Ventura County Grand Jury
1995-1996
Additional Recommendations
2
Not linked to specific findings.
R1:
The Board of Supervisors provide the funds for these independent bodies to obtain outside counsel to confer in legal matters when an actual conflict exists.
R2:
The Grand Jury also recommends that the Board of Supervisors make available funds for 12 a part-time confidential administrative assistant to work with the Grand Jury in order to make the transition between panels smoother. RESPONSE REQUIRED Board of Supervisors County Counsel 13
Findings & Recommendations
6 findings
F1:
The specifications, contract and construction documents for affordable housing was found to be in order and the City of Thousand Oaks was fully compliant with all legal and mandated requirements. No documented noise abatement variances were discovered.
F2:
Based on the available documents, the contractor, sub-contractor and noise analysis consultant performed their tasks in full compliance with the specifications and construction documents.
F3:
No variance or discrepancies in the window and noise abatement measures were found to exist in the building.
F4:
No other condominium resident had any noise complaints.
F5:
The condominium in question was provided with double pane glass on those windows that face the freeway as a result of previous complaints.
F6:
All of the buyers of condominiums in the building signed a Notice Of Disclosure that described the noise level that would exist inside the apartment areas due to proximity to the freeway. CONCLUSION The 1995/96 Grand Jury investigation concludes that the City of Thousand Oaks did not allow a variance and has no further obligation to mitigate ambient noise levels within the building. 58
Findings & Recommendations
13 findings
F1:
Mental Health Crisis Team professionals are called by the police to deal with persons 97 who are threatening suicide or who are disoriented. They are not called if the situation is dangerous or if the person is subject to arrest. When a call is received by the police, an officer is sent out to investigate. After the situation is "stabilized" or made safe, the Crisis Team may be called.
F2:
In some situations, where there are no weapons involved, a Crisis Team can assist the person in trouble and thereby free the officer for more demanding police duty.
F3:
The problems most often encountered by the Crisis Teams are teenage runaways, disoriented persons who have lost their way, irrational persons who are disturbing the peace, homeless persons in difficulty and persons who are threatening suicide. About 60% of their calls require referral to another agency.
F4:
The evaluation of a person for appropriate referral or for observation at the Mental Health facility can be made by either the Crisis Team or the police officers. According to section 5150 of the State Welfare and Institutions Code, a person who is thought to be a danger to self or others may be held involuntarily in a mental facility for up to 72 hours for evaluation and/or treatment.
F5:
Crisis Teams can also be called on a 24 hour "hotline", by private citizens and other agencies. The teams may ask the person calling to come into the office, offer to meet him/her at a hospital or go out to the location of the problem.
F6:
Housing the Mobile Crisis Team of the County Mental Health Department in the same building with the East Valley County Sheriff's Department is an attempt to solve the problem of distance and travel time between the eastern portion of the county and Ventura. Calls for the crisis team have increased steadily. Whenever the Crisis Team can transport person to a mental facility, a police officer is freed for regular patrol duties.
F7:
There is no local back-up Crisis Team for a second crisis situation when the primary team is out on a call. The telephone calls are automatically transferred to the Ventura office where it would take another team 30-60 minutes to drive to the eastern part of the county to respond to an emergency.
F8:
For coverage of the cities in western Ventura County, including unincorporated areas, the Mobile Crisis Teams and the other counselors are housed in the Mental Health Department building in Ventura.
F9:
The Mental Health Department reports that the counselors and Crisis Teams received a total of 1,810 calls a month during the past thirteen months ending October, 1995. They respond to problems/emergencies on an average of 123 times each month, either by phone or in person.
F10:
Of the total, an average of 86 referrals to the Mental Health Department have been from the police departments during the past twelve months, ending October, 1995.
F11:
The City of Ventura Police Department reports that it uses the Mobile Crisis Team frequently and has placed an average of eight persons per month into the Mental Health Unit for observation during the past five months, ending in October, 1995. There has been a long history of working together and a new program was started a year ago that includes regular meetings between officers and counselors. The Police Department considers the expertise of the Mobile Crisis Team a valuable asset. 98
F12:
Four out of the five police departments interviewed said that the Crisis Teams could provide valuable assistance in preventing crime and fostering neighborhood cooperation.
F13:
While the police departments generally feel that the Crisis Teams are a valuable resource, they are concerned that they may not be available on a permanent basis due to lack of funding by the county. This adversely affects developing programs of cooperation.
Additional Recommendations
9
Not linked to specific findings.
R1:
Due to recent tragic situations resulting in death and injury to both officers and mental patients, permanent Crisis Teams should be set up. When the police receive a call that is designated "a 5150" (danger to self or others), it should trigger an immediate call to the Mental Health Department Crisis Teams.
R2:
The Mental Health Crisis Teams should continue to provide training to police departments and make sessions available to police personnel at mutually convenient times.
R3:
The police departments (city and county) develop a program of cooperation and training with the Crisis Teams in order to use both agencies efficiently. The program that is now being implemented between the City of Ventura and the Crisis Teams can be used as a model. Meetings between the Crisis Teams counselors and the police officers can be scheduled on a regular basis and also as situation arise.
R4:
The Crisis Team supervisors should set up meetings with police officers and counselors in order for the counselor to learn more about how the police can handle persons who are in trouble.
R5:
The Mental Health Department should set up a system that will record the number of times that the Mobile Crisis Teams are used in conjunction with the police in each jurisdiction.
R6:
Funds for the Mobile Crisis Teams should be provided on a permanent basis. The Board of Supervisors should find a method to provide funds and designate Crisis Teams as a matter of public safety.
R7:
Law enforcement agencies should also seriously consider providing Crisis Team funds under this designation as a function of public safety.
R8:
Funds should be provided immediately for a back-up team to be put "on alert" for the East Valley when the primary team is out on a call.
R9:
Funds that were deleted last year should be replaced for the support staff of a half-time Office Assistant III. RESPONSE Due from elected officials within 60 days and from public officials within 90 days. Response: Ventura County Mental Health On behalf of the entire Mental Health Department and especially the manager and staff of our Crisis Team, we would like to thank the Grand Jury for their interest in mental health crisis services and our interface with local law enforcement. We strongly agree that this partnership is very important for our community and should receive priority for planning and support. This written response will focus on those recommendations and actions within the authority and responsibility of the Mental Health Department. Recommendations related to County budget priorities or the policies and procedures of the Sheriff's Department or local police agencies require a response beyond the authority of the Mental Health Department. RECOMMENDATIONS:
Quick View
Full Details →
Findings & Recommendations
9 findings
F1:
The Ventura Regional Sanitation District, which operates the Bailard and Toland landfills, issued then later certified an Environmental Impact Report to expand the Toland Landfill in order to accept disposable west county waste that is currently taken to the Bailard landfill.
F2:
The Ventura Regional Sanitation District applied for a Conditional Use Permit for the expansion of the Toland landfill. The Board of Supervisors authorized the issuance of a Conditional Use Permit despite an earlier denial by the planning commission and despite significant opposition by environmentally concerned private citizens.
F3:
The Del Norte Material Recovery and Transfer station, or MRF, is under construction in the City of Oxnard. The City owns the facility and it will be managed and operated by BLT Enterprises, a private-public corporation. The permit allows for 2,780 tons per day disposal capacity but will begin operation with a much lesser amount, perhaps 800 tons per day. Waste handling operations will be conducted largely underground resulting in minimum environmental impact on the surrounding area. The facility will include a learning center and an observation platform. In addition, rotating exhibits and an outreach program are planned with corporate sponsorship and participation.
F4:
The Gold Coast material recovery facility located in the City of Ventura is undergoing 61 expansion modification. It is doubtful that the expansion will be completed by the time the Bailard landfill closes. The owner/operator is seeking a permit to increase the facility capacity from the present 400 tons per day to 1200 tons per day of solid waste.
F5:
The Ventura County Waste Commission was disbanded and its duties, functions and responsibilities were transferred to the Ventura Council of Governments, VCOG. In the Council of Governments each city is represented by its mayor and the county is represented by two members of the Board of Supervisors.
F6:
The cities and the county have organized into two groups, east and west, for waste disposal planning. The east county, represented by the East County Solid Waste Task Force, is 'site driven' while the west county, represented by the West Ventura County Waste Management Authority, is 'market driven'. These two entities are Joint Power Agreements, JPA's, as established by the county Local Area Formation Commission, LAFCO.
F7:
The site driven and the market driven philosophies have been adopted by the east and west county local communities working collectively through their respective Joint Power Agreements. This type of regional planning accomplished at the local level is hailed as a desirable 'bottom up' planning as opposed to a centralized or 'top down' approach, by some factions in the county. However, the existence of two Joint Power Agreements and the Ventura Regional Sanitation District as a third party each with it's own and distinct planning agenda is regarded as fragmented and parochial by some governmental officials.
F8:
The County Administrative Officer and the Simi Valley City Manager have spearheaded and developed a plan for east county cities and east county unincorporated area waste disposal referred as the Simi Landfill Agreement. The plan will be submitted to the Ventura Council of Governments for consideration and adoption by the member cities.
F9:
The West Ventura County Waste Management Authority issued a Request for Proposal to identify waste disposal options available to the west county. Eight responses were received and evaluated by an independent consulting firm. The scope of the guidelines established as evaluation criteria by the Joint Powers Agreement was limited. The criteria did not include waste disposal cost analysis nor did it include the possibility that the Toland landfill would be expanded. Nevertheless, it was recommended that the west county cities and the west county unincorporated area negotiate individually with the two Material Recovery Facilities for the best option based on cost. The existence of two Material Recovery Facilities, Gold Coast and Del Norte, are of significant value to the County because they foster and encourage competition of this kind.
