Gran Jurado del Condado de Tuolumne

2011-2012

7 informes

Hallazgos & Recomendaciones 23 hallazgos
F1: The grounds and shops at Columbia, Jamestown, and Tuolumne City.are very clean and well kept. The Big Oak Flat facility is old, but is organized. All facilities are surrounded by fencing and secured with locked gates. Response F1: We agree with this finding.
F2: Fleet Services has the ability to handle more of the county's vehicles from other departments. A flyer has been distributed to the county department heads to make them aware of the services offered, in an effort to generate more business and optimize utilization and efficiency of the Fleet Services Department. Response F2: We agree with this finding.
F3: All maintenance services and repairs are logged for each vehicle, and all equipment, for warranty coverage of parts and hourly usage of all vehicles within the fleet. Response F3: We agree with this finding.
F4: Equipment deemed non essential or too costly to repair or maintain are put up for auction, with all proceeds going back to the department budget. Response F4: We agree with this finding.
F5: Staff safety meetings are held each week. No serious injury or incidents have been recorded for the current fiscal year. Response F5: We agree with this finding.
F7: All fleet Services and Road Department employees are drug tested at hiring. Further testing may be done in case of incident, or upon request of the Department Supervisor. Response F7: We agree with this finding.
F8: First aid kits were present and mounted on the walls at all worksites and in all vehicles. Response F8: We agree with this finding.
F9: A written hazard communication plan is available for all employees review. Response F9: We agree with this finding.
F10: Staff safety meetings are held each week. No serious injury or incidents have been recorded for the current fiscal year. We agree with this finding. There is no recommendation for Finding F5. No response is required. Heavy Equipment operators are Class A drivers. They are drug tested as outlined by the Department of Transportation guidelines. Snow equipment operators run heavy equipment during the snow removal days. We agree with this finding There is no recommendation for Finding F6. No response is required. All fleet Services and Road Department employees are drug tested at hiring, Further testing may be done in case of incident, or upon request of the Department Supervisor. We agree with this finding. There is no recommendation for Finding F7. No response is required. First aid kits were present and mounted on the walls at aif worksites and in all vehicles. We agree with this finding. Alf first aid kits should be inspected monthly to ensure they are properly stocked with necessary supplies and replenished as needed. This recommendation will be implemented by conducting first aid kit inspections in conjunction with the CRA Safety Officer's monthly fire extinguisher and fire alarm inspections. Also, if supplies are used from the kits, employees will be directed to let their supervisor know what they used so it can be recorded and replaced. A written hazard communication plan is available for all employees review. We agree with this finding. There is no recommendation for Finding F3. No response is required. All employees are familiar with lockout/tag out procedures, as required by OSHA. Response F10: We agree with this finding.
F11: All employees are provided Personal Protective Equipment (PPE) including safety glasses, gloves, chainsaw chaps, etc. Response F11: We agree with this finding.
F12: Employees in the Road Department and the Fleet Services Department have not had first aid or CPR training in the past three years. Response F12: We agree with this finding.
F13: In the Columbia and the Big Oak Flat facilities, equipment was blocking access to the electric panels. Response F13: We agree with this finding.
F14: Response F14: No response is required. All employees are provided Personal Protective Equipment (PPE) including safety glasses, gloves, chainsaw chaps, etc. We agree with this finding. Both Road and Fleet Services should be inspected semi-annually to ensure that safety regulations are followed and all safety apparel is used as intended. This recommendation will be implemented through semi-annual inspections. Also, employees will be reminded to bring up any issues with PPE at the weekly safety meeting. Employees in the Road Department and the Fleet Services Department have not had first aid or CPR training in the past three years. We agree with this finding. All Read and Fleet Services employees, including supervisors should be required to take annual CPR and first aid classes as a condition of continued employment. This recommendation relative to first aid training has not yet been implemented but will be by the end of December 2012. The CRA Safety Officer will coordinate with the County's Health Officer Dr. Todd Stolp and others to