 33670 of the Health and Safety Code, to each local agency, school district, county superintendent of schools, and community college district in the following manner: (1) (A) The auditor shall determine the local agency share of 1978 -79 property tax revenue by dividing the amount of property tax revenue received by all local agencies in 1977-78 by the total amount of property tax revenue received by all local agencies, school districts, community college districts, and county superintendents of schools in the 1977-78 fiscal year, and multiplying the quotient by the total amount of revenue generated pursuant to subdivision (b) of Section 2237 of the Revenue and Taxation Code. (B) For each local agency, the county auditor shall compute a factor equal to the average amount of property tax revenue received in the three fiscal years prior to the 1978-79 fiscal year by each local agency within the county, divided by the average amount of property tax revenue received by all such agencies during the three fiscal years prior to the 1978-79 fiscal year. The county auditor shall multiply the factor for each local agency by the amount of revenue determined pursuant to subparagraph (A). (C) Notwithstanding subparagraph (B), in each case where a local agency has been formed in the past three years and has assumed the duties of another local agency, it shall be entitled to the average amount of revenue for the prior three years of the local agency from whom it assumed its duties. (D) For the purposes of subparagraphs (A) and (B), local agency shall not include a local agency formed after January 1, 1976. (2) (A) The county auditor shall determine the school share of the 1978-79 fiscal year property tax revenue by subtracting the local agency share, as determined under subparagraph (A) of paragraph (1) of this subdivision, from the total amount of revenue generated pursuant to subdivision (b) of Section 2237 of the Revenue and Taxation Code. (B) For each school district, county superintendent of schools, and community college district, the county auditor shall compute a factor equal to the amount of property tax revenue received in the 1977-78 fiscal year by such district and the county superintendent of schools within the county divided by the total amount of property tax revenue received by all such districts and the county board of education in the 1977-78 fiscal year. The county auditor shall multiply the factor for each school district, county superintendent of schools, and community college district by the amount of revenue —109— W AIS Document Retrieval determined pursuant to subparagraph (A). For the purpose of this paragraph, local agencies formed after January I, 1976, shall be considered school districts. (3) For the purpose of this subdivision, the amount of proceeds of any property tax actually and separately levied for the specific purpose of making annual payments for the interest and principal on outstanding general obligation bonds or other indebtedness approved by the voters prior to July I, 1978, including tax rates levied pursuant to Part 10 (commencing with Section 15000) of Division 1 of Sections 39308, 39311, 81338, and 81341 of the Education Code, shall be excluded from all calculations. (4) The amounts computed under this subdivision shall be the amount of property tax revenue to be allocated to each local agency for the 1978-79 fiscal year. (5) As used in this section, "property tax revenue" includes the amount of state reimbursement for the homeowners' and business inventory exemptions. (c) For the 1978-79 fiscal year only, the amount of state reimbursement to each county with respect to property tax losses pursuant to the homeowners' exemption under Section 218 of the Revenue and Taxation Code, the business inventory exemption under Section 219 of the Revenue and Taxation Code, and the special treatment accorded livestock, motion pictures and wine and brandy under Sections 5523, 988, and 992, respectively, of the Revenue and Taxation Code, shall be allocated by each county auditor, subject to the allocation and payment of funds, as provided in subdivision (b) of Section 33670 of the Health and Safety Code, to local agencies, school districts, county superintendents of schools, and community college districts within the county pursuant to the proportions established in subdivision (b). This subdivision shall not apply to reimbursements with respect to tax rates levied to pay the interest, or principal on outstanding general obligation bonds or other indebtedness approved by the voters prior to July 1, 1978. (d) For local agencies, school districts, and community college districts located in more than one county, the county auditor of each county in which such local agency or district is located shall, for the purposes of computing the amount for such local agency or district pursuant to paragraphs (1) and (2) of subdivision (b), treat the portion of the local agency or district located within that county as a local agency or district. 26912.1. (a) For the 1978-79 fiscal year only, an amount shall be computed for each local agency, as defined in subdivision (a) of Section 26912, and for each school district, community college district and county superintendent of schools, equal to the sum of the amounts computed pursuant to subdivision (b) of this section. This amount shall be used for the computation of the amount of state assistance to be allocated to local jurisdictions for the 1978-79 fiscal year_ (b) (1) The county auditor shall determine an amount equal to the amount which would be generated by applying a tax rate of four dollars ($4) per hundred dollars ($100) of assessed valuation to the total amount of taxable assessed valuation within the county for 1977-78. For purposes of this computation, "taxable assessed valuation" shall be determined as though the homeowners' and business inventory exemptions did not exist. (2) The amount computed for each local agency, school district, community college district and county superintendent of schools —110— http://info.sen.ca.gov/cgi-bin/waisgate?W AlSdocID=23113126686+2+0+0&W AIS action=... 5/13/2009 within the county shall be equal to the amount which each such local jurisdiction would receive if the amount computed pursuant to paragraph (1) were allocated, subject to the allocation and payment of funds as provided in subdivision (b) of Section 33760 of the Health and Safety Code, pursuant to the proportions established in subdivision (b) of Section 26912. 26912.2. Notwithstanding Section 26912, no allocation of property taxes levied pursuant to subdivision (b) of Section 2237 of the Revenue and Taxation Code shall be made in the 1979-80 fiscal year and thereafter to the Central Delta Water Agency or to the South Delta Water Agency. 26912.7. Notwithstanding any other provision of law, for the purposes of subdivision (d) of Section 95 and subdivision (a) of Section 2237 of the Revenue and Taxation Code, a voted override tax voted specifically for a lease or lease purchase of facilities under the provisions of former Section 42244 of the Education Code shall be deemed to be "other indebtedness," if such voter approved override was approved prior to July 1, 1978. 26913. If the governing body of a local agency notifies the county auditor by July 10 that it does not wish to receive its total allocation pursuant to Section 26912, the funds not claimed by such agency shall be allocated pursuant to Section 26912. 26914. Notwithstanding the provisions of Section 26912, in any county in which the county superintendent of schools became fiscally independent on or after June 30, 1977, the apportionment of the revenue derived from the unsecured roll by applying the county ad valorem tax rate provided pursuant to subdivision (b) of Section 2237 of the Revenue and Taxation Code shall be made as if the county superintendent of schools had in fact derived revenue from the unsecured roll in the 1977-78 fiscal year based on the county superintendent's tax rate on the secured roll in that year. The factors determined pursuant to subdivision (b) of Section 26912 shall be adjusted accordingly and there shall be added to the total amount of property tax revenue received by the county superintendent of schools in the 1977-78 fiscal year an amount equal to the amount of such revenue from the unsecured roll. 26915. (a) Any requirement that an audit be performed by the county auditor may, at the election of the board of supervisors, also be performed by a county employee or officer who meets both of the following qualifications: (1) The person possesses a valid certificate issued by the California Board of Accountancy and a permit authorizing the person to practice as a certified public accountant or as a public accountant. —111— http://info.sen.ca.gov/cgi -bin/waisgate?W AISdoc1D=23113126686+ 2+0+0& W AISaction=... 5/13/2009 W AIS Document Retrieval (2) The employee or officer is independent in accordance with Rule 101 of the American Institute of Certified Public Accountants' Code of Professional Conduct. (b) The election made by the board of supervisors pursuant to subdivision (a) may be in effect for no more than two years after the date that the vote is taken by the board, but the election may be renewed upon expiration. (c) This section shall only be applicable in the County of Orange. (d) Nothing in this section is intended to preclude a county her auditor from performing his or statutorily prescribed duties. —112— http://info.sen.ca.gov/cgi-bin/waisgate?W ANdocID=23113126686+2+0+0& W AlSaction=... 5/13/2009 ATTACHMENT #2 Attachment 2: TRINITY COUNTY GRAND JURY P.O. Box 2308 Weaverville, CA 96093 Special Districts Committee April 20, 2009 Trinity Hospital Mountain Community Medical Services District PO Box 1229 Weaverville, CA 96093 We have a concern about the burden placed on Special Districts by the annual audit requirement. Could you please respond with information about your district. 1.Are you current with the audit requirement? 2.When was your last audit performed? 3.How much did it cost? Thank you for your cooperation. Sincerely, John Rourke Chairman ATTACHMENT #3 TRINITY COUNTY DAVID NELSON, AUDITOR-CONTROLLER ANGELA HICKLE, CI IMF DEPUTY AUDITOR P.O BOX 1230. WEAVERVILLE. CALIFORNIA 96093-1230 PI I0NF (530) 623-1317 FAX (530) 623-1323 May 13, 2009 Mr, John Rourke Per our discussion earlier this week, attached you will find the government code 26909 that provides the guidelines for special district reporting. The districts have until June 30, 2009 to submit the 2008 Audit. I have not yet received 2008 audits for Hayfork Fire, Post Mountain PUD, Salver CSI), and Huth Lake CSD. We have received all required Audits for 2007, David Nelson Auditor Controller (.30) 623 1 3 1 7 (Inelson0;trinitycounty.org Attachment 4 SPECIAL DISTRICTS AUDIT COST SURVEY RESULTS Hayfork Parks and Recreation District $1,200 Hyampom Community Services District $1,750 Coffee Creek Volunteer Fire District $1,850 Douglas City Community Services District $1,850 Weaverville-Douglas City Parks & Recreation $1,850 Trinity Center Community Services District $1,850 Junction City Fire District $1,850 Weaverville Fire District $1,900 Salyer Community Services District $2,000 Lewiston Community Services District $2,150 (quoted $2,450 for 2008-2009) Hayfork Fire Protection District (bi-annual) $2,600 Weaverville Sanitary District $3,000 Ruth Lake Community Services District $3,000 Trinity County Resource Conservation District $5,000 Weaverville Community Services District $6,337 Trinity County Waterworks District #1 $7,700 Trinity Community Health Services District $14,250 Trinity County Public Utilities District $28,000 HAYFORK FIRE PROTECTION DISTRICT PO Box 668, Hayfork, CA 96041 RECEIVED AUG - it 2009 TRINITY COUNTY SUPERIOR COURT July 16, 2009 To Whom It May Concern: The Hayfork Fire Protection District (HFPD) concurs with "FINDINGS Number 1" and "RECOMMENDATION Number 1" Trinity County Grand Jury Report "Audit Compliance & Investigation." As per our requirement and under "RECOMMENDATION Number 1" we have completed our 2008 audit by the deadline of June 30, 2009. The Trinity County Auditor's Office and the State of California have both received copies. If you would like to have a copy of the audit please feel free to contact me and I would be happy to send one to you. Sincerely, C Peggy Ha' der an, Clerk of the Board°A-1 .-------- TRINITY COUNTY DAVID NELSON, AUDITOR-CONTROLLER ANGELA BICKLE, CHIEF DEPUTY AUDITOR P.O. BOX 1230, WEAVERVILLE, CALIFORNIA 96093-1230 PHONE (530) 623-1317 FAX (530) 623-1323 RECEIVED AUG 3 1 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: David Nelson, Auditor/Controller CC: Wendy Tyler, Clerk of the Board SUBJECT: Response to Recommendations of 2008-09 Grand Jury Special Districts Committee Final Report on Audit Compliance and Investigation DATE: August 24, 2009 The Grand Jury Special Districts Committee has requested a written response to their final report on Audit Compliance and Investigation. In my capacity as Auditor/Controller, my response is as follows:

June 08, 2009 — JUN 2 9 2009 Superior Court of Californ TY of Trinity By: Donna Hanover, Deputy Clerkia (14- " Trinity County Grand Jury

13 pages 4 findings 5 recommendations

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Findings & Recommendations 4 findings

F1: The committee found that there was a lack of communication between management and employee pertaining to the implementation of the Compensation Study. The complainant was not notified in a timely manner when the Compensation Study adversely affected his compensation.

Related Recommendations (1)

R1: Employees should be notified immediately any time their position or pay status is changed. Employees pay status should be reviewed during the annual evaluation. -30-

F2: The employee evaluation processes are governed by county laws. County policy and protocol are established, and the process involves department heads, managers, and supervisors throughout the county. The committee found a need for middle management training in evaluation policies and procedures for the production of useful, meaningful evaluations.

Related Recommendations (1)

R2: Management, as part of annual training, should review the applicable procedures in the County Code that pertain to employee evaluations. Within the next 2 years, the Personnel Department should implement a computer program for employee evaluations. There are computer programs that guide and prompt the evaluator in a comprehensive manner, resulting in a more thorough, time saving, and objective evaluation.

F3: Trinity County Personnel Office does not have a system for tracking the evaluations done. There is no system in place to ensure that all employees receive timely evaluations.

Related Recommendations (1)

R3: The Personnel Department must remind, in writing, all department heads when an employee evaluation is due. Personnel should also notify any incoming manager that he/she is expected to continue monitoring and performing the employee evaluations during the time of transition. "On the spot" oral evaluations should be used as necessary.

F4: The committee found that the complainant was denied due process. He was not told in a timely manner, after verbally telling an immediate supervisor of a problem, how to properly file a complaint or advised of the time limitations on a complaint.

Related Recommendations (1)

R4: Our committee concurs with the Development and Environmental Final Report,

Additional Recommendations 1

Not linked to specific findings.

R6: An additional recommendation would be that the employee handbooks also include the time limitations imposed on the complaint process. -31- CONCLUSION: Well-established policies and protocols provide the quality and uniformity needed for this county's employee evaluation process. Though the autonomy placed into the hands of each department head allows for discretionary decisions, the process is a collaborative effort. If the policies are not followed, the process may become even more time-consuming, costly, and affect the workplace adversely. The committee recognizes that there are department heads and other managers who follow procedures and complete employee evaluations in a timely manner. We commend them. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Chief Administrative Officer 1,2,3,4 60 days Board of Supervisors 1,2,3,4 90 days TRINITY COUNTY Office of the County Administrator DERO B. FORSLUND County Administrative Officer P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093-1613 PHONE (530) 623-1382 FAX (530) 623-8365 RECEIVED SEP 21 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Dero B. Forslund, CAO SUBJECT: Response to Recommendations of 2008-09 Grand Jury Finance and Administration Committee Final Report Re: Personnel and Administration DATE: The Grand Jury Finance and Administration Committee has requested a written response to their final report on Personnel and Administration. In my capacity as County Administrative Officer, my response is as follows:

June 08, 2009 — JUN 2 9 2009 Superior Court of California County of Trinity By: DONN,t. i:..:PJTv Clerk Trinity County Grand Jury

9 pages 8 findings 7 recommendations

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Findings & Recommendations 8 findings

F1: The Special Districts Committee found that the PMPUD Board meetings have often been out of control.

Related Recommendations (1)

R1: The board should adopt a set of rules for meetings that should be posted on the wall. A suggested set of rules could be: 1. The chairman will post an agenda. 2. Discussion will be limited to the current agenda. 3. Raise a hand and ask the chair for permission to speak. 4. Keep message to 3 to 5 minutes. 5. No one will speak twice until everyone has had a chance to speak once. -122- 6. Respect the person speaking by not talking with side conversations that will keep others from hearing. 7. No boisterous behavior, shouting or profanity shall be permitted at any board meeting. 8. The chair may eject any person or persons making personal, impertinent or slanderous remarks, or refusing to abide by a request from the chairman. 9. The chairman may order the room cleared and complete the meeting in private. If the room will not clear, the chair may adjourn the meeting. After clearing the room the chairman may permit re-entry of those not involved. 10.The chair may declare a short recess, as opposed to conducting the rest of the meeting in private.

F2: The Post Mountain PUD is not getting things done. Such as, equipment maintenance and repairs, snow removal and road repairs. Problems are not being solved. A few years ago the Board ftmcti efficiently. Response to Filidam #2 We find #2 hard to respond to due to the small number of Board members and the responsibilities allotted to so few, with unwilling participants. So much of our snow removal and road maintenance is done mostly by donation and some grant money when obtained, our feeds can be limited for work The Board does not agree that the PUD always worked efficiently in past years, this information was received from a prior board member. We rid hold a "Town Hall Meeting" inAngust that did bring out new faces and needed volunteers for Board members and other offices and firemen_

Related Recommendations (1)

R2: Go back to what did work. Find competent people or people who are willing to be trained. Have a town hall meeting to involve more of the community. Use a facilitator to handle the meeting, possibly from another volunteer fire department, community services district, or the Fire Chiefs' Association.

F3: The organization of the Agenda might be leading to part of the lack of follow- through and disruption.

Related Recommendations (1)

R3: Put the public comment at the end of the agenda. Add "action items", with responsible parties associated, to each meeting's agenda to follow up on previous meetings' items.

F4: All the equipment, both for roads and fire, is in a state of disrepair. This should not be allowed, since it affects the safety of the people in the district. The water system in the firehouse has not worked for a couple of years. This could affect the health and safety of firefighters who may be exposed to hazardous materials. The district does not have drivers qualified to drive some of its vehicles. -123-

Related Recommendations (1)

R4: Take immediate steps to make sure all equipment is repaired and fully operational. Ensure that the district has qualified and licensed drivers for all the equipment.

F5: Board meetings are frequently cancelled due to weather or lack of a quorum.

Related Recommendations (1)

R5: The current state of affairs of the district cannot be ignored for two months. Reschedule the cancelled meetings to make sure there is a meeting every month. Hold special meetings more frequently to make sure that business is being taken care of. Hold a town hall meeting of citizens to rally support and get volunteers to fill the board.

F6: The PMPUD Fire Department is too understaffed to be able to go off-district to work on CalFire or Forest Service jobs. This is a major loss of revenue to the district and the firefighters.

Related Recommendations (1)

R6: Recruit and train enough volunteers to staff all fire trucks. Use a town hall meeting to generate support.

F7: Most of the experienced people on the board and the fire department have resigned, leaving less than a full board and an understaffed fire department. The new board does not have a lot of experience and is getting very little help from the people who do have experience. There is a faction in the community that feels the board is not being run properly, but prefers to complain rather than step up and help. The group believes that the Grand Jury can solve all their problems, but this is not true. The Grand Jury does not have any power to dictate any resolution to their problems; it can only investigate and recommend a possible solution.

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R7: The members of the community need to forgive each other and learn to work together. Everyone has to volunteer to help solve the problems if PMPUD is going to survive. -124- CONCLUSION: The Post Mountain community needs to start fresh, look to the future, and all work together for the common good of the community. Post Mountain is a beautiful place to live. The community has a lot of equipment and facilities, which, if maintained and managed properly could provide the services needed. The community has potential for a great future. Cooperation and united effort can make this happen. It is imperative that they start right away. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Board of Supervisors 1,2,3,4,5,6,7 90 days Post Mountain PUD 1,2,3,4,5,6,7 60 days TRINITY COUNTY Board of Supervisors P.D. BOX 1613, WEAVERVILLF., CALIFORNIA 96093 PHONE (530) 623-1217 FAX (530) 623-8365 TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Trinity County Board of Supervisors SUBJECT: Response to Recommendations of 2008-09 Grand Jury Special Districts Committee Post Mountain Public Utility District Final Report DATE: October 6, 2009 The GGrraanndd Jury Special Districts Committee has requested a written response to their final report on the Post Mountain Public Utility District. The Board of Supervisors' response is as follows: Response to Findings 1 - 7: We agree with findings 1-7. Response to Recommendations 1 - 7: Recommendations will require monitoring by future Grand Juries to assure compliance. We understand recent changes have improved the situation in the Post Mountain Community, but follow-up will be necessary to maintain progress. JUDY PFLUBGER JUDY MORRIS ROGER JAEGEL HOWARD FREEMAN WENDY REISS DISTRICT 1 DISTRICT 2 DISTRICT 3 DISTRICT 4 DISTRICT 5 —126— POST MOUNTAIN PUBLIC UTILITY DISTRICT Post Office Box 1026, Hayfork California 96041 November 5, 2009 RECEIVED Jim Woodard, Presiding Judge NOV 9 - 2009 Trinity Superior Court PO Box 1258 TRINITY COUNTY SUPERIOR COURT Weaverville, CA 96093 Dear Judge Woodard, This is our written response to the Grand Jury Special Districts committee Final Report on its investigation of the functions of Post Mountain Public Utility District

