Gran Jurado del Condado de Tuolumne
2018-2019
Hallazgos & Recomendaciones
13 hallazgos
F1:
Effective economic development is crucial to Tuolumne County, which lags behind the state in economic health.
Recomendaciones relacionadas (3)
R1:
Tuolumne County and City of Sonora maintain continuous investment in economic development going forward (F1).
R6:
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F2:
There are multiple instances of lack of control and oversight by the TCEDA/EPCTC Board over the agencies.
Recomendaciones relacionadas (3)
R2:
A new Economic Development entity be developed, and be accountable to CAO of the County (F2, F9).
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F3:
This lack of oversight from the Board of Directors allowed the TCEDA Director to be compensated at a high level compared to other counties in California, and to other employees in Tuolumne County.
Recomendaciones relacionadas (2)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F4:
The Employment Agreement for the TCEDA Director was overly broad with its benefits, travel and expense policies that surpass other County employees/managers.
Recomendaciones relacionadas (2)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F5:
Private allowance and benefit negotiations of the TCEDA Director's contract hid the true and far-reaching compensation package from other County employees, and from the public.
Recomendaciones relacionadas (1)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F6:
TCEDA misused public funds.
Recomendaciones relacionadas (3)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
R6:
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
F7:
The majority of TCEDA/EPCTC monies were not clearly accounted for in publicly available documents for approximately 10 years.
Recomendaciones relacionadas (2)
R4:
The County develop measures to track progress of economic development (F7, F8).
R15:
Require on-site, regularly scheduled 40 hours for a full-time General Manager (F7).
F8:
There was a lack of clarity on how to define economic development and how to measure TCEDA's effectiveness to develop the County's economy.
Recomendaciones relacionadas (5)
R4:
The County develop measures to track progress of economic development (F7, F8).
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8:
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9:
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, 2018-2019 Grand Jury Report On Groveland Community Services District and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10:
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
F9:
There persisted a culture of insufficient oversight of TCEDA/EPCTC by its Governing Board over the course of ten years.
Recomendaciones relacionadas (6)
R2:
A new Economic Development entity be developed, and be accountable to CAO of the County (F2, F9).
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8:
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9:
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, 2018-2019 Grand Jury Report On Groveland Community Services District and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10:
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
R12:
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F10:
Two previous Grand Jury investigations indicated significant mismanagement issues and lack of measurable effectiveness of the TCEDA, which indicates a longstanding, structural incompetency of the agency.
Recomendaciones relacionadas (2)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
R12:
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F11:
The County and City acknowledged the failure of the agency by dissolving it in 2019, even before the financial and managerial audits were complete.
Recomendaciones relacionadas (2)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
R13:
Document the substance of key discussions during Board meetings in Board minutes, and insert a timestamp in Board minutes to cross reference audio recordings (F11).
F12:
The TCEDA Board is responsible for countless hours spent by County Counsel and TCEDA's employee in responding to lawsuits and public records requests, and in three investigations by grand juries, because of its ongoing lack of transparency and its mismanagement.
Recomendaciones relacionadas (2)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
R14:
Update GCSD website’s Board agenda packet links to include labels with dates, active links to the Policy and Procedures Manual, and include all supporting exhibits in Resolution links (F12).
F13:
A conflict of interest review of TCEDA Board members serving on multiple boards was done at the request of the 2017-2018 Grand Jury by County Counsel, but due to attorney-client privilege, none of the findings of the review are available to the 2018-2019 Grand Jury or the public.
Hallazgos & Recomendaciones
9 hallazgos
F1:
According to SCCCAP, as of May 2018, the hand washing sink in the inmates' restroom in the Hazardous Materials/Motor Pool area still lacks a soap dispenser, as noted in the CDPH inspection report from August 2017.
F2:
According to the SCCCAP as of May 2018, the upper level shower of Building 2 of Facility C is still awaiting remediation of the mold and deteriorated paint that were noted in the CDPH inspection report from August 2017.
F3:
Temperatures as recorded in the SCC facilities that were monitored last summer did not reach as high as 100 degrees Fahrenheit. Temperatures were not recorded in many sections of the prison.