Additional Recommendations
2
Not linked to specific findings.
R1:
The County Planning Department and the Environmental Health Division exercise diligent monitoring of the Ventura Regional Sanitation District operations at the expanded Toland Landfill site to assure compliance with the conditions and agreements established in the Conditional Use Permit.
R2:
The Ventura Council of Governments, as the agency responsible for solid waste management, promote long term and cost effective waste disposal services for residents and businesses in the cities and unincorporated county areas. NO RESPONSE REQUIRED 63
Findings & Recommendations
5 findings
F1:
The POC procedure was established by the County in the 1960's (over 35 years ago). The original limit on these checks was $50 but the amount was raised to $600 due to inflation. The annual amount issued by the County in POC's is over $1 million dollars per year. POC's are used for unplanned/emergency purchases such as publications, lodging, and miscellaneous items.
F2:
In some cases, the County issues blank purchase order checks (POC's) to vendors. The vendor is then authorized to fill out the amount of the check, not to exceed $600.
F3:
There are no regular audits of the POC's, however, if a vendor adds more than $20.00 in freight charges it may trigger a review by GSA.
F4:
POC's are obtained from the Purchasing Department. They are easily accessible to employees or visitors who have access to the department during the day. They are attached on the printer and not locked up until the end of the day.
F5:
There are no individual trust accounts set up for departments. There are no procedures in place to monitor unplanned/emergency purchases. Currently emergency purchases are made on an I.O.U. basis between a County employee and vendor, and could allow for unauthorized purchases. Departments must obtain POC's through the Purchasing Department.
Additional Recommendations
7
Not linked to specific findings.
R1:
Vendors should never have the authority to fill in the amount of a County generated POC or any check.
R2:
Department trust accounts should be established for unplanned/emergency purchases, and one time purchases under $600. The accounts should be maintained by each department and monitored by the County Controller's office. A "Request for Payment" (RFP) should be prepared by individual departments and audited by the County Controller's office to replenish their trust account.
R3:
Establish a written procedure for emergency purchases to prevent unauthorized purchases. Purchases should not be made without a valid purchase order number, sub- purchase order number or cash transaction number (trust account purchase). The receiving employees who receive the purchased merchandise should show identification (in cases, where purchases are picked up at the vendors), print their full name, identification number (employee or social security number), receiving date and their signatures on the receiving document.
R4:
Department personnel should have access at all times to a person who is authorized to dispense purchase order numbers or trust account checks.
R5:
POC's should be locked up until they are to be generated.
R6:
A security procedure must be established to protect against fraudulent use of the procurement cards when they become available.
R7:
A regular financial audit should be performed monthly on the POC account as long as this procedure is being used. PROGRESS TO DATE The GSA and the Auditor-Controller's office are now in the process of eliminating the POC procedure by obtaining procurement cards (credit cards) for travel by authorized County employees and are looking into other options for unplanned/emergency purchases. RESPONSE REQUIRED General Services Agency Auditor-Controller 24
Findings and recommendations not yet extracted.
Additional Recommendations
3
Not linked to specific findings.
R1:
The Board of Supervisors should make its priority to upgrade the job related technical skills of its employees and send such a message to all County Directors and Mangers. The County should make use of the resources within ISD and if necessary use outside qualified consultants to accomplish the training. The Board of Supervisors should provide the funds with which ISD or a highly qualified consultant can conduct advanced system training to County employees.
R2:
Training should be funded and employees should have the opportunity to learn how to: • Conduct work simplifications, analyze procedures, study information flows, re- engineer forms and processes. • Identify innovative opportunities for automation. • Use technology to transform labor intensive and routine work to challenging, satisfying and more productive work. • Cooperate with ISD technical specialists to plan and develop systems. • Participate in installation and training of departmental computer applications.
R3:
The PC Power program must gain wider recognition among all employees. Managers should be given incentives to encourage wider employee participation. RESPONSE REQUIRED From the Board of Supervisors. 22
Findings & Recommendations
2 findings
F1:
The Grand Jury commends the County Auditor-Controller and his staff for their recognition of the Grand Jury's concern and the speed and efficiency of their audit.
F2:
The Grand Jury commends Mental Health for implementing the procedures suggested by the Auditor- Controller.
Additional Recommendations
3
Not linked to specific findings.
R1:
The newly implemented procedures should be monitored by the Auditor-Controller in six months to assure the procedures are working properly.
R2:
Mental Health must establish procedures with the Public Guardian to flag accounts to assure immediate collection from clients accounts funds advanced pending receipt of SSI funds (lump sum back payments).
R3:
The 1996/97 Grand Jury is encouraged to monitor the procedures during their tenure. RESPONSE REQUIRED Board of Supervisors Director of Ventura County Mental Health 30
Quick View
Full Details →
Findings & Recommendations
8 findings
F1:
Several cork oak trees on the block were found to be heavily infested with the California oak moth larvae (animophylus).
F2:
Photographic evidence was provided by the complainants which revealed infestation of their front lawns, porch areas and house interiors by the oak moth larvae.
F3:
It was discovered that the residents long ago abandoned parking their vehicles on the street in the vicinity of the infested trees in order to avoid damage to the paint.
F4:
Pedestrians walking on the sidewalks often experienced worms attached to their hair and clothing.
F5:
Although the City had sprayed the trees periodically with Dipel, an environmentally approved bacterium spray, this proved to be a temporary measure at best and often lost effectiveness within a few days. For maximum effectiveness, spraying can only be conducted during critical times each year.
F6:
Some oak trees on the block have been removed and replaced with another species. However, it was not determined if this was due to worm damage.
F7:
Most of the trees on the block appear to be heavily diseased.
F8:
The City of Ventura Parks Department report that they have made significant changes to more effectively respond to citizen complaints and inquiries.
Findings & Recommendations
5 findings
F1:
The public contract code requiring that competitive bids be taken from newspapers of general circulation within Oxnard was observed.
F2:
The legal notices are printed in English but published in the weekly Spanish language newspaper, VIDA.
F3:
The inquiry revealed that the contract let by the city is legal and contains no irregularities. However, the investigation showed that the newspaper is not as readily available as is claimed.
F4:
Of the 76 geographically separate locations surveyed, a total of 369 newspaper racks were counted. Racks for the newspaper VIDA were found at only 8 of the 76 locations. Based on this finding, the newspaper is available at 11 percent of the locations. Some of the VIDA racks did not have any newspapers in them at the time of the survey.
F5:
The newspaper is available on a subscription basis for $52 per annum, however, this information does not appear in any part of the newspaper.
Findings & Recommendations
10 findings
F1:
When a Social Worker receives a call reporting possible child abuse: a. Specific facts are requested from the caller and written on a form. b. The Supervisor is notified. c. The Worker goes out immediately if it is determined that there may be imminent danger. Otherwise meetings are scheduled between the worker and the family. d. The child may be removed by the Worker to a "shelter home" on a temporary basis. e. A Court date is set for hearing and the court decides on the placement of the child.
F2:
When visiting a family about which little is known, the Worker often takes a cellular phone to call for help quickly, if necessary, and to arrange needed referrals for the family. A limited number of phones are kept in the office to be shared by all the Workers.
F3:
In cases where the family does not speak English, a translator is provided.
F4:
A plan for improving the family situation or for Family Reunification is drawn up by the Worker and agreed to by the family.
F5:
The parents must show that they are complying with the plan and following the assignments. These may include: a. Attending drug/ alcohol rehabilitation programs b. Anger management classes c. Personal counseling d. Homemaker skills and/or parenting classes e. Additional professional services may be ordered by the court.
F6:
The Worker monitors the family by making visits and writing reports during the next 6 months. The case is placed on inactive status when the family meets the requirements of the plan.
F7:
If the police answer a call reporting child abuse, a) it may be necessary to take the child to the police station, b) the social worker is notified and comes to evaluate the child, c) the social worker may take the child to a shelter home immediately, or d) in other instances, the Social Worker calls the police if there is violence in the home that she is visiting.
F8:
Doctors, teachers and other caregivers who work with children are mandated by law to report suspected abuse and/or neglect.
F9:
According to law, homelessness by itself is not sufficient reason to remove a child from its parents.
F10:
A case can be opened if the social worker determines that a child is at risk from danger, neglect or abuse. COURT PROCEEDINGS
Additional Recommendations
11
Not linked to specific findings.
R1:
Add staff to the Emergency Response Shift so that more calls can be answered, particularly between 6:00 PM and 11:00 PM during the week and in the afternoon and evenings of weekends and holidays. There should be a Worker available to handle an additional incident of "imminent danger" as well as to respond to less serious calls.
R2:
Gather statistics to show the number of calls, serious and otherwise, that come in at specific hours of the evening, weekends and holidays. This will help determine the number of personnel needed to handle high priority calls effectively.
R3:
Set up more programs of cooperation and information sharing with local police departments.
R4:
Revise the procedures to allow Social Workers to contact the police directly in certain emergency situations, rather than having to obtain permission from the Supervisor.
R5:
Provide an adequate number of individual cellular phones for emergency use while making home visits. Individual phones would provide the Worker with added protection and safety. Management controls should be established to assure that phones are used only for essential, official calls.
R6:
Recruit more "shelter homes" that can be used on short notice.