schedule first aid training for all Road and Fleet Services employees and supervisors at the frequency recommended by Dr. Stolp. This recommendation regarding CPR training will not be implemented. Such training would be nice to do-butis not required by OSHA and does not seem warranted. in the Columbia and the Big Oak Flat facilities, equipment was blocking access to the electric panels. We agree with this finding. itis highly recommended that any equipment be removed from the front of electrical panels. A black/yellow stripe tape should be placed 36 inches around panel boxes to distinguish areas to be kept clear. This recommendation has been implemented and all equipment has been moved. Areas to be kept clear have been appropriately marked. Fire extinguishers in all facilities had not been inspected monthly. We agree with this finding for the Road shops but not the Fleet Services facility. The Fleet Supervisor has been inspecting the fire extinguishers and initialing their tags every month for the past several years.
F15: Fire extinguishers were found on the floor at both the Big Oak Flat and Jamestown Facilities. Response F15: We agree with this finding.
F16: There were no "EXIT" signs posted over doorways leading out of the buildings at any facility. Response F16: We disagree with this finding.
F17: Doors which do not lead to exits were not properly posted as such at any facility. Response F17: We disagree with this finding.
F18: The Columbia, Tuolumne City, and Jamestown facilities hold weekly safety meetings on topics related to their job. At the Big Oak Flat facility safety meetings are not held on a weekly or bi-weekly basis. Response F18: We agree with this finding.
F19: Employees of the Big Oak Flat facility were not aware of the location of the MSDS's. In all other facilities the employees had access and understood the importance of MSDS's. Response F19: We agree with this finding.
F20: Columbia has a functioning eyewash station. The Jamestown facility eyewash is not functional. Response F20: We agree with this finding.
F21: Fuel tanks (gasoline and diesel) are identified with a green rectangular label on the ends of each tank. Some tanks have additional labels indicating Combustible or Flammable liquid. Response F21: We agree with this finding.
F22: Only one Fleet Service employee is a certified welder. Response F22: We agree with this finding.
F23: The County Human Resources Manager is currently serving as the Risk Manager. Response F23: We agree with this finding.
F24: OSHA standards are not being followed on a daily basis. Response F24: We disagree with this finding.
Hallazgos & Recomendaciones 1 hallazgos
F3: ¥F4 unemployment statistics presented above; and 2) former and current County employees have also suffered the loss of their homes along with other local residents, Appendix CCB-4 shows a calculation of the number of full time equivalent positions that the current minimum of paid and unpaid leave days for all employees is equal to. The calculation results in a total of approximately 105 positions (paid leave plus furlough full time equivalents positions), While it is not feasible to eliminate all leave days, some reduction would result in a more efficient and consistent work force. Appendix CCB-4 also shows the result of reducing the number of leave days as recommended below. Response: Agree with the premise that a reduction in leave days would result in an increase in productive (worked) hours.and decrease in unproductive (paid leave) hours. No effort was made to verify the numbers provided in Appendix CCB-4. Worker’s compensation has always been an area that draws scrutiny. Is it a true work related incident or was the employee not paying attention? Reading over the reports many are truly work related and were not avoidable. Others could have been avoided with good safety procedures and a little more common sense. The County no longer has a dedicated risk management person to oversee safety training and conduct inspections on a regular basis. Response: Agree. The County pension plan through PERS is in serious jeopardy due to underfunding. The cost to the County for PERS is exorbitant. While not illegal, the paying of the employee share is certainly very generous and not in line with the private sector. It is not known what the impact of underfunding of PERS will ultimately be, but it seems obvious that it cannot be good for the County financial situation. Response: Agree. Grand Jury Recommendations RI The County should negotiate with representatives of bargaining units to come up with a plan to reduce benefits by a significant percentage. Bargaining unit members should be aware that unsustainable benefits are just that — unsustainable. Some possible outcomes are the collapse of PERS or bankruptcy of County government, as have occurred in Vallejo and Stockton. At the very least, more “outsourcing” of County jobs can be expected.
Recomendaciones adicionales 3