F4:
At least one safety warning displayed in Spanish in Facility C, which reads, "NO SE AVISA PARA DISPARAR," imperfectly conveys the information shown in the parallel warning in English.
Recomendaciones relacionadas (1)
R7:
Adequately staff operations to meet the requirements for routine inspections and preventative maintenance. (F4) GCSD Comments (on F4): "We disagree with the finding that the District was or is inadequately staffed. Lacking state certification, experience in the public utility field, and not having utility management expertise; the Grand Jury is simply not qualified to understand the intricacies of operation and maintenance of a water and wastewater system. Every utility is different in the age and condition of infrastructure, mechanical complexity of the system, construction standards used, amount of money invested in infrastructure and equipment, etc. All of these factors, coupled with ever changing state permit requirements, come into play in determining adequate staffing levels. In addition, there are no established industry standard staffing levels against which the Grand Jury can measure and make the determination that the District is understaffed. We also disagree with the finding that District safety or environmental risks were increased, for any reason. In fact, there had been over one year without a workplace injury until March 2018, when an employee was bitten by a dog during its rescue from the wastewater pond. In addition, there has been no enforcement action by the Regional Water Quality Control Board, the enforcement entity for (wastewater) environmental compliance, since 2013, and that action was due to sewer spills caused by grease and a defective sewer pipe, not due to a shortage of employees. There have also been no legal actions or liability claims filed against the District due to environmental or safety issues. Lastly, District staff was able to keep service going during the March 22, 2018 150 year storm event that flooded Groveland and wreaked havoc throughout parts of Tuolumne County, surely a testament that contradicts the Grand Jury's findings." Response (to R4): The recommendation has been implemented and the adoption of the 2018/19 fiscal year budget and sewer rate increase proposal supports this effort. The Board's July 9, 2018 agenda contains consideration for increased staffing. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issue, offer excuses, or accept and begin to implement the action within six months of the published date of this report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary corrective action? Contradictory Disagreed with Finding; Claimed Implementation Contradictory No
F5:
The SCC's current practice of declining to evaluate an inmate's "satisfactory participation" in connection with awarding credits for RAC programs leaves considerable room for inmate manipulation of the system for earning rehabilitative program credits.
Recomendaciones relacionadas (1)
R8:
Hold employees accountable for violating policies regarding unauthorized equipment use. (F5) Response: The recommendation has been implemented and will be reinforced through management memoranda. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issue, offer excuses, or accept and begin to implement the action within six months of the published date of this report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary corrective action? No Implemented Ongoing Ongoing
F6:
This year's Grand Jury's investigation was compromised by SCC management's refusal to abide by the confidentiality requirements of Grand Jury investigations.
Recomendaciones relacionadas (1)
R9:
Hold managers and employees accountable for violations of District purchasing policies. (F6) Response: The recommendation has been implemented and will be reinforced through management memoranda. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issue, offer excuses, or accept and begin to implement the action within six months of the published date of this report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary corrective action? Yes Implemented Ongoing Ongoing
F7:
Union pay negotiations between management and union workers were conducted by relatives.
Recomendaciones relacionadas (1)
R10:
Train GCSD Board members on their conflict of interest policy documented in the Policy Manual of the Board of Directors. (F7) Response: The recommendation has been implemented and the District's conflict of interest policy will be updated by December 31, 2018. A Board Orientation program outline was approved by the Board in June, 2018, and will be completed and implemented by November 30, 2018. The Board orientation program includes annual training on the District Conflict of Interest policy. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issue, offer excuses, or accept and begin to implement the action within six months of the published date of this report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary corrective action? Yes Accept Yes Yes Review of Responses to the Report on Tuolumne County's Deteriorating Roads
F8:
TCEDA Board and Staff serve on multiple boards and appear to be in conflict of interest.
F9:
The Executive Director's vacation policy allows for both abnormally low use of vacation time and abnormally high cashing out of vacation time.