R7:
Obtain fully qualified community/county service providers in sexual abuse counseling, particularly for perpetrators, the non-offending parent and the victim. There should be a provider in the East County as well as the West County.
R8:
Recruit more community/ county service providers for professional family counseling coordinated with personal counseling and classes in "parent education".
R9:
Increase the efficiency of the County Foster Care Licensing Department so the public will be better informed regarding the need for long-term Foster Homes. Information regarding the acute need and the qualifications, responsibilities and financial arrangements should be sent to the media and public/ private agencies.
R10:
Review PSSA Adoption Services procedures in certain cases to shorten the time a child is "in the system."
R11:
Parents who have inflicted serious injury or cruelty to their children should also be limited to less than the current 12-18 months of public services to reunify the family. 87
Quick View
Full Details →
Findings & Recommendations
8 findings
F1:
City emergency purchases and contracts may be made without competitive bidding as a measure of expediency in order to: a. Preserve life, health or property. b. Upon an occurrence of a natural disaster. c. Correct or forestall a shutdown to maintain essential public services. d. Provide for other unforseeable events.
F2:
A scope of work was provided to all prospective bidders.
F3:
A pre-bid conference and site walk through was conducted with each bidder.
F4:
A city engineer made an estimate of the work to be done.
F5:
Two contractors submitted bids in response to the Request for Proposal, however, the low bidder was not selected.
F6:
Services Agreements, Certificates of Insurance and Workers Compensation Insurance were approved by the City Council.
F7:
The City overpaid for the job by an amount in excess of $100,000 dollars.
F8:
The City does not intend to change the established bidding and evaluation procedures for emergency purchases and contracts. 59
Findings & Recommendations
9 findings
F1:
Presently there are no written procedures for removing a defective vehicle from service.
F2:
Fleet services responds to requests for repairs when presented with a written request known as a "kick slip". Only specific problems noted on the "kick slip" are addressed since periodic maintenance is performed on all vehicles, at 4,000 mile intervals or every four months whichever comes first. Patrol Deputy Sheriffs can initiate an out of service repair request (kick slip) if a repair is required and/or when safety is an issue. The Deputy Sheriff, at the completion of his patrol shift, discusses with the Patrol Sergeant any equipment or vehicle problems encountered. The mutual decision to kick the vehicle immediately to Fleet Services is made. The only reason for any delay in kicking a car to Fleet Services would be a severe shortage of vehicles which could result in a compromise of public safety if there were any further reduction in vehicle numbers for patrol service. "If it still runs use it until we get past this crisis," appears to be the prevailing attitude. Another consideration for not removing a vehicle with known problems is if it is near the end of its useful life. The overriding factor is that it is more important to have a vehicle available even with limitations then to have a dangerous shortage of patrol cars.
F3:
It was discovered that certain deficiencies existed in the older patrol vehicles that would soon be retired. Some of these deficiencies could pose a threat to the deputies(s) safety 114 during the performance of duty. These shortcomings included such items as: (1) hand held radios with dead spots (locations where communication did not take place) although the radio was operational, (2) vehicle installed two-way communication radio with a high noise level, (3) inoperative radio scanner, (4) driver side door that would not readily open and had to be kicked open repeatedly. This problem occurred repeatedly with the door. (5) vehicle hesitated under heavy load, sometimes stalled out (during a high speed response to call), (6) four quarts low on oil.
F4:
Top priority for service are the Sheriffs Department Patrol Cars. Lower priority services are established by a senior officer in the Sheriffs Department. He also sets priority considering 1) new vehicle outfitting to augment the fleet, 2) badly needed replacement units. Both of these enhance officer safety.
F5:
Network Services is responsive as long as the service is reported on the "kick slip" and the broken vehicle is available to them.
F6:
The Grand Jury noted a temporary, unusually high incidence of vehicle loss due to mechanical failures, blown engines, transmission, wrecks and other problems where they could not be used. This condition was a result of continued use under maximum mechanical stress such as high speed pursuit and urgent calls for help.
F7:
One noted vehicle was a "lemon" nearing its end of life but still ran with diminished capabilities. It was kept in service in order to keep from compromising public safety, although at some risk to the Deputy Sheriff's on patrol.
F8:
Vehicle life is 100,000 miles or 2 years whichever comes first. An exception to this is when a unit exhibits problems that are not readily corrected and they are a safety hazard to the using patrol officer, they are removed from service.
F9:
A vehicle ready for retirement is not turned in until a fully outfitted new vehicle is available so there is no impact to full patrol capability.
Additional Recommendations
5
Not linked to specific findings.
R1:
The Sheriff should issue written procedures for determining how and when a vehicle is to be taken out of service. The procedures should clearly state the responsibilities of the officers and the Patrol Sergeant.
R2:
The Sheriff should conduct periodic instruction courses for Patrol Division personnel already on the force and make them mandatory in the indoctrination process for new officers.
R3:
The Sheriff's Department Patrol Division should critically review the fleet maintenance program to 115 insure that deputies and their officers understand their responsibilities and follow the required procedures.
R4:
The Sheriff's Department should initiate a formal policy that makes each Patrol Officer responsible for his vehicle conditions and its installed equipment at the beginning of each shift. It is recommended that the inspection procedure specifically list all items to be checked including the engine's fluid levels and communication equipment.
R5:
The Sheriff's Department should increase the patrol vehicle fleet in 1996/97 budget considerations to avoid having unsafe vehicles in use. RESPONSE Due from elected officials within 60 days and from public officials within 90 days. March 27, 1996 The Honorable Robert C. Bradley Presiding Judge Ventura County Superior Court 800 South Victoria Avenue Ventura, California 93009 Honorable Judge: The Ventura County Grand Jury "First Final Report" of February 1, 1996 contains an investigation with recommendations regarding "Sheriff Vehicle Maintenance." This letter is the statutorily required response. The serviceability of law enforcement vehicles is of major importance to both the delivery of emergency services and to the safety of the officers delivering those services. Over the years the Sheriff's Department has worked closely with County Fleet Services in developing vehicle specifications and replacement criteria as well as procedures for service and repair. The Sheriff's Department has two "General Orders" (policies) that have provisions applicable to the subject of this Grand Jury report, 1) Vehicle, Use and Assignment," and 2) "Vehicles, Maintenance Of." There are also several other policies and practices in place (some written and some unwritten) that pertain to the way divisions, bureaus and/or area stations, handle vehicle matters. As an example, there is a requirement that all patrol officers turn in a daily work log that contains a section titled "Vehicle Condition" for the officer to list the results of his/her inspection of the vehicle they drove. A "Vehicle Safety Committee" was established many years ago to deal with law enforcement vehicle issues. This committee was created to provide a proper forum for dealing with issues and problems, or perception of problems, of the type identified in the grand jury report. Additionally, as mentioned in the Grand jury report, a senior officer, Support Services Division Administrative Lieutenant (Information Services Bureau), is designated as the department wide "Vehicle Coordinator" pursuant to a provision of the general orders. This position chairs the Vehicle Safety Committee and handles/coordinates most matters between this department and both Fleet Services and County Communications. It is interesting to note that neither this lieutenant nor members of the Vehicle Safety Committee were contacted regarding the problems, or perceptions of problems, presented to the visiting Grand Jury member(s). Fleet Services has established several countywide policies and procedures that are followed by all county departments in the servicing and repairing of vehicles. It establishes the service requirements/policy (presently every 4000 miles for patrol vehicles) and the method of obtaining needed service and/or repair. It also provides the required service/repair request form, commonly known as a "kick slip." For vehicles in need of repair, an officer completes the required service request form ("kick sheet") and turns it in with the keys for designated personnel to handle the necessary interaction with Fleet Services. During normal business hours, Monday through Friday, an officer also has the option of taking a vehicle with minor problem(s) directly to the closest Fleet facility and, if possible, the repair will be made quickly while the officer waits. Some common supplies, such as light bulbs and fuses, are made available within Sheriff's Stations so that officers 117 can themselves quickly make some minor repairs. Every time a vehicle is serviced, a mechanic also performs a multi-point safety inspection that will automatically cause additional repairs to be made on any item found defective. The criteria for removal and/or replacement of a vehicle is established by countywide policy adopted by the Board of Supervisors acting upon input from both Fleet Services and user departments. The present criteria for replacement of a patrol vehicle is 100,000 miles, or upon a determination that the vehicle is no longer mechanically sound. Fleet Services tells us that their records indicate that with the present Ford "police package" vehicles, substantial mechanical problems are not the norm and if they do occur, it is usually between 60,000 and 80,000 miles (drivetrain still handled under warranty until 85,000 miles). Very few major problems occur between 80,000 and 100,000 miles. There is a feeling among some patrol officers that the older patrol vehicles break down a lot, however, fleet repair records do not support this perception. The Grand Jury report seems to have focused on one patrol vehicle encountered on one occasion and uses it to make some generalized assumptions about all "older" patrol vehicles (Note: because of the 24 hour nature of law enforcement service the average patrol vehicle is replaced at 100,000 miles when it is only three years old and, thus, the term "older" patrol vehicle does not necessarily equate to "old" in terms of the actual age of the vehicle). Fleet Services service records do not support the generalized assumption made from this one vehicle. Even though "older" patrol vehicles may have some cosmetic deterioration, as a general rule they do not have problems that render them unsafe to operate. According to repair records, the door sticking problem used as an example in the grand jury report, is an uncommon condition that appears to be a one time unique problem associated with this particular vehicle. This door problem was only reported on one occasion and it was immediately repaired. This vehicle has since been replaced. The Grand Jury Report also listed "hand held radios with dead spots" as a deficiency in older patrol vehicles. Hand held radios are not a part of a vehicle's equipment and their capabilities have nothing to do with the age or mileage of a vehicle. Because of the mountainous terrain of this county, there are many communication weak areas and "dead spots." The patrol vehicle radios work reasonably well in most areas but do also encounter some "dead spots." The weaker hand held radios experience more difficulty in some areas, which is not associated with the condition of the hand held radio, but is instead caused by the local terrain. County Communications has been working on this situation and some improvements have been made in some areas. However, to fix all of the "dead spots," additional transmitters/receivers will have to be located on several new hilltops. Millions of dollars will be needed for property acquisition, road development, electrical service, radio equipment, and buildings. Some time ago, as an effort to help with this problem, cellular telephones were installed in patrol vehicles working the unincorporated areas. In regard to the recommendation that the Sheriff's Department increase the patrol vehicle fleet, meetings between Fleet Services and the Sheriff's Department have produced a plan to establish a patrol vehicle "loaner" pool. This pool will provide additional patrol vehicles to temporarily replace those in for major repairs and/or extended periods of time. It will also help facilitate the immediate replacement of patrol vehicles at 100,000 miles. It is obvious that the Grand Jury and I share the same strong opinion that unsafe patrol vehicles should never be sent into the field. I will continue to assess the situation and institute appropriate measures to ensure that officers do not drive unsafe vehicles. I thank the Grand Jury for its review of this matter and for its concern. Sincerely, LARRY W. CARPENTER, Sheriff 119
Findings and recommendations not yet extracted.