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R2: R3 Response: This recommendation has been partially implemented with securing the 2" Tier PERS program for all employees who join the County after March 12, 2011. Retirement benefits will continue to be one of many points of discussion in future labor negotiations. The County’s current unfunded PERS liabilities are significant and payments to PERS continue to be one of the fastest growing expense lines in the County Budget. This is a serious issue but the suggestion that this would lead the County to bankruptcy is unwarranted. The County is nowhere near such a position and continues taking the tough actions necessary to ensure that it doesn’t. The County should reevaluate their decision to eliminate a full time risk manager. A full time risk manager might be able to focus on safety education programs in each department and require employees to follow the procedures. County employees, along with management, should exercise good judgment in all that they do regarding official business. They should be held accountable for any lack of responsibility for theirs or other’s safety. Response; This recommendation will not be implemented, First, the overall Risk Management function is a huge responsibility with significant financial and human resource consequences that should remain one of the key responsibilities of the HR/Risk Manager under the supervision of the CAO/Personnel Officer. Second, even when the County had a position dedicated to risk management functions, the position was entitled “Risk Management Analyst” under the supervision of the HR/Risk Manager. Third, the CAO and HR/Risk Manager question the need for a full-time position dedicated solely to Risk Management functions. If a third professional position were added back to the HR division, the needs of the organization would be better served with an HR Analyst whe could perform a variety of duties (a generalist) with emphasis on risk management issues. The timing of adding a position back into the organization is also an issue. This would inject additional costs that would be passed on to departments through “mandated” workers compensation and liability insurance charges at a time budgets are extraordinarily tight. However, the current HR/Risk Manager, who has extensive workplace safety background, will be retiring before the end of FY 2012-13. For the reasons cited above, the CAO will consider adding an HR Analyst (a generalist) with emphasis on risk management issues back into the AR Division but not until FY 2013-14 or FY 2014-15. Until then, existing HR staff will continue to provide leadership of the County’s Safety Connnittee and safety training programs in conjunction with a dedicated team of department safety officers. Over the past 10 years, this team has been able to help significantly reduce both the number of workers compensation incidents and incurred costs. The County should investigate the feasibility of converting to a plan similar to a 401K for local governments and reduce its contributions. Other local governments
R4: RS have done so and are not facing the PERS problems. At a minimum the County should require all employees to contribute the employee share of PERS. Response: This recommendation has been partially implemented in that research has been done and retirement reforms have and will continue to be one of many points of discussion in future labor negotiations. The County should adopt a proactive plan to support Governor Brown’s Twelve Point Pension Reform Plan, (see
R6: The County should investigate the feasibility of a-self insured medical, dental and vision plan with stop loss insurance to better control-costs. The County cafeteria contribution should be the same across all. bargaining units. Employees who “opt.out” should not be entitled fo receive payment for opting-out. Presumably the County has a ‘coordination of benefits clause” in their insurance policies to prevent double payments. If this is not the case, a coordination of benefits clause should be included in any future contracts. Response: Health insurance benefits are an important element of the County’s overall compensation system. This recommendation has been partially implemented in that HR staff is continuously researching alternative health care packages in the hopes of discovering high quality options at competitive prices. Health care insurance programs and cafeteria payments will continue to be one of many points of discussion in future labor negotiations, Thank you for the opportunity to respond to the above findings and recommendations. Please feel free to contact the County Administrator Craig Pedro should you have any questions regarding same, Yours truly, RICHARD PLAND, Chair CRAIG L. PEDRO Board of Supervisors County Administrator J hereby certify that according to the provisions of Government Code Section 25403, delivery of this document has been made. MAR ing Board By:

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Recomendaciones adicionales 2

