Tuolumne County Grand Jury
2025-2026
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (6)
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Findings & Recommendations
1 findings
F1:
Payroll processes comply with state and local policies.
Additional Recommendations
1
Not linked to specific findings.
R1:
The Grand Jury recommends that Fire Districts hold educational workshops and create 3 FAQ lists for better transparency, education, and awareness of how pay and reimbursement is carried out, identifying acronyms in sample paychecks for employees and especially volunteers.
Findings & Recommendations
1 findings
F1:
Water damage due to leaks has the potential to cause future health and safety issues (roof damage, mold, etc.) and damage to facility equipment if not quickly repaired or prevented.
Related Recommendations (1)
R1:
Evaluate maintenance protocols to ensure that roof drainage systems are clear and fully functioning prior to the rainy season. [F1]
Findings & Recommendations
13 findings
F1:
1: Tuolumne County does not maintain or update safety documents in a manner consistent with prioritizing employee safety, and the lack of a document control system makes it impossible for a County employee to know if a particular copy of a document is the current release or an obsolete version.
Related Recommendations (1)
R1:
1: Tuolumne County Board of Supervisors should mandate the CAO adopt a policy and a document control system (commercial, freeware, or manual) to ensure that safety documents are maintained, updated, and tracked. This should include the date of approval and date of updates with approval signatures. This should be implemented by December 31, 2022. (F1.1, F1.2, F1.6)
F2:
1: The Grand Jury finds that the Board meeting rules and regulations adopted pursuant to Resolution No. 23-15 and the Code of Conduct are not consistently followed or well understood by Board members, contributing to inefficient and ineffective meetings.
Related Recommendations (1)
R2:
1: on the Board Rules and Regulations and Board Code of Conduct and Code of Ethics. This should be implemented by December 31, 2022. (F2.1, F2.3) The Board of Supervisors should review, revise, and expand the Code of
F1.1:
: Tuolumne County does not maintain or update safety documents in a manner consistent with prioritizing employee safety, and the lack of a document control system makes it impossible for a County employee to know if a particular copy of a document is the current release or an obsolete version. The County's failure to keep safety documents current have caused some
F1.2:
: County departments to contract with outside entities to obtain current documents adding to County expenditures.
F1.3:
: The Tuolumne County Administration Office does not effectively promote keeping safety documentation up to date with OSHA standards and best practices. Many shortcomings with safety document maintenance and management can be
F1.4:
: attributed to the County lacking a Safety Management System that would mandate updating, maintaining, and implementing safety documents.
F1.5:
: For many years Tuolumne County has not had a functioning and effective Safety Committee that enables County departments to react to new safety issues, to learn from near misses, or steer an improved safety culture within County departments.
F1.6:
: The Tuolumne CAO has not followed through with the commitment to update by March 2021 the Personnel Rules and Regulations adopted in 1997, leaving them out of date compared with current human resource best practices.
F2.1:
: The Grand Jury finds that the Board meeting rules and regulations adopted pursuant to Resolution No. 23-15 and the Code of Conduct are not consistently followed or well understood by Board members, contributing to inefficient and ineffective meetings. The Grand Jury finds that the County's Code of Conduct and Code of Ethics
F2.2:
: are not specific enough to guide Board of Supervisors and staff behavior towards achieving excellence in governance and the omission of "Provide accurate and usable information" in the recently approved Code of Conduct is unexplained.
F2.3:
: The Grand Jury finds that the Board of Supervisors does not have an adequate, structured training requirement for the subjects of ethics, Code of Conduct, or meeting rules of order.
F2.4:
: The Grand Jury finds that Supervisors presented material during public Board Meetings without utilizing County professionals to vet the information, resulting in information being presented that was later refuted by the scientific community.
F2.5:
: The Grand Jury finds that the draft Tuolumne County Board of Supervisors Governance Manual dated February 2021 has not yet been finalized leaving the Administration without an effective governance document.
Findings & Recommendations
6 findings
F1:
environment for detained youths that has reduced recidivism and fostered rehabilitation through their trauma-informed services and a focus on respectful, responsible, and safe behavioral goals. Despite the constraints of the COVID-19 pandemic, a motivated and creative
F2:
staff have adapted and maintained high quality educational programs and behavioral health treatment.
F3:
The COVID-19 pandemic reduced programs offered by volunteers, including religious, gardening, recreational, and other activities that have negatively impacted enrichment programs.
Related Recommendations (1)
R1:
The Tuolumne County Grand Jury recommends continued work with the Department of Public Health, parents or guardians of youths, staff, and prospective volunteers to develop and implement appropriate COVID-19 mitigation measures that will allow a return to enrichment activities that are currently curtailed by September 30, 2022. (F3) The Tuolumne County Grand Jury urges implementation of security upgrades by
F4:
A gap in security is evidenced by the escape of one youth. A successful grant application for security upgrades is noted.