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R1:
Install a soap dispenser at the hand washing sink of the inmates' restroom in the Hazardous Materials/Motor Pool area. Response: The recommendation has been implemented. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Accepted Yes Implemented
R2:
Remedy the mold and deteriorated paint in the upper level shower in Building 2 of Facility C. Response: The recommendation has not yet been implemented, due to pending approval and funding from CDCR Headquarters. This recommendation will be implemented in the future once funding has been secured. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Made Excuse Yes No 2018-2019 Tuolumne County Grand Jury Note: While we concur that painting will require considerable funding, time, and logistical planning, paint is esthetic in nature. Mold, on the other hand, is a known health hazard, for both inmates and staff, and should be remedied forthwith.
R3:
Consider recording temperatures in Facility A and other sections of the prison during the summer months. Response: The recommendation will not be implemented, as it is not warranted. The mandate of where and when temperatures are documented is directed by the courts through the Coleman lawsuit agreement between the plaintiffs and CDCR. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Rejected No No
R4:
Review all safety warnings displayed in Spanish, or other foreign languages, and revise any translations that are unclear. Response: The recommendation will not be implemented because it is not warranted. The specific translation identified by the Grand Jury was discussed with a certified Spanish interpreter and, although imperfect, it does effectively convey the message there are no warning shots fired in the building. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Rejected No No
R5:
Select and make known to the inmates one or more measures, in addition to mere physical presence, by which SCC staff or program facilitators will evaluate whether an inmate has met the "satisfactory participation" requirement for earning RAC hours credits. Response: The recommendation will not be implemented because it is not warranted. SCC staff and program facilitators monitor, evaluate, and audit attendance for all programs on an ongoing basis. RAC programs do not have course work or testing, so they do not have concrete methods other than participation and attendance to identify "satisfactory participation." SCC is following and applying RAC credits as outlined by the CDCR regulations regarding Proposition 57. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Rejected No No
R6:
Review and commit the SCC to full compliance with the confidentiality requirements of Grand Jury investigations. Response: This recommendation requires further analysis. Previously SCC was directed by CDCR attorneys not to sign the admonishment form. This has been the practice of SCC since 2014 and was clearly communicated to the Grand Jury prior to scheduling the entrance meeting. However, SCC has again reached out to the CDCR attorneys at OLA for clarification and are awaiting a response. Did the agency's response address the subject of the findings and recommendations? Did the agency attempt to avoid the issues, offer excuses, or accept and begin to implement the action within six months of the published date of the report? Did the agency's response indicate that it would take the necessary action to correct the problem? Did the agency provide a specific date by which it would take the necessary action? Yes Further Analysis No No Review of Responses to Report on Tuolumne County Jail
Hallazgos & Recomendaciones
12 hallazgos
F1:
GCSD is financially stressed and does not have the funds to maintain and replace all its equipment and technology needs.
Recomendaciones relacionadas (4)
R1:
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R2:
Investigate the use of designated reserves and other creative sources of revenue for the wastewater system to address the current “crisis” or “reactionary” mode of operations (F1, F5).
R6:
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F2:
There is inadequate staffing to perform standard maintenance.
Recomendaciones relacionadas (4)
R1:
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R4:
To mitigate odors, hire a vacuum truck and thoroughly clean and flush to remove solids from all lift stations when the odors are the worst and complaints occur, which currently includes Lift Station 2 and 7 (F2, F4).
R5:
Implement regular, on-going, routine procedures for maintenance of the wastewater collection system, and hire a designated pump station field maintenance staff for regular and routine upkeep (F2, F4).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F3:
The high cost of the fire and park areas under the jurisdiction of GCSD is not sustainable under the current budget projections.
Recomendaciones relacionadas (2)
R3:
Pursue a voter bond measure or special tax in the next two years to offset park and fire services costs (F3)
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F4:
Wastewater issues regarding lift stations and routine maintenance are not being properly addressed.
Recomendaciones relacionadas (4)
R1:
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R4:
To mitigate odors, hire a vacuum truck and thoroughly clean and flush to remove solids from all lift stations when the odors are the worst and complaints occur, which currently includes Lift Station 2 and 7 (F2, F4).