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R1: The Treasurer-Tax Collector and the Assistant Treasurer-Tax Collector agree to the finding. The recommendation has been implemented. The Account Clerk position has been restored to full-time. To make this change and stay within our budget it was necessary to reduce one Collector to half time.
R2: The Treasurer-Tax Collector and the Assistant Treasurer-Tax Collector agree to the finding. The recommendation has been implemented. Document scanning is being done as time and staffing permits. Sincerely, Frank D. Hodges Frank D. Hodges Treasurer-Tax Collector Shelley Piech Shelley Piech Asst. Treasurer-Tax Collector

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Hallazgos & Recomendaciones 24 hallazgos
F1: The initial visit found that the Level III overflow housing unit (gym) held approximately 150 inmates in 2 and 3 tier bunk beds. Upon entering the unit, it immediately seemed crowded and fairly noisy, but well kept. The second visit to the unit found the building empty of all inmates. They had been relocated to other areas or paroled. The beds had been dismantled and removed. A small portion of this unit was now being utilized by Level III medical personnel.
F2: Staff response to the lockdown alarm in the medical facility was immediate. All visible inmates knelt down on the ground and didn’t move until told to do so by staff. All inmates were sent to their dorms and locked down until further notice.
F3: A copy of a menu was provided to us and the meals met the nutritional guidelines set forth by the California Department of Corrections and Rehabilitation (CDCR).
F4: During our tour of BFC, the Fire Crews were battling a major wild fire in Kern County, CA. Temporary inmate housing was established to accommodate fire crews from other counties who were brought in to cover our area.
F5: Upon inspection, the Grand Jury was impressed by the immaculate condition of the BFC and surrounding grounds. The dorms were smaller and better appointed than those at SCC. Strict rules were adhered to, but inmates were on an honor system and were free to move about the facility. They also had access to all exercise equipment as part of their readiness training.
F6: Due to cuts in budgetary spending, the CDCR evaluated and made additional cuts to inmate vocational training. However, all qualified inmates still have access to educational programs.
F7: An inmate generated program called Freedom and Choice was created in 2005 to “Provide an alternative prison environment free of prison politics (gangs) racism and violence.” They are governed by their own elected board of officers, and have established their own set of rules. All new members who want to join have to be voted in and sign a contract which agrees to an established set of by-laws. Originally housed in a group of five dormitories, they are now down to one due to decreasing numbers of members being paroled and/or outside peer pressure resulting in lower participation. 17
F8: Tuolumne County needs a new jail.
F9: The meals appeared to be adequate for each inmate’s requirements. Dietary requirements (e.g., vegetarian, vegan, Kosher) were taken into account.
F10: The small size of the pantry (dry storage) dictates how often supplies are taken into the jail. A larger pantry area would allow for fewer food deliveries and less disruption to Jail routines. The size of the cold storage (refrigerator and freezer) also affects how often deliveries are made.
F11: All employees are provided Personal Protective Equipment (PPE) including Safety glasses, gloves, chainsaw chaps, etc.
F12: Employees in the Road Department and the Fleet Services Department have not had first aid or CPR training in the past 3 years.
F13: In the Columbia and the Big Oak Flat facilities, equipment was blocking access to the electric panels.
F14: Fire extinguishers in all facilities had not been inspected monthly.
F15: Fire extinguishers were found on the floor at both the Big Oak Flat and Jamestown facilities.
F16: There were no “EXIT” signs posted over doorways leading out of the buildings at any facilities.
F17: Doors which did not lead to exits were not properly posted as such at any facility.
F18: The Columbia, Tuolumne City and Jamestown facilities hold weekly safety meetings on topics related to their job. At the Big Oak Flat facility safety meetings are not held on a weekly or bi-weekly basis.
F19: Employees in the Big Oak Flat facility were not aware of the location of the MSDS’s. In all other facilities the employees had access and understood the importance of MSDS’s.
F20: Columbia has a functioning eyewash station. The Jamestown eyewash is not functional.
F21: Fuel tanks (gasoline and diesel) are identified with a green rectangular label on the ends of each tank. Some tanks have additional labels indicating Combustible or Flammable liquid.
F22: Only one Fleet Service employee is a certified welder. 55
F23: The County Human Resources Manager is currently serving as the Risk Manager.
F24: OSHA standards are not being followed regularly in daily operations.
Recomendaciones adicionales 23