Related Recommendations (1)
R2:
December 31, 2022. (F4)
F5:
Occupancy rates are being optimized and costs per youth per day are lower than some alternative placements, saving the county costs for detained youth.
F6:
Increasing occupancy to full capacity will require recruitment and retention of additional Juvenile Correction Officers through competitive wage scales and opportunities for advancement.
Related Recommendations (2)
R3:
The Tuolumne County Grand Jury recommends that county Human Resources conduct a review of the salary structure, particularly for entry level staff, at MLRJDF by December 31, 2022. (F6)
R4:
The Tuolumne County Grand Jury recommends that MLRJDF develop a multi-year plan for accommodation of additional youth and a corresponding staff recruitment plan for additional juvenile correction officers by December 31, 2022. (F6)
Additional Recommendations
1
Not linked to specific findings.
R29-90:
days, 5 percent (four) stayed 91-180 days, and 4 percent (three youths) stayed 181 days or more. One reason for increasing length of stay is that there are more youth in secure detention locally who are categorized under 707 (b) offenses, which are more serious and violent crimes. Table 2. Average length of stay and costs per day for youths Fiscal Year Average Length of Total cost Net TC cost (July-June) per youth Stay per youth per day* per day FY 17/18 $452 42.8 days $574 FY 18/19 48.37 days $490 $417 FY 19/20 55.7 days $361 $287 $333 $180 FY 20/21 76.1 days 65.5 days† $354†† $228†† FY 21/22 * Net cost = Expenditures minus revenues; costs that must be covered by county discretionary funds † Average length of stay for the first 3 quarters of the current fiscal year. †† Partial year cost information During FY 20/21 there were expenses of $1,456,992, of which 84 percent were for salaries and benefits. Revenues were $669,977, which included $287,015 from state revenue and $380,938 from other governments. Revenues from other counties have increased as they have referred more youth to this excellent program (Figure 1). State revenues also increased from $179,338 to $387,015 during this time period. Tuolumne County contributions in FY 20/21 were $787,015. The Steps to Success juvenile CAMP program will yield additional state revenues and two state grants provide $100,000 in service enhancements this year without impacting the general fund. Counties in the region served by MLRJDF pay Tuolumne County to reserve beds for their youth requiring secure detention. Calaveras County reserves two beds and the other three counties in the region reserve one bed each. In FY 21/22 these counties paid $150 per bed per day ($54,750/year for each reserved bed) and $175 per day for additional beds; rates for FY 22/23 are currently being negotiated. County of Tuolumne. Mother Lode Regional Juvenile Detention budget 0001-203220. https://stories.opengov.com/tuolumnecountyca/published/i65JjNxep accessed March 8, 2022 Figure 1. Revenue sources from regional counties Total MLRJDF Placement Revenue by Fiscal Year $500,000 $422,725 $400,000 $300,000 $200,000 $126,312 $100,000 $34,100 $26,100 Ś- 2017-18 2018-19 2019-20 2020-21 Regional Counties' Overall Contribution to MLRJDF Placement Revenue Mariposa, Amador, $121,312,20% $121,175,20% Inyo, $60,950, 10% Calaveras, $305,800,50% The core of the staff who interact with youths at MLRJDF are classified as Juvenile Correctional Officers I/II with salary ranges from $22.05/hour at entry level to $29.74/hour at the top step. Senior Juvenile Correctional Officers have a salary range from $26.92 to $32.86 per hour. The current facility has a capacity of thirty youth, but accommodation of more than sixteen youth in MLRJDF will require additional correctional officers. Recruitment of Juvenile Correction Officer I/II positions may be hampered by noncompetitive wages, though promotions of staff in the past year appear to have contributed to retention of existing staff.13 13Government Compensation in California (GCC) website. https://www.google.com/url?q=https://publicpay.ca.gov/Reports/Department.aspx?departmentid%3D1069 2\%26 y ear \%3D2020 \&sa=D \&source=docs \&ust=1646753172325659 \&usg=AOvVaw1K7 mDkprwGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPkyiiajGPk XVpq FINDINGS, RECOMMENDATIONS, AND COMMENDATIONS
Findings & Recommendations
12 findings
F1:
1: Considering its inherited and aging infrastructure, TUD’s existing rate structure is not adequate to fund its capital improvement needs should significant grant funding not materialize. While the agency is doing a good job in maintaining affordable rates, living within its means, and seeking external funding, it relies heavily on sources beyond its control to fund its CIP. This creates a risk of further deferring important capital improvements.