F11: En JUN 2 9 2009 SUPERIOR COURT OF CALIFORNIA COUNTY OF TRINITY BY: DONN,t. i:..:PJTv , 2009 -121- 2008-2009 TRINITY COUNTY GRAND JURY SPECIAL DISTRICTS COMMITTEE FINAL REPORT POST MOUNTAIN PUBLIC UTILITY DISTRICT PURPOSE: The Trinity County Grand Jury is charged each year with reviewing fiscal activities and operations of entities under its authorized purview to assure that residents are being well served. The Special Districts Committee chose to investigate the functions of the Post Mountain Public Utilities District (PMPUD). BACKGROUND: Based on information received from citizens, the Special Districts Committee started looking at the functioning of the PMPUD. We later received a written complaint and the 2007-2008 Trinity County Grand Jury Final Report that mentioned the dysfunction of the PMPUD board. METHOD OF INVESTIGATION: Interviews were held with members of the Post Mountain Board of Directors. Members of the committee attended the PMPUD Board of Directors meetings and reviewed the facility and the equipment. The committee interviewed a concerned citizen who had made a complaint, and reviewed written materials presented. FINDING #1: The Special Districts Committee found that the PMPUD Board meetings have often been out of control.

June 01, 2009 — Fil Jun 2 9 2009 Superior Court of California pc County of Trinity By: Donna Hanover, 21LiPalf Clerk Trinity County

22 pages 8 findings 7 recommendations

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Findings & Recommendations 8 findings

F1: A strategic plan for January through June 2009 has been developed with many items related to emergence of the Mental Health Services Act (MHSA) that are being funded by grants. This strategic plan, which includes eight tasks, is in progress. Among these tasks are implementation of the Anazazi Computer Project as required by the State, purchase of a local residential facility, and the upgrading of the fleet of. ars.

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R1: The committee recommends that BHS continue to implement the strategic plan and to update it as needed. This plan should ultimately facilitate and expand delivery of services to clients.

F2: Initiation of new procedures and creation of the strategic plan have brought an increased level of morale to the department.

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R2: The Grand Jury commends Behavioral Health Services for generating this enthusiasm. Response: Will be implemented

F3: Behavioral Health Services has an existing complaint process. The clients who were interviewed were not fully aware of this process.

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R3: Clients should be made aware of the process to file a complaint upon their first visit to BHS. The complaint process should also be posted on the walls of the two drop-in centers.

F4: This committee reviewed a consumer satisfaction survey done during May 2008, which used a new survey format. Sixty-nine clients responded. Issues included confidentiality, intake times and sensitivity to culture. The same form will be used for a survey during the spring of 2009, providing data for comparison. -51-

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R4: This committee strongly recommends continuing an annual consumer satisfaction survey using the same form each year which will allow for useful analysis.

F5: Two drop-in centers have been established, one in Weaverville (Milestones) and one in Hayfork (Horizons). These centers are client-directed and provide a safe, confidential, empowering and healing environment.

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R5: The drop-in centers should be continued as a high priority.

F6: Because of fiscal limitations numerous staff positions are vacant. It is noted that several of the vacancies are clinicians who provide direct support to clients.

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R6: It is imperative to fill vacant positions as soon as funding is available, preferably with clinicians first.

F7: Our interviews with clients found that one client approved of the counseling received. A second client was critical of the intake process. The complainant, currently not receiving services, was critical of the length and expense of the intake process. State requirements involve a large amount of paper work that is time consuming.