Findings & Recommendations
29 findings
F1:
Financial Aid officers, EOPS Coordinators, Financial Aid Task Force, VCC Board of Trustees and the Chancellor were all aware that problems exist regarding the distribution of financial aid awards to students.
F2:
There is no administrative position at the district wide level or at individual colleges with the authority and responsibility for developing and overseeing uniform guidelines for all offices involved in financial aid services.
F3:
There is no apparent cooperative effort to find solutions among the offices involved in providing these student services. Each office is attempting to solve these problems without communicating with each other.
F4:
Frustration was voiced in all offices involved over the lack of meaningful communication 89 regarding these problems. The EOPS and Financial Aid offices are situated in the same building in close proximity.
F5:
Problems related to cooperation and delayed payouts appear to have begun when the student services administrator position was eliminated in 1993.
F6:
Distribution of financial aid funds to students is governed by strict federal and state regulations. These include eligibility requirements based on: need, U.S. citizenship or legal non citizen, satisfactory academic progress, enrollment in a program leading to a degree or certificate, and completing the program in the prescribed length of time and with the proper amount of accrued credits.
F7:
County Financial Aid Officers (FAO) meet regularly with the statewide Financial Aid Administrators Association to deal with the complex federal and state issues/regulations.
F8:
Disagreement exists among the student services offices regarding how strict the interpretation of the state/federal regulations must be.
F9:
Students can be denied financial aid disbursements if they fail to provide necessary documents/information, fail to fulfill their obligations to maintain a 2.0 grade point average, fail to complete the required number of courses in the prescribed time frame.
F10:
One of the most prevalent reasons for delays in pay outs is the lack of required documents and other necessary information students must provide.
F11:
Applications for financial aid that are filed at the last minute do not give students time to collect missing documents/information in time to avoid delays in pay outs.
F12:
Formal meetings for all students approved for financial aid packages, designed to underscore requirements for maintaining their eligibility, were discontinued during budget cuts.
F13:
If a student loses financial aid eligibility for any reason, an appeals process is in place, however, disbursement checks will probably be delayed while decisions are made. Concerns from EOPS Coordinators regarding student disbursement delays included:
F14:
Students are placed on "Suspension" status instead of "Probation" which results in loss of financial aid until the following semester or until an appeal is filed and approved.
F15:
Delays in receiving financial aid checks have resulted in some students having to drop out of school.
F16:
There is a lack of clear, advance notice from the Financial Aid Office to students regarding their status and the probable consequences if they are not meeting eligibility standards.
F17:
The language of the "Satisfactory Academic Progress Standards" information sheet developed to assist financial aid students is too technical, not "user friendly", was written without involvement of offices/personnel affected by provisions. Concerns of students included:
F18:
Major difficulties if financial aid checks are delayed.
F19:
Small temporary loans of $100 from EOPS were not enough to pay for books so students 90 could start classes.
F20:
In some cases students felt they had not been treated with respect by employees who worked at the counters in Financial Aid offices.
F21:
One student could not get all the information needed. The student stated that the various offices blamed each other and no one came up with all the information needed to straighten out the problem.
F22:
Students who met all requirements did not have problems with disbursements.
F23:
Once a problem arose, it was difficult to get back on track even with constant efforts to determine what course of action the student needed to take. Concerns from Financial Aid officers regarding student disbursement delays included:
F24:
Other student services offices do not understand how rigid financial aid regulations have become. Since 1992 the 600 pages of government regulations have risen to 1300 pages.
F25:
Financial Aid Offices are responsible to federal and state agencies for the proper distribution of funds and are subject to audit and possible pay back of funds if found in non-compliance.
F26:
The number of students applying for financial aid more than doubled since 1992, even as district wide enrollment fell.
F27:
The work in Financial Aid Offices is cyclical. The greatest need for more staff is from July to November when applications are being processed and pay outs are being made.
F28:
Some offices do not encourage student accountability in the matter of maintaining financial aid assistance.
F29:
A new software program called "Power Faids" is now in place which will expedite delivery of financial aid to eligible students.
Additional Recommendations
11
Not linked to specific findings.
R1:
The Board of Trustees should create an Administrative position or positions with the authority level to develop and implement operational procedures that would call for full cooperation among Financial Aid offices, EOPS offices and student Counseling offices in order to deliver financial aid assistance to students in a timely manner.
R2:
Funds should be allocated in this year's budget to hire temporary part-time help in Financial Aid offices to process financial aid applications during the crucial months before the fall semester begins.
R3:
Formal meetings should be reinstated for all students who have been awarded financial aid packages. These meetings should be designed to disseminate crucial information on maintaining eligibility.
R4:
All offices including Financial Aid, EOPS, Disabled Students and Counselors, who are involved in providing services to students should operate in a coordinated manner and should be knowledgeable about necessary information regarding financial aid 91 requirements.
R5:
Procedures regarding financial aid should also be uniform among all three colleges so that transferring students are not confused regarding requirements.
R6:
Forms to disseminate federal/state requirements and student responsibilities for achieving and maintaining financial aid eligibility should be cooperatively developed by student services offices who use them.
R7:
Lines of communication among student services offices must be established and used to solve problems.
R8:
Student accountability must be encouraged and expected as a factor in continuing receipt of financial aid.
R9:
Inservice training should be presented to all staff involved in the financial aid process so that all employees can disseminate correct/consistent information to students.
R10:
Supervisors must train staff members who serve at the counters to be courteous to all students.
R11:
Administration must promote mutual respect for the skills and expertise of employees in student services offices.
Quick View
Full Details →
Findings & Recommendations
7 findings
F1:
The State of California establishes minimum standards for the operation of juvenile halls. Section 4286 of the California Code of Regulations states that there must be a minimum of three hours a day during the week and five hours a day each Saturday and Sunday of scheduled recreation and exercise. This schedule shall include the opportunity of at least one hour of outdoor physical activity per day weather permitting.
F2:
Section 4313 of this same California Code complicates the Center's ability to carry out the previous section's provisions by requiring that those accused of violent crimes be separated from less serious offenders in sleeping, dining, toilet and showers, and recreation for reasons of safety.
F3:
Rival gang members pose a security risk to themselves and other inmates and must be separated during many activities.
F4:
When inmates must be separated, it is difficult or impossible to schedule outside recreation time due to the inadequate space and the increased number of juvenile offenders.
F5:
The staff at Clifton Tatum Center and County officials are aware of their inability to provide adequate recreational time and space and the fact that they are not in compliance with Title 15.
F6:
The Clifton Tatum Center was built in 1941 before Title 15 was enacted.
F7:
County agencies are engaged in plans to build a new Juvenile Assessment Center. 95
Findings & Recommendations
11 findings
F1:
The welfare offices in Ventura administers assistance mandated by federal, state and county agencies: Aid to Families with Dependent Children (AFDC), General Relief, Food Stamps, Medi-Cal, and Foster Care payments. These programs require multiple actions to issue Homeless Assistance (same date benefits), immediate need (24 hour ) or less urgent benefits like Food Stamps. Each case is processed at the initial application and reviewed during annual renewals, however, some cases require attention at least once a month.
F2:
For any action relating to an individual AFDC and Food Stamps client a case file is pulled and processed. There are over 230 different forms from which the workers pull the appropriate forms for any particular case. The Medi-Cal program is burdened with almost as many forms.
F3:
The same client information is manually recorded by the workers on the many forms that make up a single case. The manual processing of forms and calculations is error prone.
F4:
Paper files fill the shelves in the workers' cubicles, are stacked against the walls, and are in boxes on the floor. This results in loss of work efficiency, worker frustration, slow service and higher costs in processing cases.
F5:
There are only three PCs for five supervisors and 50 workers in the Santa Paula office. The situation in Oxnard is the same.
F6:
PSSA stated that they are short of money and are hoping that eventually state funds will enable Ventura to develop the ultimate welfare system after the year 2000.