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R1: Recommendation 1, regarding work instructions and procedures, has essentially been completed. Efforts began to address the issue in August, 2011. The document was broken up into sub-categories by positions, and an electronic copy is now available.
R2: Recommendation 2, regarding a property tax system evaluation, is currently in progress. Ten staff members have attended software demos presented by vendors.
R3: Recommendation 3, regarding economic development and strategic goals, has not yet been seen by the Board of Directors. Concerns have been voiced that implementation will be expensive. Staff are currently working with other counties to see if it is possible to utilize one consistent system throughout the region. Update: Tuolumne County Probation:
R4: The annual furlough of three weeks has had a negative impact on the ORR operations. As previously mentioned, time is of the essence in executing these collections. Consideration should be given to eliminating or spreading furlough days out over the year or, at least, reducing large blocks near the Christmas holidays to lessen their impact on collections.
R5: The Inmate Specialist should continue encouraging the interested and motivated. Staff should explore the possibility of recruiting volunteers to help with essay writing and math skills. Investments should be made into calculators for qualified inmates.
R6: Adapt plans for longer term inmate stays so these inmates can make strides for their futures.
R8: When state funds become available, every effort should be made by the citizens of Tuolumne County to support efforts to pursue the construction of a new jail. This support should come despite the possibility of requiring additional county funding.
R9: A detailed and informative video showing the inadequate, dilapidated and unsafe condition of this facility would help to make the citizens of this county aware of these problems and create the much needed support for a new jail.
R10: There seem to be no viable options. A new jail with a larger pantry area and a larger cold storage area would solve such problems.
R11: The Jury recommends that the Jail contract with local health providers, such as Sonora Regional Medical Center, to provide a detailed health care needs assessment to account for the new and future Jail population's health/medical care.
R12: All Road and Fleet Services employees, including supervisors, should be required to take annual CPR and first aid classes as a condition of continued employment.
R13: It is highly recommended that any equipment be removed from the front of electrical panels. A black/yellow stripe tape should be placed 36 inches around panel boxes to distinguish areas to be kept clear.
R14: Supervisors should designate an employee to inspect fire extinguishers monthly and initial tags.
R15: All fire extinguishers should be mounted in marked, readily accessible locations, according to safety standards.
R16: “EXIT” signs should be placed over all doors leading out of any building.
R17: “NOT AN EXIT” signs should be posted over doors with no access to the outside of any buildings.
R18: It is highly recommended that the Supervisor of the Big Oak Flat facility establish weekly safety meetings.
R19: The Supervisor of the Big Oak Flat facility should discuss MSDS’s with employees and inform them of the location of the MSDS binder, per OSHA requirements.
R20: Eyewash stations should be installed, maintained, and inspected monthly in all facilities. 56
R21: Recommend using an alternate placard from the Emergency Response Guide Book, ERG guide number 127 for Gasoline and number 128 for Fuel Oil. Ref. USDOT HazMat Placard, Class 3 Flammable Liquids. This should be placed on the side of the tank adjacent to their respective liquids. This will provide a visual aid to emergency response individuals and the Fire Department.
R22: The Jury recommends at least two employees be certified in welding at fleet services.
R23: The Jury recommends that a Risk Manager be rehired at the county level, such that one person can fully dedicate their attention to issues of workplace safety.
R24: The Jury recommends that the Risk Manager review OSHA standards and address compliance issues within the Road & Fleet Services Departments.

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* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.