2010-2011

F1: All three branches of emergency services (Law Enforcement, Medical Services, and Fire Protection) report financial shortfalls in being able to fund a desired level of service. Funding issues were consistently among the top challenges and needs reported. Other top needs, such as increased training and volunteer recruiting and retention are tied to funding. This finding is consistent with this Grand Jury's findings in report FAR 2010/2011-002 "Grants Department Imperils County Finances".

F2: Methods identified for generating revenues include: establishing special districts where they don't currently exist in order to generate tax funding for their departments; increasing the Transient Occupancy Tax with funds dedicated to public safety/emergency services; and working more collaboratively with multiple departments, the Fire Chiefs Association, and the County to identify, pursue, and administer grant projects.

F3: Cost saving methods identified in the investigation include: consolidation of departments and asking larger, more capable organizations to provide administrative support to their smaller counterparts. It is clear that merely cutting costs will not maintain stable emergency services—out of necessity, Trinity County's response organizations have become adept at saving funds where they can. Increased revenues are essential. This finding is consistent with this Grand Jury's findings in report FAR 2010/2011-002 "Grants Department Imperils County Finances".

F4: Fire and EMS organizations both report difficulty in recruiting and retaining adequate numbers of qualified personnel. This is particularly true in organizations relying on volunteers but also relevant in paid forces due to apparently low pay scale and irregular and long shifts, typical of 24/7 emergency service requirements.

F5: Training requirements are continually changing to reflect improvements in technology, evolving regulations, and mission vision both from on high and within the individual organization. This is complicated by turnover in personnel who are often volunteers with wide-ranging skills and motivated primarily by a desire to render service to their communities.

F6: The overall state of emergency equipment in the County is not acceptable. While some departments have received new vehicles and equipment through grants in recent years, those are far outnumbered by outdated examples. This creates a risk to public safety, especially during large incidents such as major wildfires.

F7: Emergency Management grant funds are being supplanted in violation of grant terms. This jeopardizes future grant funding and makes the County vulnerable to demands for repayment, including past project years.

F8: Parts of the County fall outside of formal response boundaries for structure fire, rescue, and medical emergency response. This can complicate dispatch, response, and command authority decisions.

F9: Trinity County government's priority for public safety and emergency services has been unclear in recent years. While it is recognized that all communities, disciplines, organizations, and services must share the burden of a poor economy, a clearly articulated priority and strategy for these essential services could help all concerned in strategic planning.

F10: The Trinity County Fire Chiefs Association and many of the member fire/rescue and EMS organizations are to be applauded for their willingness to share surplus equipment and seek out avenues for obtaining additional equipment.

F1: There is no legal mandate for a county jail and alternatives exist under California law.

F2: If the Jail remains open there are cost saving measures to be immediately considered by the Sheriff.

F1: After reviewing previous years' final reports of the Grand Jury, the same issues addressed in this report have risen repeatedly without satisfactory resolution. The Jail Facility needs to be replaced. It is over 30 years old, out of CSA and ADA compliance, and much of its interior is obsolete. Overcrowding is common and the space is inadequate to meet current needs.

F2: The following are immediate needs that must be addressed with the current Jail Facility: generator system repairs aging and inadequate security video system number of staff, especially females complete repairs to Jail locks lack of ventilation for the computer equipment rooms

F3: The following are issues with Environmental Health compliance: mold in the women's dormitory area flooring in the kitchen area the refrigerator/freezer in the Jail kitchen

F4: The following items are out of CSA and/or ADA compliance: Communications Center • sobering cell • location of the Livescan Fingerprinting System

F5: The 911 and Reverse 911 Mapping Systems are inadequate. There have been dropped emergency calls and mapping coordinates for the Reverse 911 Mapping System are unreliable. The County was mapped in preparation for the Reverse 911 System; however, the detailed information was not utilized by the vendor.

F6: Emergency services calls are not always dispatched to the correct geographic area of Trinity County.

F7: The concertina wire surrounding the inmate exercise yard leaves a potential for escape. The wire is ineffective and unsafe for inmates and staff, and poses a threat to public safety.

F8: The designated area for dispensing medications is unsafe due to inadequate space and security measures.

F1: Trinity County Grants Department lacked cohesive structure.

F2: CDBG grants, which include the Housing Rehabilitation and Microenterprise Programs, are labor and time intensive.

F3: The grant revenues brought into Trinity County's economy in the past 15 years total $ 22.6 million, contributing to the overall economic health of the communities and County government.

F4: Administrative fees from grants do not cover all of the cost of running a grants department.

F5: Time and effort have been spent pursuing grants for which the County could not qualify, because it could not meet the requirements designed for larger counties.

F6: Deficits have occurred when, for any number of reasons, an employee's time is spent pursuing a grant that is ultimately not awarded.

F7: Grants Department policies and procedures are nonexistent, including no definition of "conflict of interest", an issue referenced in the CAO's Staff Report.

F8: Lack of grants management software contributed to an unidentifiable deficit.

F9: Lack of a qualified grants researcher/writer position has led to missed grant opportunities.

F1: There is no comprehensive or independent analysis explaining the causes and effects of the reported $690,952 CGD deficit.

F2: Because of the lack of any verification of the magnitude of the CGD deficit, the potential impacts on County budgeting and strategic planning are unknown.

F3: With the closing of the County Grants Department and the delegation of its duties to existing County administrative personnel and no current policies, procedures or controls to preclude further deficits, the exposure to additional County liability could continue.

F2: There are currently 5.5 Probation Officers, including the Chief Probation Officer. There have been up to twelve officers in the past. It is a strong possibility that in the near future an additional 1.5 positions will be laid off, due to budget issues decreasing the total staff to only 4.

F3: The Facility needs an additional the control panel in the day room. The current panel may be left unattended when it is necessary for staff to leave the control room. An additional panel would enhance the safety and security of the staff and juvenile inmates especially with decreased staffing at night. The surveillance monitors are aging rapidly and do not provide for a sufficient view of all the day floor area.