Related Recommendations (1)
R1:
1: TUD should continue to seek grant funding for its capital improvement needs. Recognizing the recent passage of the Infrastructure Investment and Jobs Act, the next several years could be a watershed opportunity for funding upgrades to aging infrastructure in the utilities sector. TUD should ensure it is prepared to meet oncoming changes by: staying abreast of grant qualification thresholds (i.e., proportional rate percent of MHI);
F2:
1a: The frequent termination and turnover of TUD general managers over the last decade has carried both tangible and intangible costs, including costs associated with the payment of severance pay and benefits, impacts to employee morale, and a reduction in productivity associated with changes in leadership priorities.
Related Recommendations (1)
R2:
1: Prior to the next performance review/compensation cycle, the TUD board should adopt a policy that establishes the process for hiring and firing, evaluating the performance of, and adjusting the compensation of the general manager. Institute for Local Government, "Good Governance Checklist: Good and Better Practices," (undated), available at: http://www.ca-ilg.org/sites/main/files/file-attachments/checklist_v4.pdf.
F3:
1: There has been a lack of transparency about the status, progress, potential conclusion, and possible effects of the proposed acquisition of PG&E property and water rights on TUD and the ratepayers. Potential effects of this lack of transparency include public confusion and ultimately a risk to public support for the proposal.
Related Recommendations (1)
R3:
1: TUD should designate a "point person" to answer public inquiries regarding the PG&E acquisition. Without further delay, TUD should disclose to the public all non-confidential information regarding the current state of discussions regarding the PG&E acquisition.
F1.1:
: Considering its inherited and aging infrastructure, TUD's existing rate structure is not adequate to fund its capital improvement needs should significant grant funding not materialize. While the agency is doing a good job in maintaining affordable rates, living within its means, and seeking external funding, it relies heavily on sources beyond its control to fund its CIP. This creates a risk of further deferring important capital improvements.
F1.2:
: TUD's budget is not providing adequate contingency reserve funding, as illustrated by the discrepancy between the estimated $100,000 in damage from the December 2021 storm event compared to the $19,486 set aside in the Fiscal Year 2022 budget for the water contingency fund. The ability of TUD customers to survive and thrive requires the agency to have a robust capacity to budget and to plan for the unforeseen without relying on emergency declarations, grants, or assistance from other agencies in the short response term.
F1.3:
: TUD has a clear and appropriate new connections process and has not impeded county development through denial of new connections.
F2.1:
a: The frequent termination and turnover of TUD general managers over the last decade has carried both tangible and intangible costs, including costs associated with the payment of severance pay and benefits, impacts to employee morale, and a reduction in productivity associated with changes in leadership priorities.
F2.2:
: TUD department managers and other agency employees may be uniquely suited to assist the TUD board in assessing qualifications of general manager applicants and evaluating the performance of the general manager or other senior TUD employees, but there is no TUD board- approved policy encouraging the involvement of subordinate employees in hiring and performance review appraisals of the general manager or other senior TUD staff.
F2.3:
: The competitiveness of TUD employee compensation is an important consideration in the district's ability to recruit and retain the quality personnel upon which it is so dependent.
F3.1:
: There has been a lack of transparency about the status, progress, potential conclusion, and possible effects of the proposed acquisition of PG&E property and water rights on TUD and the ratepayers. Potential effects of this lack of transparency include public confusion and ultimately a risk to public support for the proposal.
F3.2:
: The PLPRP has been only partially implemented and has not addressed important opportunities for recreation or environmental benefits.
F3.3:
: TUD has an important opportunity to protect, preserve, and enhance the environment, and to enrich recreational opportunities in the county that are not adequately addressed in their strategic plan, its staffing, and funding.
Findings & Recommendations
7 findings
F1:
“Title 13, California Code of Regulations, Section 2025, effective January 1, 2020 requires the replacement of the diesel truck used for the essential pick up, delivery and distribution for the food bank. At the time of this Grand Jury inquiry, a replacement truck had not been obtained.”
F2:
“ATCAA is meticulous in its duties of coordinating multiple-funding sources and federal, state, and local regulations. Likewise, in the general management of the agency and individual programs, the Grand Jury found their performance to be exemplary as they employ creative and frugal solutions to address diminishing resources.”
F3:
“ATCAA practices a spirit of cooperation and collaboration with neighboring counties in pooling resources and partnership activities, to help as many people in need as possible.”
F4:
“Tuolumne County does not have a key employeesuccession plan in place, which stifles upward mobility and professional growth for certain mid-level positions.”
F5:
“Conflict of Interest Agreements were entered into with the County and County Counsel and the County and the Public Defender to establish and maintain conflict of interest protocols.”
F6:
“Salaries for Tuolumne County Public Defender and other similar department heads are fair and equitable as determined by an independent study.”
F7:
“Tuolumne County code [sic] regarding defensible space and fuel modification is not adequate to protect residents, property owners, and natural resources, because it does not address fuels on vacant property, or require fuel reduction along neighborhood roads to maintain a safe clearance.”
* 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.
Additional documents
Documents found alongside this year's reports — not grand jury reports or responses.