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R7: As funding becomes available, more intake positions are highly recommended so that the intake process will flow in a more timely manner. CONCLUSION: Staff morale has improved due to many creative and constructive changes being initiated. These changes are continuing and will affect many areas of service. Due to the fact that BHS has been awarded a large amount of money for specific program development we suggest that the 2009- 2010 Grand Jury follow through with a review of implemented changes. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Interim Director, B. H. S. 1, 2, 3, 4, 5, 6, 7 60 days Board of Supervisors 1, 2, 3, 4, 5, 6, 7 90 days Attachment 1 Trinity County Behavioral Health Services Strategic Plan January through June 2009 The following eight tasks are on the horizon for Trinity County Behavioral Health Services (TCBHS). Many of these items are related to the emergence of the Mental Health Services Act (MHSA) while some items are a part of the ongoing mission statement of TCBHS. The placements of the items do not represent any attempt to prioritize the activity. 1. Activity: TCBHS will pursue a system of electronic health records as required by the State of California. TCBHS is working with the Kings View organization to "go live" with the implementation of the Anazazi Computer Project in the spring. In order to accomplish this task, an application to the State must be made for Technology MHSA Funding. The implementation will require intensive training and collaboration with Kings View so that all systems are functional and no interruption in billing occurs. Time line: The MHSA Technology application will be accomplished by March 15, 2009. The Anazazi Project Training has already begun and the goal is for TCBHS to go live by April 1, 2009. The antiquated CMHC System will expire. Funding Source: MHSA; Capital Facilities and Technology Element. Funding Status: • The Capital Facilities and Technology MHSA Element Application will be submitted to the State by March 15, 2009, for $788,500. • Outlook Associates from Orange County has been working with TCBHS on contract to complete the required roadmap in preparation for the application. Justification: $788,500 has been earmarked for Trinity County and TCBHS intends to secure the entire amount. There is a State mandate requiring an electronic health record by 2014. MHSA Funding may be the only fiscal resource that TCBHS will have to accomplish this endeavor. $500,000 of this resource will be used for technology investments and the balance of this MHSA revenue, $288,500, will be used to purchase housing stock for adult persons with mental illness. Responsible Persons: • Anazazi Implementation: Marilyn Horn is Project Lead. She will be working with Kings View and County IT Staff. • Noel J. O'Neill is the project lead for the MHSA Application. —54— • Outlook Associates is responsible to provide technical assistance on a limited contract. The initial report will be received by the end of January. TCBHS may use a small amount of the MHSA Technology Resource to extend the current contract to continue our very productive relationship with Outlook Associates, who have a good sense of what the technology needs are for our remote frontier county. Outcomes: • Electronic health record capacity. • Increased capacity to perform more accurate Medi-Cal billing and perform data processing. • Better compliance to State and Federal regulations due to built-in lockouts, plus quicker and more efficient access to billing data. • Enhanced network connection at the Hayfork Clinic; hopefully a T I Line will be the result of this project. This could be shared with other providers at that site. • Improved ability for direct service providers to generate and transfer client related documents. • Trinity County ownership of the Anazazi License. • Upgrades of various TCBHS computers and printers. 2. Activity: Develop contracts with Mountain Valley Unified School District (MVUSD), Southern Trinity Health Services (STHS), and Trinity County Office of Education (TCOE) to implement the Prevention and Early Intervention MHSA Projects submitted to the State on January 7, 2009. These include: (1) two school- based intervention sites in the South County, and (2) one Challenge Day Project that is countywide for all willing high school age students. Time line: The contracts will need to be completed and approved by the Board of Supervisors by May, 2009, so that funding can happen in the FY 2008/2009. Funding Source: Prevention and Early Intervention Element of MHSA. TCBHS is applying for $125,000 in FY 2008/2009. The funds will be directed as follows: $50,000 will be directed to both MVUSD and STHS; $12,000 to TCOE; and $13,000 to TCBHS for staff time. Funding Status: TCBHS has received $35,000 in planning dollars for FY 2008/2009. An additional $90,000 has been requested for FY 2008/2009. The application was mailed on January 7, 2009. The process is expected to take 60 days from receipt for the State to approve and then 4 to 6 weeks for the contract amendment and allocation to reach TCBHS. Justification: Three focus groups were held throughout the County in anticipation of these funds being available. 74% of the attendees wanted to have this resource used for school-aged students. These projects represent a creative new partnership in a geographical area that has a paucity of services. Responsible Persons: • Marilyn Horn and Noel J. O'Neill will generate the contracts. They will be working with Thomas Barnett (MVUSD), Cathy Larsen (STHS), and Jim French (TCOE). -55- • Scott Morris, Prevention Coordinator for TCBHS, and the Prevention Local Coordinating Coalition will facilitate the Challenge Day Project. Outcomes: • The County will have an increased human service capacity in rural areas to assist schools in the creation of a stronger social fabric. • A greater connection between students and their schools resulting in increased harmony and stability on school campuses. • Education in anti-stigma and pro-social strategies that enhance better communication between students. • Fewer incidents of mental illness manifesting in children and youth. • Better school attendance. 3. Activity: Develop housing stock for Full Service Partners (FSP) out of a combination of MHSA Community Supports and Services (CSS) and Capital Investment Dollars, both elements of MHSA. The need is to identify and purchase, in a preferred County approved manner, a home that can serve as a hub for housing for clients who need the support which a Licensed Board and Care Home can provide. Having a sanctioned and paid for facility, which is owned by the County, will make it far easier to secure a contract with a non-profit service provider to actually operate the housing program. A Trinity County Government approved mechanism must be created to establish an ongoing account funded by TCBHS to provide maintenance for the facility. The Capital Facilities Revenue requires County ownership of the facility and it is possible that some type of "Enterprise Fund" may be an option. Payment to the contract provider cannot generate any new costs to TCBHS. Revenue from existing out-of-county contracts will be re-directed to bring Trinity County clients home to this new resource. The concept is to use the CSS funding stream for five beds. These will be used as permanent/transitional beds. A sixth bed will be purchased out of the Capital Facilities Stream that will be used as a "Crisis Bed" for a client who may be fragile and/or in a crisis mode, but not in a 5150 status, and can be placed for a short stay to regain stability and composure so that the client may return to his/her home. The same contracted operator will provide care and supervision to all six beds. Time line: • The process should start with discussion between the Trinity County Government and TCBHS about the options to purchase such a setting. • The funding will be in place for the purchase as early as May, 2009. • $245,300 will come from Community Supports and Services. This funding was recently approved in December, 2008, and the State has forwarded this revenue to TCBHS. • $278,500 will become available through the Technology and Capital Facilities Element of MHSA, as referenced above in the section on the Electronic Health Record implementation. That application will be moving forward to the State in March, 2009. —56— • It is not expected that an actual program would be operational until FY 2009/2010. Funding Status: The Community Supports and Services Funding are already approved. The Capital Facilities and Technology Application are awaiting a "Roadmap" being completed by Outlook Associates of Orange County. A total resource of $288,500 will be available to purchase and remodel a home with six beds for the most fragile clients living in the community. Justification: The County must provide residential beds for persons from Weaverville that are experiencing symptoms of mental illness. Worldwide statistics show that 1% of the population will always have serious mental illness. This will be an issue that will always be directly in front of us. The true measurement of a society is how we care for those persons in critical need. This opportunity may not be available again any time soon to create a living resource for our community. Responsible Persons: Noel J. O'Neill will write the grant to the State with the fiscal help of Marilyn Horn. County Administrative Staff will need to be closely involved at every step of the way to ensure all County concerns are addressed. Ann Houle and Pete Smyth, both TCBHS managers, will be the primary consultants for the program that will be offered to clients. Outcomes: • A local Residential Facility for adults who are experiencing serious mental illness. • A crisis bed for persons who do not need hospitalization but are not ready to return home. • A new capacity for local staff of the TCBHS to provide Medi-Cal reimbursed case management in the Trinity County area. • The possibility to assist residents at TCBHS to move to a less restrictive local setting using the MHSA Community Supports and Services Full Service Partnership Program, which has already been established in the County. • The opportunity to employ "Recovery Model" Interventions, including vocational training and self-help activities. 4. Activity: Upgrade the fleet of cars used for transportation for TCBHS. Two new cars will be purchased and two cars surplused. TCBHS is tasked with transporting clients who meet the criteria for involuntary detention to distant hospitals. Primarily, the contract used is with North Valley Behavioral Health, which is a 2Y2 hours drive. Vehicles are needed that can safely make this trip without unnecessary risk to the client or to TCBHS due to breakdowns. Transportation services are also provided to clients to make their Medi-Cal reimbursed appointments. Time line: This will be accomplished in March 2009. Funding Source: Community Supports and Services is the source of this funding. An application was submitted on December 10, 2008 and approved December 22, 2008. Funding Status: The County has been infoiiiied to expect the contract amendment from the Controller's Office to take about 4-6 weeks. The allocation has been received by TCBHS. Justification: The current fleet is old and inefficient. The vehicles represent an unnecessary risk to the County that will be eliminated with this grant purchase. Responsible Persons: Marilyn Horn will work closely with County Administrative Staff to secure the vehicles in whatever mechanism is recommended by the County Administrative Officer. Outcomes: • Safer vehicles in which to transport clients to the hospital. This method of transportation costs a fraction of what it would cost to send a client by ambulance. • Reduced risk and legal exposure to the County that new vehicles will provide. • A more reliable service without mechanical breakdowns while in service. • Better fuel efficiency that new models will bring. 5. Activity: For the FY 2009/2010, TCBHS will submit a balanced budget to the County Board for approval. This will also involve submitting an Integrated MHSA Plan to the State Department of Mental Health. The Integrated plan will involve three elements of MHSA: • One: Community Supports and Services (CSS). There will be a renewal of the Full Service Partnership Adult and Transitional Age Youth Programs with a goal of adding a new program for children. In order to prevent out-of-home placements for youth and children with mental illness, it will be necessary to work closely and in partnership with local agencies, including Probation, Child Protective Services, and the Schools. It is intended that MHSA Funds could be used in combination with Federal 4E Funds to fund a Juvenile Probation Officer, adding to the local capacity for the supervision of wards-of-the-court to prevent out-of-home placements. • Two: Workforce Education and Training (WET). We intend to renew this effort, which includes: the resource to pay for the MHSA Coordinator, growth of the local scholarship program to develop our own professionals, and consumer contracts for use in the drop-in centers. We also plan to add a pilot program to form a new collaboration with San Jose State University to bring two intern Occupational Therapists to Weaverville during the summer of 2009 to work with adults and children that are experiencing symptoms of mental illness. • Three: Prevention and Intervention (PE&I). This Prevention Project will be renewed for 2009/2010 so that the Hayfork and Southern Trinity communities continue to build local capacity to support increased skills -58- • for better communication among students on-campus, as well as to introduce anti-stigma and anti-bullying curriculum to students. Time Line: This will be accomplished starting in January, 2009 through April, 2009. Funding Source: Medi-Cal FFP and EPSDT; Healthy Families; Realignment; AB3632 funding; ADP and SACPA Allocations; MHSA Revenue; and SAMSHA Federal Grant Funds. Funding Status: All of these funding streams will be fully itemized in the FY 2009/2010 Budget Proposal based upon information from State and Federal sources. Only about $5,000 of County General Funds will be used to operate TCBHS. This is a requirement of a local realignment match. Justification: The economic climate in the County, the State, and the Nation requires that TCBHS be prudent in the use of the fiscal resources. Corrections to ensure a balanced budget may need to happen. Some additional restructuring may be required. Responsible Persons: Marilyn Horn, in consultation with Gary Ernst, will generate these documents. Noel J. O'Neill will be involved in the presentation of the budget to the County Administrative Officer and the County Auditor. Outcomes: • Having a fully accurate and itemized budget will allow TCBHS to operate in good faith with both the County Government and the public that we serve. • An accurate balanced budget will allow decisions in TCBHS to be informed and based on realistic assumptions. This type of governance tends to promote positive morale for staff. • An accurate and realistic budget allows managers to do long-teini planning, which is always in the best interest of client care and organizational development. 6. Activity: Cultural Competency Training will be provided to staff in the area of Native American Awareness. This is an area that the External Quality Review Team from the APS Health Organization will expect TCBHS to accomplish. It is information that is vital for staff to experience in order to fully understand the community in which we live. The Nor-El-Muk is an unrecognized tribe in Trinity County and TCBHS has funded them to do an assessment of their mental health needs. TCBHS will work with them this spring to undertake this project. The Tribe will also provide cultural sensitivity training to TCBHS in the spring. Timeline: The needs assessment will happen over the next six months. The Cultural Competency Training will happen in the next three months. Funding Source: $9,000 has been set aside of CSS money to accomplish the needs assessment. A contract will need to be made with the Tribal Government. The Cultural Competency Training may be paid for out of this resource or the Tribal Wellness Center may offer this service through Tribal Funds. Funding Status: The $9,000 is in the TCBHS Account here in Trinity County. Justification: TCBHS staff needs education and exposure to alternative cultures and lifestyles in order to be able to serve the community in which they live. -59- Responsible persons: The management team of TCBHS will be working with the Nor-El-Muk Tribe to secure this training. Outcome: • Staff will have a better understanding of the needs and local culture of Native American people. • TCBHS staff will have a clearer understanding about appropriate strategies to provide mental health interventions to Native American persons. • The Nor-El-Muk may have a better understanding of their most pressing mental health needs. 7. Activity: Build a stable and capable management team that can guide TCBHS no matter who the director is. The three important legs of the "tripod", which is TCBHS, will be: (1) fiscal austerity and a balanced budget, (2) quality client and community services, and (3) good staff morale of TCBHS employees who are willing to commit their futures to the service of Trinity County. It is critical that there be a management team in place who can add to the depth and experience of making the correct decisions and meeting the above principles. These managers include: • A Licensed Deputy Director in charge of Clinical Services • A Deputy Director in charge of Fiscal, IT, and Business Services • An ADP Manager who is also a Licensed Clinician who is a backup to the Deputy Director • A MHSA Manager who can ensure that this resource is being fully utilized and someone to monitor various contracts Timeline: These managers need to be in place as soon as possible, but no later than the beginning of the last fiscal quarter. Funding Source: • The Clinical Deputy Director is funded out of three sources: Medi- Cal, Realignment, and MHSA • The Deputy Fiscal Director is funded out of Realignment and MHSA Funds • The ADP Manager is funded out of ADP Allocations, Medical, Realignment, and MHSA Funds • The MHSA is solely funded by MHSA Funding Status: • The Clinical Deputy has been funded all fiscal year. The promotion of this candidate will leave a clinician vacancy that TCBHS will be slow to fill. The amount of the salary for the Deputy Director is just 5% above the rate received as a clinician, as well as the on-call time that will no longer be received as a manager. • The Deputy Fiscal Director has been fully funded at the proposed rate through MHSA since the beginning of the Fiscal Year. The revenue is in the Trinity County account. • The AODS Manager Position actually represents a slight decrease from the prior AODS Deputy Director. This position is fully funded in the budget and will, in fact, be generating some Medi- Cal Revenue for TCBHS because of a re-structuring of duties. • The MHSA Manager has been fully funded for all of FY 2008/2009 and the revenue has been in the TCBHS account since Fall of 2008. Justification: A strong management team is needed to provide consistent and stable services every day and night of the year. In order to reduce risk and promote quality services to clients, appropriate oversight must be ever present. Responsible Persons: Noel J. O'Neill will work with Human Resources, the County Administrative Officer, and the County Board of Supervisors to create the type of plan that is advised. Outcome: • This strong management team will be able to assist TCBHS in times of transition when having no director, a part-time director, or a new full-time director. • Both the fiscal and clinical results will be predictable with well- formulated goals and objectives. • TCBHS will enjoy some reduction in risk and liability with experienced persons at the helm. 8. Activity: TCBHS will participate in an external quality review process as facilitated by the APS Health Organization. The Federal Government mandates the review since TCBHS is a Medi-Cal provider. Timeline: This is an annual event and generally lasts about one or two days. A report is issued several months after the site visit. Funding Source: There is no cost to participate in this activity except lost revenue for staff preparation. Funding Status: None. Responsible persons: • Noel J. O'Neill will take the lead but all staff at TCBHS will participate in a variety of ways. • Marilyn Horn will interface with Kings View Business Services to provide the various reports and data they will seek in their review. • Pam Thayer, a Quality Assurance Contractor, on contract with TCBHS from North Valley Catholic Social Services, will interface with APS Health Organization and focus on the two Primary Intervention Projects (PIP) that are required to evaluate certain clinical practices. • Ann Houle and Pete Smyth will respond to questions about Access and Crisis. • Kelly Montes will describe consumer involvement in our programs. —61— Justification: This is a required activity that is associated with the Managed Care Contract that TCBHS has with the State Department of Mental Health. Outcome: • The hope that the outcome of improved quality and delivery of services are the result of the efforts of the review. • The final report may contain recommendations that could improve various aspects of the clinic. Trinity County Behavioral Health Services Trinity County Board of Supervisors Behavioral Health Director Psyrivaisist Contract or ( Merin-) Telepaychiatry Noe atinsl Behavioral Health Board Deputy Director for Deputy Director for Business Services AODS Administrator Clinical Services (Fiscal Officer) Ann Pete Marri vogawy.... Senior M A ary . Tech. MF V U a tn ca ,c n i t a n Member (Contract) Specialist III eve Srtailo, BoeArinis Scott Substance Abuse Acct Tech • Case Manager It Specialist II Personal Services Transportation Aide Vacant Vacant Plt'M valeneiDiana (Contract) Wait Substance Abuse Adm.. Clerk II - MN Clip an 11 - Case Manager II Sperxaktrt ;I Personal Services Transportation Aide Maitinoe Dana Patrice (Contract) Vacant Admin. Clerk II - MH Clinician I Case Manager II ACiff1111 Clerk II Personal Services Transportation Aide Vacant Debbie Anne Pam (Contract) Pate (EH- Jessica) Adam Specialist fiH Clinician I Case Manager II Persona; Services Fiscal Constllant Donna Julie Connie (Contract) Gary Admin. Specialist Community Health Case Manager It Admin. Clerk it Quality Improvement Nancy Nurse (Contract) Vacant 25 FTE Casa tans Parr: Sally Mary S. Consumer/Family stnitat - Case Manager I Member (Contract; VOCa at Valerie/Diane Sherry Consumer/F amity Case Manager I Member (Contract) Vacant Ketey (EH-Brad? Consurrietifamily Member (Contract) Carol TRINITY COUNTY Board of Supervisors P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093 PHONE (530) 623-1217 FAX (530) 623-814 ECEIVED OCT 16 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Trinity County Board of Supervisors SUBJECT: Response to Recommendations of 2008-09 Grand Jury Health & Human Services Committee Behavior Health Services Final Report DATE: October 6, 2009 The Grand Jury Health and Human Services Committee has requested a written response to their final report on the Behavioral Health Services. The Board of Supervisors' response is as follows:

F8: Activity: TCBHS will participate in an external quality review process as facilitated by the APS Health Organization. The Federal Government mandates the review since TCBHS is a Medi-Cal provider. Timeline: This is an annual event and generally lasts about one or two days. A report is issued several months after the site visit. Funding Source: There is no cost to participate in this activity except lost revenue for staff preparation. Funding Status: None. Responsible persons: • Noel J. O'Neill will take the lead but all staff at TCBHS will participate in a variety of ways. • Marilyn Horn will interface with Kings View Business Services to provide the various reports and data they will seek in their review. • Pam Thayer, a Quality Assurance Contractor, on contract with TCBHS from North Valley Catholic Social Services, will interface with APS Health Organization and focus on the two Primary Intervention Projects (PIP) that are required to evaluate certain clinical practices. • Ann Houle and Pete Smyth will respond to questions about Access and Crisis. • Kelly Montes will describe consumer involvement in our programs. —61— Justification: This is a required activity that is associated with the Managed Care Contract that TCBHS has with the State Department of Mental Health. Outcome: • The hope that the outcome of improved quality and delivery of services are the result of the efforts of the review. • The final report may contain recommendations that could improve various aspects of the clinic. Trinity County Behavioral Health Services Trinity County Board of Supervisors Behavioral Health Director Psyrivaisist Contract or ( Merin-) Telepaychiatry Noe atinsl Behavioral Health Board Deputy Director for Deputy Director for Business Services AODS Administrator Clinical Services (Fiscal Officer) Ann Pete Marri vogawy.... Senior M A ary . Tech. MF V U a tn ca ,c n i t a n Member (Contract) Specialist III eve Srtailo, BoeArinis Scott Substance Abuse Acct Tech • Case Manager It Specialist II Personal Services Transportation Aide Vacant Vacant Plt'M valeneiDiana (Contract) Wait Substance Abuse Adm.. Clerk II - MN Clip an 11 - Case Manager II Sperxaktrt ;I Personal Services Transportation Aide Maitinoe Dana Patrice (Contract) Vacant Admin. Clerk II - MH Clinician I Case Manager II ACiff1111 Clerk II Personal Services Transportation Aide Vacant Debbie Anne Pam (Contract) Pate (EH- Jessica) Adam Specialist fiH Clinician I Case Manager II Persona; Services Fiscal Constllant Donna Julie Connie (Contract) Gary Admin. Specialist Community Health Case Manager It Admin. Clerk it Quality Improvement Nancy Nurse (Contract) Vacant 25 FTE Casa tans Parr: Sally Mary S. Consumer/Family stnitat - Case Manager I Member (Contract; VOCa at Valerie/Diane Sherry Consumer/F amity Case Manager I Member (Contract) Vacant Ketey (EH-Brad? Consurrietifamily Member (Contract) Carol TRINITY COUNTY Board of Supervisors P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093 PHONE (530) 623-1217 FAX (530) 623-814 ECEIVED OCT 16 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Trinity County Board of Supervisors SUBJECT: Response to Recommendations of 2008-09 Grand Jury Health & Human Services Committee Behavior Health Services Final Report DATE: October 6, 2009 The Grand Jury Health and Human Services Committee has requested a written response to their final report on the Behavioral Health Services. The Board of Supervisors' response is as follows: Finding #1: A strategic plan for January through June 2009 has been developed with many items related to emergence of the Mental Health Services Act (MHSA) that are being funded by grants. This strategic plan, which includes eight tasks, is in progress. Among these tasks are implementation of the Anazazi Computer Project as required by the State, purchase of a local residential facility, and the upgrading of the fleet of cars. Response: Agree

June 01, 2009 — File Jul 2 - 2009 Superior Court of California County of Trinity By: Donna FlAr:.0VER i.a2.PUTY Clerk Trinity County

27 pages 11 findings 11 recommendations

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Findings & Recommendations 11 findings

F1: — Reduction in Force The investigation determined that a position had been eliminated from the Building Department due to budgetary deficiencies. The reduction in force had been accomplished using reasonable management practices and was performed using established county guidelines.

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R1: None Response: None Required

F2: - Building Department Director The committee's investigation determined that the previous Director of the Building Department created a hostile workplace. He is no longer in the Director position. It appears that his current job will be eliminated due to budget cutbacks and seniority.

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R2: It is recommended that this former director should not be considered for rehire in any position by Trinity County in the future.

F3: — County Reorganization of Departments The D/E Committee looked at the reorganization of the Planning, Building, and Airport departments within the county that took place in the spring/summer of 2008. Considering the budgetary constraints the county was facing, this investigation found that the reorganization was done appropriately. The reorganization has -3- saved the county money and had to be done in a timely manner. During the investigations, however, it was found that some departments that have to work together closely were spread out over several buildings making communication more difficult.

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R3: The committee understands that the reorganization will continue to be modified as needed. Functions of the Building, Planning, Long Range Planning and Environmental Health Departments need improved communications to assure smooth development in the county.

F4: - Misuse of Funds It was determined that due to expediency, a decision was made to allow a vendor to remove scrap material without an attempt to recover some value from that material. Although the action was outside of normal county procedures, there was no intention of fraud.

Related Recommendations (1)

R4: None Response: None required

F5: - Unavailability of County Organizational Chart The committee's investigation determined that due to reorganization efforts occurring over the past two years, there have been periods of time when up-to- date organizational charts have not been available. Now that the reorganization has settled, there is an up-to-date chart available.

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R5: None Response: None required

F6: - County Employee Complaint Processes The county was slow to respond to an employee complaint about the hostile workplace. Verbal complaints were poorly handled and were dealt with inadequately. There was no adequate paper trail and issues were not handled in a timely manner. The committee determined that the process has some complexity due to defined different handling for each type of employee complaint. There is no central repository for complaints, and, therefore, complaints can get mishandled or lost. There is no defined function within the county that is responsible for the handling and final resolution of an employee complaint. -4- The committee found an example of a hostile work environment being allowed to exist where employees feared for their jobs, a complaint was mishandled, and the hostile environment was allowed to continue. Employees were reluctant to further pursue having the problem investigated for concern of their own employment status or believing that it was not their problem but some other department's problem. The committee found that besides internal department complaint systems, there are three major complaint categories that are detailed in the Trinity County Employee Handbook. This document is received by every new county employee and is reviewed by every employee each year as part of a mandatory meeting. The three major complaint categories are: 1. Sexual harassment (Sexual Harassment Policy) 2. Hostile workplace (Workplace Violence Policy) 3. Unethical/illegal behavior (Policy Statement: Report of Unethical or Illegal Activity) County policy allows for the complaint to be handled on an informal basis upon verbal permission of the complainant.