F7:
The future of a state sponsored system remains unclear however. The Grand Jury found no immediate plans by PSSA to address the manual record keeping procedures in its 73 district offices.
F8:
The county developed and operates its own Welfare Income Computations and Reporting system (WICAR). The system was designed to authorize state welfare payments and maintain a ledger for these payments. Eligibility workers are using WICAR to input new welfare clients and display client data. However, workers can not update data on-line, perform benefit eligibility and benefit calculations, or check client welfare qualifications.
F9:
ISD employs six programmers to maintain WICAR computer programs current with Federal and State changes and regulations. PSSA meets with ISD twice a month to review these maintenance changes as mandated by government agencies. The high cost of maintaining WICAR leaves little or no funds for incorporating enhancements into WICAR which would ease the workers' paper workload. Improvements to WICAR which would simplify the workers' tasks are assigned low priority and are not implemented in deference to the maintenance effort.
F10:
Because WICAR was developed with programming technologies which are now obsolete, it is cumbersome and costly to maintain and improve. PSSA is actively engaged with other counties in developing new welfare automation concepts, however the timeline for future implementation is uncertain.
F11:
The above findings, as related to the lack of modern record keeping system, are also addressed in the reports published by the 1990/1991 Grand Jury and by the 1993/1994 Grand Jury.
Additional Recommendations
6
Not linked to specific findings.
R1:
County Supervisors should determine the accountability for the continued problems with welfare eligibility and payments operations reported by two previous Grand Juries.
R2:
PSSA should work with ISD to study documentation, paper flow and procedures, and then build a district office business model for forms automation, record keeping and case information system. To contain system costs and keep it efficient each office should be treated as a small self contained enterprise. Small systems are easy to maintain and can be cost-effective within the district office. The office system can be networked with the other offices to exchange clients information. The office system may be designed as a front window to WICAR, thereby eliminating the terminals while presenting to the workers a single standard interface. The Grand Jury, in recommending computer systems, is not recommending that the offices eliminate paper forms all together. Most of the daily activities could be carried out on computers with critical data also recorded on paper for meeting legal, operational, security and backup requirements.
R3:
PSSA should fund ISD to add justifiable enhancements to the WICAR system beyond just maintaining the system. PSSA should actively solicit suggestions from its welfare 74 workers and prioritize them for ISD implementation without delay.
R4:
PSSA should purchase additional WICAR terminals until they can be replaced with PCs as requested by district offices. The terminals at $700 a piece, with telephone line charges and mainframe hookup costs should be justified with direct labor savings.
R5:
California plans to develop state-wide welfare automation systems should not deter PSSA from implementing the above measures as soon as possible. The experience to be gained from an interim system will facilitate the ultimate transition to a state wide system. With vision, creative thinking and genuine county support the cost of an automated record keeping and information system will be far less than the present labor intensive system. PC-based technology offers cost effective tools to develop small office systems which can automate paper files and also exchange data with ISD computers.
R6:
PSSA should allocate money for more PCs. At a minimum, each working group in all district offices should receive three PCs. One for supervisors use and two for the employees in the group. These PCs are needed for the immediate requirements of management tasks, collection and evaluation of performance data, project tracking, scheduling work activities/meetings and preparing reports.
Findings and recommendations not yet extracted.
Quick View
Full Details →
Findings and recommendations not yet extracted.
Quick View
Full Details →
Findings and recommendations not yet extracted.
Quick View
Full Details →
Findings & Recommendations
8 findings
F1:
The JOC contract is a sole source contract. This means a project can be assigned to the JOC General Contractor without using the full purchasing cycle. This generally prevents local businesses from having the opportunity to bid on County projects.
F2:
On April 1, 1996 a multiple year contract was awarded to an out-of-state General Contractor for $3 million dollars per year with a four year county option (equals $15 million dollars) to renew.
F3:
The Purchasing Department believes that this type of contract would benefit local contractors by providing an umbrella for smaller local contractors who are unable to meet insurance requirements. However, the contract does not specifically state that the General Contractor must use local subcontractors or material suppliers. Ventura County businesses and sub-contractors may not benefit from this multi-million dollar contract.
F4:
The contract was awarded to an out-of-state General Contractor. The state of California only licenses out-of-state contractors if they have a qualifying RME or RMO (Responsible Managing Officer). This corporation qualified for their license with a Responsible Managing Employee (RME) who had resided in California at the time he originally applied for his license. The out-of-state General Contractor has been licensed in the state of California since July 26, 1995. The General Contractor's license is in effect as long as they have the RME/RMO that qualified for the license employed with their company. Upon the RME/RMO leaving employment the General Contractor must notify the CSLB and provide documentation within 90 days to re-qualify with a new RME/RMO or their license will be revoked. The General Contractor's license number was verified that it was valid and active prior to award.
F5:
The Purchasing Department was unaware the General Contractor had an RME. Section 7068 of the Contractors License Law requires that a Responsible Managing Employee (RME) be "an individual who is a bona fide employee of the applicant and is actively engaged in the classification of work for which that RME is the qualifying person in behalf of the applicant."
F6:
The function of the RME is to "be responsible for exercising that direct supervision and control of his/her employer's or principal's construction operations as is necessary to secure full compliance with the provisions of this chapter and the rules and regulations of the Board relating to the construction operations." The Contractors State License Board (CSLB) Rules and Regulations #823 requires: a. The RME be an employee who is permanently employed by the applicant and is actively engaged in the operation of the applicant's contracting business for at least 32 hours or 80% of the total hours per week such business is in operation, whichever is less. b. The RME have "direct supervision and control" including any one or any combination of the following activities: supervising construction, managing construction activities by making technical and administrative decisions, checking jobs for proper workmanship or direct supervision on construction job sites.
F7:
The letter submitted to Ventura County by the General Contractor to clarify the 26 compliance issue of the RME stated "To the best of my knowledge we are in full compliance with all requirements under contract number 3282". The letter did not address the issue of "Where are the RME(s)?".
F8:
Other city and county agencies prefer the traditional bid advertising process because it allows the small local contractors to bid. In cases where the jobs are small, cities and counties are able to obtain better prices.
Additional Recommendations
5
Not linked to specific findings.
R1:
Every effort should be made to keep Ventura County taxpayer's money working for citizens and businesses in this County.
R2:
The County should require that GSA deal directly with the RME(s) or the General Contractor should be able to provide documented proof regarding the RME(s) compliance with the laws of the State of California.
R3:
The County should request the Contractors State License Board (CSLB) to verify the payroll and workman's compensation records of the out-of-state General Contractor to make sure they are in compliance with the laws of the State of California.
R4:
When the contract is considered for renewal, a clause should be included that would require a greater percentage of the JOC's business in Ventura County be given to local companies. If it is not possible for the JOC to contract with a local company, it should be approved by Purchasing prior to contracting with an outside vendor.
R5:
The out-of-state General Contractor should be required to advertise locally to inform local vendors and suppliers of their procedure and how they can have the opportunity to obtain business from the County through the General Contractor. RESPONSE REQUIRED Board of Supervisors General Services Agency 27
Findings & Recommendations
9 findings
F1:
Because additional management time and money are required as Channel Islands Harbor redevelopment and growth plans are implemented, a separate Harbor Department will become effective July 1, 1996. The Director will report to the Board of Supervisors and the Chief Administrative Officer.
F2:
The Board of Supervisors adopted the recommendations that "the existing Parks and Harbor Commission will remain in place for an appropriate period of time to evaluate the subsidy transition between the Harbor and the Parks." The Parks Department will continue in the GSA, and receive a subsidy of $1 million in Fiscal Year (FY) 1996/97. Future years' subsidies will be adjusted according to the amount of new revenues generated in the Parks Department.
F3:
The current Deputy Director for Recreation plans to continue with the Parks Department, which is undertaking major projects to become self-sufficient in the next 5 years. Currently, about $3.5 million is spent annually, and $2.5 million is received from rent and 47 fees.
F4:
Park rates are established each November by the Board of Supervisors for the following year.
F5:
Recreation Services has taken the first steps toward lease arrangements for developments at Toland Park and Camarillo Regional Park.
F6:
For FY 1996-97, the Reorganization will result in net savings of $190,500, due to a net reduction of 5 positions.
F7:
One function listed by Recreation Services for 1995/96 is to "Market and promote recreational facilities at Harbor and regional parks."
F8:
The Cultural Heritage Board, for which Recreation Services provides staff support, is being transferred to the Resource Management Agency, Planning Division. There will be an annual subsidy of $30,000 from the Harbor Department.
F9:
Dennison Park, adjacent to California Highway 150, was renovated and reopened in November 1995, after being closed for eight years.
Additional Recommendations
4
Not linked to specific findings.
R1:
The Parks Department provide an annual Guide to Beaches and Parks, including rates and a map, early in each calendar year. Circulation of the brochure should include the County Fair booth, Chambers of Commerce, motels and hotels (as customary) plus magazines and other media venues. Map providers such as the Automobile Club of Southern California need continuing updates on Parks.
R2:
The Parks Department increase public awareness of each County park with upgraded on- site signs, current information and media promotion.
R3:
The Parks Department reconsider the deletion of office personnel, maintenance workers and a ranger, in anticipation of expanded operations and increased usage.