R5:
Implement regular, on-going, routine procedures for maintenance of the wastewater collection system, and hire a designated pump station field maintenance staff for regular and routine upkeep (F2, F4).
R11:
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F5:
Other sources of revenue generation or enterprises are not being fully utilized as they were in the past, such as accepting mobile and industrial waste hauler tank truck loads (dumps) for a fee.
Recomendaciones relacionadas (1)
R2:
Investigate the use of designated reserves and other creative sources of revenue for the wastewater system to address the current “crisis” or “reactionary” mode of operations (F1, F5).
F6:
GCSD is funding subcontractors for jobs that fall under the duties and obligations of the General Manager Consultant.
Recomendaciones relacionadas (2)
R6:
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
F7:
There is no time conflict in the General Manager Consultant representing several water districts at one time. However, given the new full-time employment position of a GCSD General Manager, there is a time conflict in the ability to perform full-time duties and part-time work at several other districts.
Recomendaciones relacionadas (1)
R15:
Require on-site, regularly scheduled 40 hours for a full-time General Manager (F7).
F8:
Confrontational, intimidating behaviors toward rate-payers by GCSD representatives has occurred.
Recomendaciones relacionadas (4)
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8:
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9:
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10:
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
F9:
The GCSD is heavily scrutinized by a small group of community members who emphasize shortcomings while not equally acknowledging improvements.
Recomendaciones relacionadas (5)
R7:
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8:
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9:
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10:
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
R12:
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F10:
Board meetings are excessively long.
Recomendaciones relacionadas (1)
R12:
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F11:
Board minutes do not adequately capture the substance of the meetings.
Recomendaciones relacionadas (1)
R13:
Document the substance of key discussions during Board meetings in Board minutes, and insert a timestamp in Board minutes to cross reference audio recordings (F11).
F12:
The GCSD website is difficult to navigate.
Recomendaciones relacionadas (1)
R14:
Update GCSD website’s Board agenda packet links to include labels with dates, active links to the Policy and Procedures Manual, and include all supporting exhibits in Resolution links (F12).
Hallazgos & Recomendaciones
13 hallazgos
F1:
Effective economic development is crucial to Tuolumne County, which lags behind the state in economic health.
Recomendaciones relacionadas (1)
R1:
Tuolumne County and City of Sonora maintain continuous investment in economic development going forward (F1).
F2:
There are multiple instances of lack of control and oversight by the TCEDA/EPCTC Board over the agencies.
Recomendaciones relacionadas (2)
R2:
A new Economic Development entity be developed, and be accountable to CAO of the County (F2, F9).
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F3:
This lack of oversight from the Board of Directors allowed the TCEDA Director to be compensated at a high level compared to other counties in California, and to other employees in Tuolumne County.
Recomendaciones relacionadas (1)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F4:
The Employment Agreement for the TCEDA Director was overly broad with its benefits, travel and expense policies that surpass other County employees/managers.
Recomendaciones relacionadas (1)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F5:
Private allowance and benefit negotiations of the TCEDA Director's contract hid the true and far-reaching compensation package from other County employees, and from the public.
Recomendaciones relacionadas (1)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F6:
TCEDA misused public funds.
Recomendaciones relacionadas (1)
R3:
Tuolumne County appoint an Economic Development leader who is a County employee, under County policies and procedures, with standard County compensation packages (F2, F3, F4, F5, F6).
F7:
The majority of TCEDA/EPCTC monies were not clearly accounted for in publicly available documents for approximately 10 years.
Recomendaciones relacionadas (1)
R4:
The County develop measures to track progress of economic development (F7, F8).
F8:
There was a lack of clarity on how to define economic development and how to measure TCEDA's effectiveness to develop the County's economy.
Recomendaciones relacionadas (1)
R4:
The County develop measures to track progress of economic development (F7, F8).
F9:
There persisted a culture of insufficient oversight of TCEDA/EPCTC by its Governing Board over the course of ten years.