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R6: A form for sexual harassment should be defined and made part of the employee handbook. The complaint forms should be reviewed for reasonable content of the format and information and reissued as revisions. The form should include details of where the employee complaint should be sent. The handling process for each type of complaint should be detailed in the employee handbook so that an employee can set his/her expectations as to when a complaint will be handled. Copies of the three complaint forms should be made readily available to all employees at their work locations. Supervisors should advise any employee with a complaint to put it in writing or no action can be made. The employee should be provided with the appropriate form, or alternatively, the manager or fellow employee can assist in completing the complaint form. All complaints should be sent to the Personnel Department. The Personnel Department should register the complaint into a central database or ledger. A -5- hard or electronic copy of the complaint should be filed. Depending on the type of complaint, the Personnel Department should enlist the assistance of the appropriate authority to investigate the complaint. The Personnel Department is responsible for timely handling of every complaint. The County Administrative Officer (CAO) should report statistics to the Board of Supervisors on a monthly basis with regard to new complaints, open previously reported complaints, and closed complaints by type of complaint and by department. Investigations of open complaints that are late in resolution must be highlighted to the board. The BOS can determine if it needs further information in closed session for any employee complaints. Annual employee retraining should include discussion highlighting the point that all employees are responsible for the county's entire work environment — not just their department or location. The Workplace Violence Policy training should emphasize that it covers a hostile work environment where no physical violence has occurred, but verbal abuse and threatening physical gestures and postures have occurred.

F7: — Annual Review Due Dates This committee determined that the personnel officer is not aware of missing or late annual reviews.

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R7: The personnel officer must provide tracking for all county employees with respect to their annual review due dates.

F8: The content of the annual review meeting with the employee is not specified for managers. The performance appraisal portion of the meeting is standardized by nature of the form used, but there is no requirement to review the employee's pay grade, pay status, and future outlook for pay increases. Response: We do not agree with the finding. One of the main reasons for the performance evaluation is review pay grades and is a requirement when employees have increases in pay grade and status. Future growth is a part of each evaluation.

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R8: A salary review should be part of the review meeting. An employee's pay status, and future pay increase must be reviewed verbally and discussed.

F9: This committee found that successful and timely completion of annual reviews is explicitly required for managers. Employee annual performance appraisals are not necessarily reviewed for appropriateness and informational value. One set of appraisals for an employee was observed to have not been changed in content for three years in a row. Response: We agree

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R9: Upper management must review written employee performance appraisals written by subordinate managers. The CAO is ultimately responsible for all employees' annual reviews being performed in a timely manner and that the written performance appraisals are of a quality that provides valuable feedback to the employee.

F10: This committee found that employees are not afforded the knowledge and experience of the involved manager with regards to future job enhancement through change in job area, outside education, or county-supplied training. Response: We disagree, part of the employee evaluation process is a review of the opportunities for advancement and training. —13—

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R10: The written performance appraisal should include an area for the reviewing manager to make recommendations for future enhancement of the employee's career.

F11: Since the annual reviews are a product of the manager and qualitatively reflect that manager's ability and training, manager training on providing quality annual reviews is required in the current county administrative environment. It was not found to be part of the required manager training at this time. Response: We agree that there should be more training for managers in how to properly perform the employee evaluation.

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R11: Managers should have a required periodic training session on providing quality annual reviews for employees. The training material should meet specific county requirements. CONCLUSION: Most remedies for the observed situations are part of existing county policies and procedures. County administration needs to update policies regarding employee complaint and reviews and to provide more specific required training for managers on policies and procedures. Policies and procedures currently on the books need to be followed consistently. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Board of Supervisors 2, 3, 6, 7, 8, 9, 10, 11 90 days Building Department 2, 3 60 days Personnel Department 2, 6, 7, 8, 9, 10, 11 60 days CAO 2, 3, 6, 7, 8, 9, 10, 11 60 days TRINITY COUNTY Office of the County Administrator DERO B. FORSLUND County Administrative Officer P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093-1613 PHONE (530) 623-1382 FAX (530) 623-8365 RECEIVED SEP 2 1 2009 TRINITY COUNTY inaruivoR oouRr TO: The Honorable James Woodward, Presiding Judge of the Superi Court FROM: Dero B. Forslund, CAO SUBJECT: Response to Recommendations of 2008-09 Grand Jury Development and Environment Committee Final Report Re: Trinity County Building Department DATE: 09/18/2009 The Grand Jury Development and Environment Committee has requested a written response to their final report on the Trinity County Building Department. In my capacity as County Administrative Officer, my response is as follows:

June 01, 2009 — Trinity County Grants Department

12 pages 8 findings 4 recommendations

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Findings & Recommendations 8 findings

F1: The committee found that the TCGD administers its programs according to proper procedures, and is very thorough in its care of its clients.

F2: The TCGD is providing a commendable service. The funds they provide are helping many residents repair safety and health problems on their properties. The funds have also contributed toward the completion of community projects. The department hold community meeting in all parts of the county to inform residents of the programs. Response: We Agree —46—

F3: The grants administered through the TCGD also include business loans, micro- enterprise business assistance, and community development grants. (See attachments 2 and 3.)

F4: The Grants Department has brought approximately $10 million into the Trinity County economy over the last 5 years. It has assisted over 100 homeowners, and 10 community projects. Grant administration costs are paid by the grants themselves, with only minimal matching funds from the county general fund. The department is understaffed.

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R4: An additional Grants analyst could be hired to bring in more money to the county. Loan processing by the staff would be made more efficient with dedicated loan servicing software. CONCLUSION: The TCGD is providing beneficial services that are helping the community. The Grand Jury commends the department for their diligence in making sure that the process is available and works well for the residents of Trinity County. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Board of Supervisors 1,2,3.4 90 days Grants Department 1,2,3,4 60 days THE PROGRAM COUNTY OF TRINITY The Housing Rehabilitation program provides loans and some small grants for Owner Occupied qualified homeowners. Rehabilitation may include weatherization, health and safety usi ti Rehabilitation Pr rat repairs, code violations, ADA modifications, and many other activities. Please contact our office to see if your project Working to provide safe, decent, affordable qualifies. housing for families in need in Trinity County. Eligibility Requirements 1. Property must be owner occupied and located within Trinity County 2. Meet Income Eligibility Requirements 3. Existing Health, Safety or Code Violation For more information and an application, please contact Rachel Allen at (530) 623-8371 or RAlleneTrinityCoutety.org Rehabilitation Program Activities include: Repairs to roof Foundation Electrical T-.7.*,.• " Plumbing Heating Mobile home replacement Lead paint abatement and many other activities. f-towtes are-. solcetiows for setAtratitv‘s Eligibility Requirements Owner Occupied Loan Options }lousing Rehabilitation Process To qualify, Viwr family must mtteet the following .1.11 - 'i g.51 1. Complete application and provide nec- Persons in Family Max. Income essary documentation (see application). 0-3% interrl,:fro,nr.,, Can be fully amortized, partially deferred or Application will be reviewed & verified 1 $30,150 totally deferred by the Grants & Housing Rehab Loan $200,000 maximum loan 2 $34,450 Office. amount 2. Inspection of property and dwelling by 3 $38,750 HOME Grants Housing Rehab Specialist. 3. Housing Rehab Specialist and Grants 4 $43,050 3% interest loans that are Office will prepare proposed scope of deferred for 30 years 5 $46,500 work. After rehabilitation value 4. Title report and appraisal procedures limits loans limited by house size 6 $49,950 are completed. CaiHOME 5. Loan package is reviewed by loan com- 7 $53,400 mittee and is either approved or denied. 3% interest loans that are deferred for 30 years 8 $56,850 6. Project is placed out for bid. $35,000 maximum loan amount 7. After reviewing bids, housing staff and Source: California Housing and Community Department. owner select contractor and/or manufac- April 2008 tured home. Ftequired Documentation 8. Final loan documents, note and deed of trust are signed by the home owner. • Complete Application 9. Deed of trust is recorded and work be- • Proof of Income: Copy of previous year's gins. 1040, check stubs, and agency letter stating 10. Grants office & Housing Rehab Special- income • Copies of Bank Statements for previous 6 ist monitors progress of work and Our Housing & Rehabilitation Staff will deter- months makes payments to contractor(s) and/or mine the best source of funding depending on • Copy of Grant Deed or Property Tax State- the work to be done and individual situations. vendors. ment • Copy of each applicants birth certificate or driver's license. For more information and an application, please • Copies of monthly expenses/debts contact Rachel Allen at (530) 623-8371 or Incomplete applications will be returned. RAlIen@TrinihiCounty.org RONAL MUNRO OPPORTUNITY What can Trinity County of Trinity County's Business Loan Programs do for you? Business • Looking to open a new Loan business? • Expand your existing Programs business? • Need training or assistance for your Loans for Small business? and Large • Marketing Businesses • Financial training Trinity County Business Loan Programs are here to help you. County of Trinity Rachel Allen Trinity County Courthouse P. O. Box 1613 Room 106 Weaverville, CA 96093 Phone: 530-623-8373 Fax: 530-623-8323 rallen@trinitycounty.org Grants Department Trinity County Business Loan Programs Business Loans Helping Build a growing Economy Microenterprise Available From The Trinity County Business Loan Program Business $5,000-$200,000 was established with the goal of creating and Assistance retention of stable living wage jobs in the county. Loans available for: A Microenterprise is simply a very The Business Loan Program serves as a non- small - often home based— • Working Capital/Lines of Credit business. Typically with fewer than traditional financing source for existing and • Inventory Purchase 5 employees, one of whom is the start-up businesses whose financing needs are • Equipment Acquisition owner, where the owner is low or under-served by traditional lending institutions. moderate income. • Real Property Acquisition, Training and Technical Assistance Employment Requirements Construction, Rehabilitation available to help your business • Furniture and Fixtures Trinity County Business Loans require one job become as successful as you've created for every $35,000 of Loan Program Funds. always dreamed. Funds must create jobs in the county. Job creation is not required with the Microenterprise program • Workshops covering the tools needed Micro Loans for small businesses to start or expand a business. from $1,000 $5,000 for: • One-on-one business counseling. • Equipment Acquisition Business loans of up to $5,000 to New Businesses assist with start-up, expansion or • Inventory Purchase stabilization of a small business. Existing Businesses L . ATTACHMENT #3 CDBG PROPOSALS County of Trinity INVITES PROPOSALS FOR COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS AND SERVICES The State of California Department of Housing and Community Development Community Development Block Grant (CDBG) Program has released a Notice of Funding Availability for the 2009/2010 Allocation Funds available to Trinity County is a maximum of $800,000 for the following scenarios: • Up to maximum $400,000 for Public Service (up to 5 service activities) and/or Housing Programs • Up to maximum $800,000 for up to two (2) eligible projects including Public Improvements, Public Facilities, Multi-Family Rehab and Housing Construction • Up to maximum $800,000 for a combination of one eligible program (up to $400,000) AND one eligible project (up to $400,000). • Plus a Set-Aside project of up to 10% of the total application All projects/programs must meet the national objectives: Benefit low-moderate income persons or prevent or eliminate slums or blight Proposals will be submitted to the Board of Supervisors June 16th for selection prior to application for the grant. Proposals must be submitted to the Grants Department no later than 5:00 pm Tune 3, 2009. For information on eligible services/programs please contact the Grants Office. For more information please contact: RACHEL ALLEN in the Trinity County Grants Administration Office Trinity County Courthouse 11 Court Street, Room 106 P. 0. Box 1613 Weaverville, CA 96093 Phone: 530-623-8371 Fax: 530-623-8323 rallen@trinitycounty.org -45- TRINITY COUNTY Office of the County Administrator DERO B. FORSLUND County Administrative Officer P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093-1613 PHONE (530) 623-1382 FAX (530) 623-8365 RECEIVED SEP 2 1 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Dero B. Forslund, CAO SUBJECT: Response to Recommendations of 2008-09 Grand Jury Finance and Administration Committee Final Report Re Trinity County Grants Department DATE: The Grand Jury Finance and Administration Committee has requested a written response to their final report on the Trinity County Grants Departmetn. In my capacity as County Administrative Officer, my response is as follows:

F5: Loan package is reviewed by loan com- 7 $53,400 mittee and is either approved or denied. 3% interest loans that are deferred for 30 years 8 $56,850 6. Project is placed out for bid. $35,000 maximum loan amount

F7: After reviewing bids, housing staff and Source: California Housing and Community Department. owner select contractor and/or manufac- April 2008 tured home. Ftequired Documentation 8. Final loan documents, note and deed of trust are signed by the home owner. • Complete Application

F9: Deed of trust is recorded and work be- • Proof of Income: Copy of previous year's gins. 1040, check stubs, and agency letter stating

F10: Grants office & Housing Rehab Special- income • Copies of Bank Statements for previous 6 ist monitors progress of work and Our Housing & Rehabilitation Staff will deter- months makes payments to contractor(s) and/or mine the best source of funding depending on • Copy of Grant Deed or Property Tax State- the work to be done and individual situations. vendors. ment • Copy of each applicants birth certificate or driver's license. For more information and an application, please • Copies of monthly expenses/debts contact Rachel Allen at (530) 623-8371 or Incomplete applications will be returned. RAlIen@TrinihiCounty.org RONAL MUNRO OPPORTUNITY What can Trinity County of Trinity County's Business Loan Programs do for you? Business • Looking to open a new Loan business? • Expand your existing Programs business? • Need training or assistance for your Loans for Small business? and Large • Marketing Businesses • Financial training Trinity County Business Loan Programs are here to help you. County of Trinity Rachel Allen Trinity County Courthouse P. O. Box 1613 Room 106 Weaverville, CA 96093 Phone: 530-623-8373 Fax: 530-623-8323 rallen@trinitycounty.org Grants Department Trinity County Business Loan Programs Business Loans Helping Build a growing Economy Microenterprise Available From The Trinity County Business Loan Program Business $5,000-$200,000 was established with the goal of creating and Assistance retention of stable living wage jobs in the county. Loans available for: A Microenterprise is simply a very The Business Loan Program serves as a non- small - often home based— • Working Capital/Lines of Credit business. Typically with fewer than traditional financing source for existing and • Inventory Purchase 5 employees, one of whom is the start-up businesses whose financing needs are • Equipment Acquisition owner, where the owner is low or under-served by traditional lending institutions. moderate income. • Real Property Acquisition, Training and Technical Assistance Employment Requirements Construction, Rehabilitation available to help your business • Furniture and Fixtures Trinity County Business Loans require one job become as successful as you've created for every $35,000 of Loan Program Funds. always dreamed. Funds must create jobs in the county. Job creation is not required with the Microenterprise program • Workshops covering the tools needed Micro Loans for small businesses to start or expand a business. from $1,000 $5,000 for: • One-on-one business counseling. • Equipment Acquisition Business loans of up to $5,000 to New Businesses assist with start-up, expansion or • Inventory Purchase stabilization of a small business. Existing Businesses L . ATTACHMENT #3 CDBG PROPOSALS County of Trinity INVITES PROPOSALS FOR COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS AND SERVICES The State of California Department of Housing and Community Development Community Development Block Grant (CDBG) Program has released a Notice of Funding Availability for the 2009/2010 Allocation Funds available to Trinity County is a maximum of $800,000 for the following scenarios: • Up to maximum $400,000 for Public Service (up to 5 service activities) and/or Housing Programs • Up to maximum $800,000 for up to two (2) eligible projects including Public Improvements, Public Facilities, Multi-Family Rehab and Housing Construction • Up to maximum $800,000 for a combination of one eligible program (up to $400,000) AND one eligible project (up to $400,000). • Plus a Set-Aside project of up to 10% of the total application All projects/programs must meet the national objectives: Benefit low-moderate income persons or prevent or eliminate slums or blight Proposals will be submitted to the Board of Supervisors June 16th for selection prior to application for the grant. Proposals must be submitted to the Grants Department no later than 5:00 pm Tune 3, 2009. For information on eligible services/programs please contact the Grants Office. For more information please contact: RACHEL ALLEN in the Trinity County Grants Administration Office Trinity County Courthouse 11 Court Street, Room 106 P. 0. Box 1613 Weaverville, CA 96093 Phone: 530-623-8371 Fax: 530-623-8323 rallen@trinitycounty.org -45- TRINITY COUNTY Office of the County Administrator DERO B. FORSLUND County Administrative Officer P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093-1613 PHONE (530) 623-1382 FAX (530) 623-8365 RECEIVED SEP 2 1 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Dero B. Forslund, CAO SUBJECT: Response to Recommendations of 2008-09 Grand Jury Finance and Administration Committee Final Report Re Trinity County Grants Department DATE: The Grand Jury Finance and Administration Committee has requested a written response to their final report on the Trinity County Grants Departmetn. In my capacity as County Administrative Officer, my response is as follows: Finding #1: The committee found that the TCGD administers the programs according of proper procedures, and is very thorough in its care of its clients. Response: We Agree

Additional Recommendations 3

Not linked to specific findings.

R1: None Response: No Response required.

R2: None Response: No Response required.

R3: None Response: No Response required.

June 01, 2009 — JUL 2 - 2009 Superior Court of By: DON C N O a U H N a T N Y O O VE F R T R R E I C N a it L Y IF Ornia of Purr Clerk

12 pages 7 findings 7 recommendations

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Findings & Recommendations 7 findings

F1: Concertina wire around exercise yard damaged Response #1: General Services is aware of the issue. Efforts were made to repair the damage resulting in injury to the worker. Fence will be fixed. As to adding an additional layer of concertina, that will be done when funding allows.

Related Recommendations (1)

R1: The crushed wire needs to be repaired as soon as possible. An additional strand of razor wire should be installed which would make the top of the fencing virtually escape proof Response: Crushed fence will be repaired as soon as possible. Additional strand of wire will be installed as funding allows.

F2: Medication passes being done by Correctional Staff Response #2: Ideally, medication setup and distribution would be done by medical staff and not by correctional staff. There are four med passes a day between 0600 and 2100 hours. This would require hiring four additional medical technicians to accomplish the task. Current medication philosophy of medical staff has significantly reduced staff time in setup and distribution of medications. The detention facility continues to meet state medical standards which helps limit liability concerns.

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R2: There should be a Medical Technician on staff when there is funding available as the current situation is a liability concern. Response: We agree with the recommendation with the understanding that current methods meet State Medical Standards and are required by budget constraints

F3: Overheating of communications equipment room Response #3: Although not a perfect fix, the addition of fans to the room precluded any communications shutdowns related to an overheated room. As funds become available, efforts will be made to provide a more permanent solution such as air conditioning. -94-

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R3: This is a public safety issue and needs to be fixed as soon as possible Response: Recommendation will be implemented as soon as possible.

F4: Inmate clothing is worn out. Response #4: Funding has been established to adequately maintain inmate clothing.

Related Recommendations (1)

R4: The Sheriff needs to look into outside community volunteers for repairs and or replacement of the uniforms. Response: The recommendation will not be implemented. Funding within the Sheriff budget has been made available.

F5: Facility heating/cooling system is not adequate. Response #5: General Services has replaced worn out motors in the system which seems to have helped the cooling issues. When winter comes we will be able to evaluate the effectiveness as it relates to heating.

Related Recommendations (1)

R5: The Sheriff should investigate further into this situation. Response: Has been implemented in part.

F6: Laundry equipment appears to be worn out. Response #6: The commercial washer has been replaced and this problem no longer exists.