R4:
The Board of Supervisors establish a target date for the Parks Advisory Commission and the Harbor Advisory Commission to take effect. RESPONSE REQUIRED Board of Supervisors Ventura County Recreation Services/Parks Department 49
Quick View
Full Details →
Findings & Recommendations
10 findings
F1:
Libraries are not a public service mandated by California state, county or city law. Funding can be deleted from government budgets without penalties. Since the early '90s, the State has cut nearly 50% of LSA revenue. This has caused operating funds for LSA to become unstable and insufficient to operate a basic library program without contribution from the County General Fund.
F2:
With a multi-million dollar projected County budget deficit for the coming year, sufficient County General Fund contribution to library funding is doubtful. More definite budget decisions can be made when County mid-year projected 1996-97 budget report is released on February 15, 1996.
F3:
In addition to reduced library hours open to the public, as an obvious consequence of unstable funding, County libraries also suffer from: a. Serious deterioration of up to date collections of books, magazines, and reference material, including other informational services. b. Low morale among library staffs who perceive that libraries are a low public priority. Trained employee retention is extremely difficult. c. No hope in the foreseeable future for badly needed building repairs, improvements, or the acquisition of new library facilities. d. Delays in book processing, increased workloads, itinerant staff members working 76 two or more libraries. e. Inability to do long term planning regarding the above issues.
F4:
Small neighborhood libraries are targeted for closure in March 1996. These libraries serve the recreational and informational reading needs of limited or non-drivers such as children, senior citizens and the poor. The role of technology is generally secondary to their patrons. Large central libraries offer more services but are not accessible to patrons who must rely on facilities in close proximity to their homes.
F5:
This problem of adequate funding for libraries is shared by all counties in California since the State reduced its financial support.
F6:
Supervisor Frank Schillo's plan to preserve Ventura County libraries would shift present County Allocation Plan (CAP) overhead costs and help to form a City/County Joint Powers Agreement/Partnership to operate the library system as a Federation.
F7:
Santa Clara County developed and adopted a Joint Powers Agreement in 1994 which provides that the County and nine cities will share library costs, administration, eliminate duplication of services and implement a more efficient, coordinated program.
F8:
Recognizing the need for a cooperative effort to address the reorganization of the library system, the Contra Costa County Public Managers Association called for a proposal for a county-wide study related to the needs, priorities and issues of the County and the 18 cities involved. A consultant will be engaged to study a variety of models for future library governance, delivery of services, funding and a conflict/resolution consensus process for the agencies involved. The completed study will report the pros and cons of various structures and funding options and make a recommendation for the future model(s) for delivery of library services.
F9:
In the face of dwindling funds, libraries are faced with the demand for more technological services and informational resources.
F10:
To meet increasingly sophisticated and diverse technological and informational needs of California citizens, the State Library Networking Task Force has developed a statewide resource sharing pool. This plan calls for a California multitype library network which will be composed of five Regional Library Networks that will link all types of libraries in a given geographic region. This statewide network will link libraries in communities, organizations, educational institutions, the medical field, and businesses in order to provide state-of-the-art reference, economic, research, educational and cultural information to all participating libraries who contract with this resource sharing pool. This plan will offer collectively more materials more cost-effectively than any one of the libraries could provide individually. Legislation governing this coordinated cooperative statewide plan will be written in 1996 and the phase-in will begin. 77
Additional Recommendations
8
Not linked to specific findings.
R1:
Stable funding must be achieved before libraries can make the changes necessary to evolve, adapt and provide relevant services to a diverse society.
R2:
Supervisor Schillo's plan should be seriously considered, the economic feasibility be determined and all libraries in Ventura County be encouraged to participate at some level in order to provide a coordinated, unduplicated, cooperative delivery of library services.
R3:
The Santa Clara County model for a Joint Powers Agreement should be reviewed, evaluated and any constructive ideas should be considered in future planning for Ventura County libraries.
R4:
If a plan for the resolution of the problems faced by Ventura County libraries is not available by March 1996, the County should engage a consultant to study the issues and recommend models/options for future delivery of library services.
R5:
The California State Multi Library Network plan for providing state-of-the-art informational resource sharing should be factored into plans for the libraries' future.
R6:
The business community should investigate possibilities of adopting a library or funding a specific program such as the Summer Reading Program, book acquisition, children's story hour, literacy programs, etc.
R7:
Neighborhood libraries should be preserved because, like any educational facility, they attract new young families with children so important to a vital economic community.
R8:
User fees should be assessed for any special services beyond basic library services. RESPONSE NOT REQUIRED 78 Response to 1995/96 Grand Jury County Libraries: Although a response was not required, I felt compelled to respond. I was very encouraged to see that the plight of our libraries was included as one of your urgent areas of examination. I am also appreciative that you have taken the time to acquaint yourselves with my efforts to restructure library service delivery in Ventura County. I am happy to report that as of February 27, 1996, we were fortunate in being able to temporarily avert closure of some of our smaller branches. A long term solution is still needed. As you correctly pointed out in your findings, library service is not mandated and will be one of many services competing for scarce general fund dollars. I believe that the Federation Concept is a possible solution. We will make the system the most efficient it can be and will be in a better position to look at long term funding. The Federation idea is based on the Santa Clara model as well as findings from the State Library Task Force which recommended joint partnerships between cities and counties as the most optimal library relationship for the future. I am pleased to report that we are indeed moving ahead with the idea. I have concluded my meetings with each of the cities and on March 14, 1996, there will be a meeting between the County and all of the cities to begin discussions on the feasibility of the Federation. At this point, my goal is to make sure that the cities have all of the information they will need to make an informed decision. We are continuing to work with community-based groups to solicit their ideas and support. I am also working on trying to restore some of the lost state funding suffered by our system. Just last week, representatives from most of our cities joined me in meeting with the Governor's Office to discuss this issue. The direction we received is that potential partnerships with schools may be the key to additional funding in the future. I am willing to explore any and every opportunity and plan to look at this suggestion, and any other that may arise, further. Thank you again for the interest. Sincerely, Frank Schillo, Supervisor 79
Findings & Recommendations
23 findings
F1:
The March 1996 ballot measures to raise funds for libraries through property taxes passed in Ojai and in the unincorporated area near Ojai, but failed in Ventura, Camarillo and in unincorporated areas near Ventura and Camarillo.
F2:
County Library Services received $100,000 from the general fund for extra library hours until June 1996. Some City Councils have contributed funds to increase hours in their local libraries.
F3:
Comments voiced by employees of branch libraries include the following:
F4:
Book, reference collections and current periodicals are seriously deficient.
F5:
There is little communication among libraries.
F6:
There is a need to share information and receive input from people in the field.
F7:
There is a need to restructure management. It is administratively top heavy.
F8:
Library users are confused with inconsistent hours of operation.
F9:
Purchased books are not being processed in a timely manner, resulting in long 80 periods before they are ready to be loaned out.
F10:
Technology should eliminate need for many centralized activities.
F11:
The position of Reference Librarian is now essentially designed to serve only one area.
F12:
Librarians need to be flexible and should not be restricted by traditional job descriptions.
F13:
The small neighborhood library is struggling to survive
F14:
Funds are lacking for special programs.
F15:
A library should be welcoming and comfortable with a relaxed atmosphere in order to attract library users.
F16:
One staff serves both Wright and Foster libraries on an itinerant basis. An ergonomics study was done because the increased workload was being blamed for job related injuries as well as lowered morale.
F17:
Centralized cataloging data base is generally adequate at all libraries regardless of size. Although access to the Internet is available, there is concern that it is not organized well for public library purposes. As stated in Phase I report, the State Library Networking Task Force has developed a statewide resource sharing pool. This plan calls for a technological California multitype library network which will be composed of five Regional Library Networks that will link all types of libraries in a given geographic region. This statewide network will link libraries in communities, organizations, educational institutions, the medical field and businesses in order to provide state-of-the- art reference, economic, research, educational and cultural information to all participating libraries who contract with this resource sharing pool. This plan will offer collectively a wide variety of resource materials which is more cost-effective than any one of the libraries could provide individually. Legislation governing this coordinated cooperative statewide plan will be written in 1996 and the phase-in will begin.
F18:
The small libraries serve as community centers, homework centers and tend to have higher juvenile than adult circulation. The needs include material to help with homework, job and career choices and special programs.
F19:
The hours that County libraries are open are determined by County Library Services administration. Some cities have contributed funds to increase hours, but these funds are temporary.
F20:
The "Used Book Store" concept appears to make a profit when located in medium and large libraries, but is not profitable in small libraries.
F21:
County Supervisor Frank Schillo has presented to Ventura County Cities and other groups the concept of a "federation" of libraries. Joint powers agreements can provide for such things as shared administrative and support costs, reduced book and materials purchasing costs, access to other libraries and coordinated funding strategies. Joint powers agreement library models include Santa Clara and Sonoma Counties.
F22:
On May 7th, 1996, the Ventura County Board of Supervisors approved Supervisor Schillo's concept of the County entering into a Joint Powers Agreement with cities to 81 operate County libraries. The Joint Powers Agreement would include independent library/cities if they choose. The Board also approved the concept of initiating a benefit assessment district with an advisory vote to be on the ballot November 1996, as well as seeking consultant services which will cost between $50,000. and $100,000.
F23:
On May 7th, 1996, the Library Services Agency presented the Board of Supervisors a proposed management reorganization and down sizing plan which would eliminate three managerial positions by attrition. This organization includes 42 total adminstrative and support services positions and 41 total positions at the branch libraries.
Additional Recommendations
14
Not linked to specific findings.