Recomendaciones relacionadas (1)
R2:
A new Economic Development entity be developed, and be accountable to CAO of the County (F2, F9).
F10:
Two previous Grand Jury investigations indicated significant mismanagement issues and lack of measurable effectiveness of the TCEDA, which indicates a longstanding, structural incompetency of the agency.
Recomendaciones relacionadas (1)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
F11:
The County and City acknowledged the failure of the agency by dissolving it in 2019, even before the financial and managerial audits were complete.
Recomendaciones relacionadas (1)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
F12:
The TCEDA Board is responsible for countless hours spent by County Counsel and TCEDA's employee in responding to lawsuits and public records requests, and in three investigations by grand juries, because of its ongoing lack of transparency and its mismanagement.
Recomendaciones relacionadas (1)
R5:
The CAO and the City Administrator educate their respective elected officials and managers on "Code of Conduct" and "Code of Ethics" expectations as public servants, by providing ethics training on an annual basis, to ensure that they understand that their primary missions are to serve the public of Tuolumne County (F10, F11, F12).
F13:
A conflict of interest review of TCEDA Board members serving on multiple boards was done at the request of the 2017-2018 Grand Jury by County Counsel, but due to attorney-client privilege, none of the findings of the review are available to the 2018-2019 Grand Jury or the public.
Hallazgos & Recomendaciones
2 hallazgos
F1:
The Motherlode Regional Juvenile Detention Center appears to be saving the County money in the long term, and is good for the community, by reducing County youth recidivism from 49% to 19%.
F2:
The Tuolumne County volunteer community is heavily invested and committed to providing support and services for MRJDC juvenile detainees. BIBLIOGRAPHY Hansen, BJ. Mother Lode Juvenile Detention Facility: Two Years Later. MyMotherLode.com (April 8, 2019). https://www.mymotherlode.com/news/local/621070/mother-lode-juvenile-detention-facility-two-years-later.html MacLean, Alex. Juvenile Hall Groundbreaking Set for Tuesday. Union Democrat (May 30, 2015). Tucker, Jill and Palomino, Joaquin. Vanishing Violence: Juvenile Hall Costs Skyrocket. San Francisco Chronicle (April 26, 2019). FILED JUN 06 2019 Superior Court of California County of Tuolumne By: Diana Peele Clerk SUPERIOR COURT OF THE STATE OF CALIFORNIA IN AND FOR THE COUNTY OF TUOLUMNE IN RE: GENERAL ORDER 2018-2019 Grand Jury I certify that the 2018-2019 Tuolumne County Grand Jury Final report section on the Mother Lode Regional Juvenile Detention Facility complies with Title Four of the California Penal Code and direct the County Clerk to accept and file this section of the final report as a public document. Dated this 6TH day of June, 2019
Hallazgos & Recomendaciones
4 hallazgos
F1:
The Jail is currently understaffed by four officers. With the opening of the new jail in 2019, additional officers will need to be hired.
Recomendaciones relacionadas (1)
R1:
Recruit officers to fill current vacancies. This may include seeking additional budget funding. (F1)
F2:
Safety issues found in the 2017-2018 Grand Jury report have not been addressed. These would include the gray water being collected in drums rather than repairing the pipes and correcting the extension cord running down the hall.
Recomendaciones relacionadas (1)
R2:
Address safety and health issues. These will need to be addressed if the building continues to be occupied as planned. (F2)
F3:
There appeared to be a lack of adherence to security protocol.
Recomendaciones relacionadas (1)
R3:
Adhere to security measures. This could entail refresher training on admitting private citizens into the Jail. (F3)
F4:
Better educational opportunities and rehabilitative programs may reduce repeat incarcerations.
Recomendaciones relacionadas (1)
R4:
Pursue educational opportunities and rehabilitation programs for inmates. This may include studying for and obtaining a GED or post secondary degree, and counseling services. Maybe some retired professionals would be willing to donate their time. (F4)
Hallazgos & Recomendaciones
1 hallazgos
F1:
No first aid kit at wood shop.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R1:
Install a first aid kit in wood shop area.
* 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.