Related Recommendations (1)

R6: Repairing old worn out machines is an inefficient use of funds. The BOS need to expedite procedures for replacement of specific equipment. Response: Equipment has been replaced within the County Purchasing Policy

F7: File storage is a problem. Response #7: The stated storage problem has been alleviated with the purchase of additional file cabinets and eliminating the use of boxes. Unfortunately, the judicial and medical systems have not transitioned over to a totally paperless system. Consequently, physical storage of this paperwork will continue to be a challenge. The continuing decline of the of the County's financial resources makes meeting the needs of the Trinity County Detention Facility an ongoing challenge for its staff and the Administration. Because of these circumstances, it should be noted that the staff has continued to maintain its high operational standards thereby minimizing the County's exposure to litigation. TRINITY COUNTY Office of the County Administrator DERO B. FORSLUND County Administrative Officer P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093-1613 PHONE (530) 623-1382 FAX (530) 623-8365 RECEIVED SEP 21 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Dero B. Forslund, CAO SUBJECT: Response to Recommendations of 2008-09 Grand Jury Judicial Committee Final Report Re Trinity County Detention Facility DATE: The Grand Jury Grand Jury Judicial Committee has requested a written response to their final report on the Trinity County Detention Facility. In my capacity as County Administrative Officer, my response is as follows:

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R7: The Sheriff needs to investigate updated ways to store files, perhaps in a computerized system or other alternatives such as sharing technology resources with other adjoining counties. Response: The recommendation will be implemented at the local level. Sharing Technology with other adjoining Counties will be more costly that adding the functions locally. TRINITY COUNTY Board of Supervisors P.O. BOX 1613, WEAVERVILLE, CALIFORNIA 96093 PHONE (530) 623-1217 FAX (530) 623-8365 RECEIVED OCT 1 6 2009 TRINITY COUNTY SUPERIOR COURT TO: The Honorable James Woodward, Presiding Judge of the Superior Court FROM: Trinity County Board of Supervisors SUBJECT: Response to Recommendations of 2008- 9 Grand Jury Judicial Committee Trinity County Detention Facility Final Report DATE: October 6, 2009 The Grand Jury Judicial Committee has requested a written response to their final report on the Trinity County Detention Facility. The Board of Supervisors' response is as follows:

May 18, 2009 — Superior Court of California County a' By: Donna.. Trinity County Grand Jury

6 pages 4 findings 4 recommendations

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Findings & Recommendations 4 findings

F2: Physician and nursing recruitment has been a continuing problem. Currently a physician is needed to practice half time in both the Weaverville and Hayfork Clinics or to be half time in one clinic and practice half time privately. The nursing staff is becoming more locally based, so less costly. Funding has been secured for local Certified Nursing Aide (CNA) classes now in progress. Other needed services are advertised in the Northern California area, including Weaverville.

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R2: The MCHD Administration is to be commended for making CNA classes available, allowing for local training of nursing personnel. Physician recruiting must continue. Skilled Trinity County residents should be encouraged to respond with bids, whenever possible, to the District's needed services.

F3: In order to keep an Emergency Room (ER) Credential, California State regulations require 24- hour coverage. Local physicians are currently unavailable for these extended hours, so contracting for this service is necessary. MCHD contracts with Valley Emergency Group. Our physicians may work under this contract if they wish. The contract with Valley Emergency Group has provided our hospital with reliable capable physicians at a reasonable price.

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R3: Even though contracting for ER physicians is a large expense, it is a service that is being successfully provided by Valley Emergency Group and should be continued.

F4: MCHD is addressing and fixing problems. The following are some of the positive steps that have been taken in recent months: a. Installation of the new Computerized Records System, fully funded by grant money, has been approved. It is expected to save the District $5,500 each month. b. Trinity Home Health Services was on the verge of having its doors closed in early 2008. Consultants were brought in to reorganize the department, from billing to nursing policies. Home Health Services is now financially stable. c. The second annual Strategic Planning Meeting was held on April 10,2009. Ideas for new and expanded projects were suggested — an inspiration to community members who hope to see some of these proposals come to fruition. d. Following several months of discussion and planning, the new non-profit Healthcare Foundation is being established solely to support MCHD by accepting donations and possibly grant money. e. A "critical access designation" has been attained for MCHD, which increases cost reimbursement from Medicare and makes available a line of credit in case of payment delays. f. New equipment has been purchased with funds from grants and donations.

F5: The parcel tax, which sunsets in two more years, continues to provide partial operating expenses for the hospital. Community support for continuing the parcel tax will be especially important considering the uncertainty of Medicare and Medi-Cal reimbursements.

Related Recommendations (1)

R5: Initiate an intensive public relations campaign to help the community understand the importance of supporting an ongoing parcel tax. Town hall meetings and increased news coverage in the Trinity Journal would be helpful.

Additional Recommendations 1

Not linked to specific findings.

R1: The improved financial status of MCHD is encouraging. This year, due to the uncertainty of state and federal budgets, MCHD needs to continue improving the District's credit rating and its ability to secure loans. Attention should be given to advertising the fact that the Dental Clinic will still accept children on Medi-Cal and welcomes private-pay clients.

April 27, 2009 — Super!or Court of California of Ihnity By: Donna ilk Trinity County Grand Jury

13 pages 5 findings 5 recommendations

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Findings & Recommendations 5 findings

F1: The Veterans Service Officer explained that his job is to provide information, aid and guidance to the veterans of Trinity County. He stated the greatest percent of his time is spent assisting veterans to obtain their benefits, such as: how to qualify for health care: how to apply for pension for indigent veterans over 65 years of age: and how to obtain a service connected disability compensation. Response: Agree with the finding.

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R1: This appears to be the nature of needed services for our veteran population. The veteran interviewed by this committee was very favorable regarding the Veteran's Service Officer's ability to help him obtain the services to which he was entitled as a disabled veteran of the Korean War. He stated that the Veteran's Service Officer demonstrated his concerns for veterans through his friendly and knowledgeable demeanor.

F2: The Veteran's Service Officer states that there are about 1,900 veterans in Trinity County. He wishes that he had a better system for outreach to the outlying areas in the county. He commented that he believes that many veterans are living in remote and rural areas within this county and that they are difficult to identify. His caseload is currently made up of veterans who come to his office to seek services, mostly on a walk-in basis rather than by scheduled appointments. There are an unknown number of veterans who, for one reason or another, do not wish to be a part of any system (including The Veteran's Administration). This opinion became obvious in the informal discussion with the veteran who does not use any services. This veteran served in both Korea and Viet Nam and had experienced substance abuse problems in the past. He states that he did not know about the county veteran's assistance program, but also said that he would not have used it had he known. He claims to be content with his life and that it is important to him not to have anyone else telling him what to do. He believes that there are a lot of veterans like him in this county and that many are not doing as well as he is. As a closing remark, he said that he was glad to hear that there was someone in the county to help veterans find their way through the red tape if they wanted help.

Related Recommendations (1)

R2: A notice of the Veteran's Office hours and phone number should be placed in The Trinity Journal on a weekly basis. A pamphlet of information, including types of services for veterans, should be placed in key locations throughout the county, such as the library, doctor's offices, the courthouse, and local grocery store bulletin boards. It should be noted that there are probably a certain number of veterans who would not take advantage of this service, no matter how well it is advertised.

F3: There are no travel funds available to assist veterans without transportation to get to medical appointments at the Redding Outpatient Clinic. Due to the automated appointment system, it is difficult to coordinate people's appointments on the same day.

Related Recommendations (1)

R3: It would be advantageous to explore the possibility of volunteers who would be willing to drive to Redding on certain days of every week. Veterans could then schedule their appointments on those days. Individual veterans could possibly network with each other and form a car pool.

F4: The Veteran's Service Officer stated that on August 20, 2008, he was informed that his position was cut from full time to 3/4 time. He feels that this cutback will interfere with his ability to provide quality services to the veterans of Trinity County. He noted that many veterans do not make appointments, but prefer to just drop in to his office on any week day. His office will now be closed at 2:30 pm on Thursdays and all day on Fridays. On February 23, 2009, at our follow up discussion, the Veteran's Service Officer's greatest concern was that state and county budget cuts may result in less funding for Veteran's Services.

Related Recommendations (1)

R4: The 2004-05 Grand Jury recommended that "Trinity County should hire a full time, five day a week, Veteran's Service Officer and give him/her Department Head status." We concur that this would be desirable. However, with the current budget crisis at both the county and state level, we realize that the full time status is probably not possible. This committee recommends that the three-quarter time be spread out over five days with the emphasis on afternoon hours, which the veterans seem to prefer according to the Veteran's Service Officer.

F5: In August of 2008, the Veteran's Service Officer learned that his office might be moved into the courthouse. He feels that that would not be a good thing for veterans who come to him with serious issues and appreciate their privacy at Veteran's Services Hall. As of February, 2009, the issue of moving had not come up again.

Related Recommendations (1)

R5: Our committee agrees with the Veteran's Service Officer that his office should remain at the Veteran's Services Hall and we suggest that the County make an effort to keep it in that location. CONCLUSION: The Veteran's Service Officer appears to be a dedicated and knowledgeable person who is providing valuable information to the veterans of Trinity County. He is to be commended for acquiring ratings for veterans who deserve to get a service-connected disability. We would like to see his position returned to a full- time status as Veteran's Services Officer in his present location as soon as County budget allows. RESPONSES REQUIRED: Entity Finding/Recommendation Respond in Board of Supervisors 1,2,3,4,5 90 days Veterans Service Officer 1,2,3,4,5 60 days DEVIECER CC Z The Honorable James P. Woodward DODTO: 0 c0c Presiding Judge of the Superior Court 5.0 ZUJ Douglas Bue, Veterans Service Officer E MD FROM: CC: Wendy Tyler, Clerk of the Board and Administrative Analyst SUBJECT: Response to Recommendations of 2008- 2009 Grand Jury Health and Human Services Committee Final Report DATE: 14 July 2009 The Grand Jury Health and Human Services Committee has requested a written response to their final report on the Veterans Service Office. In my capacity as the Veterans Service Officer, my response is as follows.

Additional documents

Documents found alongside this year's reports — not grand jury reports or responses.