R1:
The Wright and Foster Libraries should be combined at a large centralized location with access to public transportation
R2:
The California State Multi Library Network plan for providing state-of-the-art informational resource sharing should be a high priority to library management.
R3:
Staff training in technology systems and available resources should be ongoing.
R4:
Due to proposed library management reorganization and down sizing, the Library Services Agency should evaluate and justify all existing job classifications. Revise the Reference Librarian job description so that it will be more flexible. An experienced library assistant might serve the Reference Desk.
R5:
Libraries should continue to promote special programs which increase patronage such as: ESL and literacy tutors, children's reading programs, story telling, adult discussion groups and homework assistance. Schools should be encouraged to cooperate in this endeavor.
R6:
Large libraries should explore the possibility of supporting a used book store, a gift shop, musical concerts, coffee shop and film evenings.
R7:
The libraries should provide classes for patrons in the use of computers to access information. This will serve to free limited library staffs.
R8:
A written roundtable for County library staff would allow for an efficient means of sharing suggestions and creative ideas among libraries.
R9:
Each library should have an attractive box available for contributions in a centralized location. Individual groups may wish to provide matching funds.
R10:
Review possibility of charging fees for other than basic services. For example: out of city patrons, use of computers and electric typewriters.
R11:
The consultant should be hired to assist in developing the Library Federation Plan as soon as possible.
R12:
The management of the library should review its central library support operation with the goal of streamlining operations and cutting unnecessary costs. Some goals can be achieved by delegating routine functions like book ordering to the individual libraries while at the same time giving the libraries computer based tools to simplify their work. 82
R13:
Library management should hire a consultant or engage Information System Department personnel to analyze its operations and explore the great potential of technology for reducing labor intensive work of professional librarians and at the same time increase the information sources offered to the public beyond the hard cover books. It is the duty of the library system to be the store front where the public can access the vast treasure of information which is storeed on computer files (also called data bases) throughout the world. These vast warehouses of information are accessible through computers from commerical and public sources like the Internet.
R14:
Small neighborhood libraries should remain open since they play a vital and necessary role for all local citizens, especially the young, the elderly and the disadvantaged. RESPONSE REQUIRED Ventura County Library Services Agency Board of Supervisors 83
Quick View
Full Details →
Findings & Recommendations
7 findings
F1:
With 48 authorized positions, the Planning Division is responsible for Planned Development Permits, Subdivisions, General Plan Amendments, Variances, Zone Changes, and Appeals, in addition to processing CUPs.
F2:
CUPs are required for projects considered to be "major," potentially controversial and impactive to surrounding uses. Time limits are placed on CUPs to review the continued consistency of use with surroundings, and to ensure that conditions are being followed and are still effective as originally designed.
F3:
Requirements for approval have become much more complex in recent years.
F4:
In 1995, action was taken for 24 CUPs. The time from completion of the application to action averaged just over 2 months. In April 1996, about 220 cases were in process.
F5:
During 1995, 49 additional CUPs were in process. APPLICANT SUBMITTAL DATE CUP 1986 1 1987-1990 0 1991 1 1992 4 50 TOTAL 49
F6:
In 1995, the average charges by the Planning Division for CUPs on which action was taken totaled $2336.90, with the highest charges being $16,418.50, and one free. Based on 1993-94 and 1994-95 data, the Planning Division estimates its time per transaction for a CUP to be 22 hours of County staff time. a. A chronology for the 1986 CUP submittal shows that an incomplete application for the 12th in a series of modifications over its 20 year history was filed one day before the previous CUP expired. b. In 1988 the California Environmental Quality Act (CEQA) was the basis for requiring an Environmental Impact Report (EIR). c. After significant delays, with three firms selected over several years to prepare the EIR, slow responses by the 1986 owner/applicant, inadequate and incomplete EIR submissions, time-consuming differences with the selected firms, interaction with the State Mining an Geology Board, withdrawal/refile letters from the applicant, requirements for revegetation and reclamation from the State Reclamation Unit, an Environmental Report Review Committee direction in October 1994 that (Planning) staff prepare the Preliminary Final EIR, and transfer of the assigned staff person to another branch of the County in June 1995, the Second Revised Draft EIR was submitted in March 1996. d. The current owner/applicant for the 1986 submittal purchased the business in 1993, with assurance from the Planning Director that operations could continue, though the previous owner was not in compliance on several matters. The County Zoning Ordinance allows continued processing of a CUP renewal request after its expiration, with development of a Compliance Agreement carrying forward the CUP conditions. e. The current owner/applicant reports payments of $99,258.39 for remediation and $666,738.47 for permitting through December 31, 1995. These are mainly charges payable to attorneys and vendors other than the County for required work. In 1996, this applicant paid $30,322.71 to the County and $23,742.22 in other costs related to securing the CUP, through February 24. f. A neighbor's 1990 lawsuit involving zoning restrictions and subsequent appeals were generally unsuccessful, with considerable costs in time and money for the litigants and the Planning Division.
F7:
County officials concerned about the complexity of CUP approvals are working on ways to streamline the process. COMMENDATION The 1995/96 Grand Jury commends the Planning Division for their efforts to respond to the rapid proliferation of governmental requirements and regulations. 51
Additional Recommendations
3
Not linked to specific findings.
R1:
The Planning Division regularly review the CUP process to ensure that applicants and impacted individuals, groups and businesses receive prompt and appropriate action at minimal cost.
R2:
The Planning Division work with state and federal agencies to simplify CUP requirements and the approval process.
R3:
The Planning Division report to the Board of Supervisors semiannually on CUPs in process with estimated completion dates. The Planning Division appoint a task force for immediate attention to any application in process more than 6 months. RESPONSE REQUIRED Ventura County Planning Division 52
Findings & Recommendations
7 findings
F1:
The county leadership does not have a firm grasp on the countywide cost of its computer technology. Costs are not easily ascertained from the budgets. For example, the cost of personnel, whose main job is to support their departmental systems is not categorized in the budget with any consistency by the departments.
F2:
The state of computer technology is noticeably inconsistent among users. Some users have far more resources (i.e. personnel and capital) to acquire computer technology than most other users.
F3:
Computer systems are under-utilized and application systems are duplicated. Systems are currently developed mainly to serve the needs of a single department instead of being developed in cooperation with users having similar functions and information processes. However, there are some exceptions where systems serve multiple departments.
F4:
In the past, ISD sought to control the acquisition and operation of all systems; now users want more control. ISD and users are adjusting to the new realities of managed decentralized computer technology. ISD has become more responsive to user requirements by assuming a consulting role, and users have increased their participation in computer technology projects.
F5:
Some officials blame the shortage of funds for lack of progress in acquiring necessary computer technology. But there are users who view this obstacle differently as attested by this quote from one successful county user: " Even in times of tight budgets, it is possible to launch sophisticated new technologies. The courts have been enterprising in seeking out private sector partnerships, utilizing creative financing and collaborating with other government agencies."
F6:
The highest level of satisfaction with ISD is found when its staff works closely with the 14 user at the user's site. The Internal Service Fund (ISF) provides users accountability on how and for what ISD spends its money for computer work.
F7:
County officials have failed to come to grips with the conflicts between centralized authority over computer technology and managed decentralized authority. ISD in its presentation to the Board of Supervisors on November 21, 1995 recommended steps that will preserve ISD's traditional central role. The Board of Supervisors approved ISD
Additional Recommendations
5
Not linked to specific findings.
R1:
The County should develop an integrated strategy to guide the development of systems both inside and outside of ISD. The Board of Supervisors and the CAO should see that resources are shared more effectively. The decisions about computer technology should involve all affected users. Users should form creative relationships to combine their resources and implement systems which can serve several County organizations. Users do not have to look far for a model to follow; namely the cooperative efforts fostered by the Courts. RESPONSE One of the first documents to be presented to the newly created Information Technology Committee (ITC) for their review and approval was the Ventura County Information Technology Strategy. The Strategy includes principles and criteria for decisions on technology investments, policy statements and guidelines on key management issues, as well as a description of and a plan for Information Systems architecture and infrastructure. The proposed overriding policy will permit County departments to individually manage the use of technology to achieve their goals and objectives, while the Information Systems Department (ISD) and the Chief Administrative Office (CAO) will manage the use of technology to support and ensure Countywide planning and collaboration on systems for common services and functions. ISD will continue to update and maintain its common, standards-based, Countywide Information Technology infrastructure for collaboration and use between departments and other work groups.
R2:
The Board of Supervisors should be proactive in defining responsibilities for computer technology. The Board of Supervisors and ISD have formed an Executive Committee to oversee computer technology planning. There is a concern that this well meaning initiative will not succeed if it is viewed by the users as an attempt to preserve the old ways of planning County systems. It is easy for ISD to promote centralization as an efficient structure; however, it discourages user participation and effective team effort. Therefore, it is imperative to strike a balance between centralized and decentralized managerial style that insures key users participation, including the users who develop or purchase systems independently of ISD. Furthermore, the participating members of the 17 Board of Supervisors should assume an active role and make computer technology a key area of interest. RESPONSE Prior to its recommendation toward the creation of the Information Technology Committee (ITC), ISD indicated that it was necessary "to bring our distributed departmental systems back into the fold, under a more formal centralized management, through the establishment of policies, standards and guidelines which will support and provide for individual departmental initiatives and at the same time, provide for the needs of the County and its established technological infrastructure." ISD's approach will continue to be one of consultation with our users to help them to find the best combination of technology available to meet their needs in serving their clientele. Users who develop or purchase systems independently of ISD must still abide by the policies, standards and guidelines established by the centralized management, whether that be embodied in the Board of Supervisors, the CAO, the ITC or ISD. Early actions on the part of the Board members participating on the Information Technology Committee reflect a strong desire to be proactive and to play an active role in the continued implementation and use of technology in Ventura County.
R3:
The County should intensify its employee training programs and bolster the training budget to accomplish it. The CAO and ISD should lead implementation of countywide programs for training users. Training in technology should be a mandatory line item in each department's budget. The amount can be set by some formula that will guarantee that training is not the first casualty of tight budgets. Advanced training for users is extremely important for the purpose of identifying opportunities for automation, conducting cost/benefit studies, designing systems and managing development and acquisition projects. RESPONSE ISD and the CAO agree on the value of training County employees in the proper and advanced use of any technology installed and implemented throughout the County. The CAO, ISD and Personnel Department, in response to the Auditor's Countywide Review of Personal Computers and the Final Report of the 1994-95 Grand Jury, agreed, after a number of meetings, that the Personnel Department was better suited to coordinate, administer and conduct the required departmental training. ISD, however, can provide technical guidance to the Personnel Department in the development of appropriate training classes as well as provide instructors in training users in the latest or newer technologies. ISD will continue to provide user-specific and county-standard specific training to users when required or requested. The Personnel Department has recently informed the CAO of the creation of a group called PC Power, whose purpose is to provide a forum by which departmental office systems coordinators can communicate with the Personnel Department and ComputerFocus, the County's computer training provider. Participants in PC Power can provide detailed insight into their PC training needs and provide the proper focus toward the pertinence and quality of training. The group has also expressed an interest in working with ISD, the CAO and the Information Technology Committee regarding 18 issues related to PC training and PC usage. The Personnel Department, in a memo dated February 15, 1996, has responded to this recommendation as well. A copy of that memo is attached. The standards and guidelines established by the Information Technology Committee, and the Ventura County Computer Architecture document proposed for promulgation by the Committee and the CAO, will assist both the Personnel Department and ISD in providing the proper focus for training classes on the part of County employees. The amount of County funding made available in individual departmental budgets is, of course, an appropriate concern of the Board of Supervisors and the CAO. The Information Technology Committee, however, may consider other Countywide approaches to the providing and funding of technology training for County employees.
R4:
The CAO should get a clear picture of the County's state of computer technology. The CAO with ISD assistance must evaluate existing systems and recommend a plan for the modernization of aging, overburdened, obsolete and costly applications. RESPONSE The CAO and ISD are working together in the preparation of the Ventura County Computer Architecture document for presentation to the Information Technology Committee. This document will adequately describe the technology currently in use in the County. The CAO and ISD are also collaborating on the preparation of the Interim Five-Year Projection of implementation and possible funding of information technology in the County over the next five fiscal years. ISD's Goals and Objectives for Fiscal Year 1996-97 include the presentation of the final Information Technology Plan to the CAO, the Information Technology Committee and to the Board of Supervisors in a July- September 1996 time-frame.
R5:
The budget system must better support the financial management of computer technology projects. The CAO should review the budget and the project justification process with an eye towards a process that is more conducive to financing long range technology projects shared by one or more departments. In addition, departments should be directed to implement a uniform method of showing the true cost for computer systems in their budget. RESPONSE The CAO and ISD, in collaboration with the Information Technology Committee, are exploring possible funding sources and processes toward the financial management of information technology projects. Particular attention will be paid to the processes concerned with financing long-range technology projects shared by more than one department. ISD, in compiling its proposed budget for FY 1996-97, will be accompanied by the pertinent CAO analysts in its deliberation with each of its users. This will afford the CAO the opportunity to evaluate existing systems, as suggested in Recommendation 4, as well as the budget and project 19 review suggested in Recommendation 5. If you have any questions regarding the above material, or if you would like additional information or clarification on specific responses, please feel free to call me at 654-3543. Respectfully submitted, GEORGE E. MATHEWS, Director Information Systems Department M. Lin Koester March 20, 1996 20 Date: February 15, 1996 To: M. L. Koester, CAO From: Ron Komers, Personnel Director Subject: Response to Grand Jury First Final Report The Personnel Department has the following suggestions regarding a response to the "County Management of Computers" section of the Grand Jury Report, Recommendation #3. The CAO may wish to integrate policy directives with our proposed response. "Based upon the recommendation of the Auditor Controller's 1995 audit of Personal. Computer usage .in the County, the Personnel Department was given the responsibility to develop and implement a personal computer training program that would be both flexible and comprehensive in meeting the diverse training needs of County employees. Personnel Department staff, in cooperation with the Oxnard Adult, School, developed an initial program that operated from March through June of 1995. During that time period, over 200 employees received training at a minimal cost. Also during this same time period, the Personnel Department staff was better able to identify specific training needs and methodologies and at the same time be flexible and comprehensive. In September, 1995, after researching all local area personal computer training providers, the Personnel Department entered into an agreement with Computer Focus, located in Oxnard, CA, to provide heavily discounted, comprehensive personal computer training on all software packages that County departments were using, as well as working directly with departments on training of customized software systems. In addition, Computer Focus would perform much needed personal computer training needs assessment surveys free of charge to all County departments requesting such service, The Personnel Department has been monitoring employee feedback on the training. The majority of responses have rated the training "very high" to "outstanding" in respect to the quality of training received, the appropriateness of the training facilities, and the help/support after the training. The Personnel Department intends to hold a series of information exchange meetings in order to maintain an awareness of the various County departments personal computer training needs, and continue to develop and improve a personal computer training program that is a valuable resource to all County employees. There is an issue of lack of budgeted training funds, specifically for personal computer training, which has been continually brought up by County departments. We believe an increase of training budgets for this specific purpose would enhance the PC training program's effectiveness, and in turn continue to provide employees with the tools to be more productive. Notwithstanding the budget dilemmas that County departments face, the PC training program has still been very successful. Many County departments have taken advantage of the assessment services and over 800 employees have been trained in the various personal computer software training courses to date." 21
Findings & Recommendations
27 findings
F1:
The building that houses the Santa Paula office is 46 years old. There have been no major renovations. The agency has occupied the space for 14 years. The number of staff and clients has increased, but the available space has not expanded.
F2:
There are nine interview rooms for approximately 100 clients. The result is that there are many people waiting in the small waiting room for long periods of time. This could lead to frustration and possibly violence.
F3:
The small interview rooms are located in a separate section of the building and do not have telephones or an inter-communication system. Two of the nine rooms are so far away that a shout for help could not be heard by the staff.
F4:
There is no security guard inside nor in the parking lot.
F5:
There is no available space for staff meetings. Training meetings are mandatory and approximately 35 employees are expected to attend regular meetings. When these meetings occur, the aisle is blocked with chairs, creating an evacuation hazard.
F6:
Files are stored in paper file boxes stacked on the floor in the staff area. The boxes sit next to the desks and the aisles, which would hinder evacuation. Files are also stored on open shelves in the staff area. This creates a fire hazard as well as the danger of falling on someone during an earthquake.
F7:
There is no efficient evacuation route in case of a bomb threat or violent intruder.
F8:
There are no overhead sprinklers nor smoke/fire detector alarms.
F9:
There are at least 150 people present at any one time in the building. This includes staff and clients. Many of the clients bring their children with them to the office.
F10:
The large plate glass windows in the waiting room and in two of the interview rooms are not shatter-proof glass. One window has a crack running halfway across it. The front door is plate glass which is not shatter-proof.
F11:
The sidewalk in front of the building is broken and uneven in places.
F12:
There are cracks, bumps and a large "pot hole" in the parking lot.
F13:
The roof guttering and down spout on the front of the building direct the rainwater onto the public telephone and the front door.
F14:
A tour of the building and meetings between County officials and the Santa Paula City Manager took place in November, 1995 and February, 1996. A Memorandum of that meeting (Nov. 20, 1995) stated that, due to the lack of existing rental space in Santa Paula, the County should consider three methods of constructing a new building: (1) Purchasing land and building an adequate office, (2) Leasing a newly constructed building from Santa Paula Redevelopment or (3) Leasing or buying a new building from a private developer. PROGRESS TO DATE AND COMMENDATIONS
F15:
Security measures are being upgraded in the form of bullet-proof "barrier glass" enclosing the information counter in the waiting room. This was completed in February.
F16:
Digital locks: In February, digital, push-button locks were installed on the front door and the door leading from the waiting room to the staff area.
F17:
Disaster supplies: A large trunk contains supplies such as blankets, flashlights and first aid supplies for use in case of an earthquake or other disaster. Employees may purchase a small, individual kit for a nominal fee. These are kept at the employees' desk or in their cars.
F18:
Disaster training: Classes have been offered to employees for the past two years. These include instruction in first aid & procedures for safety during a disaster. There is a wide variety of classes and they are well attended.
F19:
PSSA has agreed to purchase drinking water as part of the Earthquake Kit.
F20:
The two large interview rooms which had been closed off for two years, are now in use. In March, the asbestos was removed, the ceiling was replaced and the walls were painted. The adjoining hallway walls were also repainted.
F21:
The County Chief Administrative Officer and the Program Management Analyst conducted a walk-through inspection on November 9, 1995. A "Safety Inspection List " of 41 deficiencies was compiled. As of March 24, 1996, 24 have been remedied. Many minor problems were taken care of in January, 1996, by the General Services Agency (GSA).
F22:
The above named officials have provided the Grand Jury with this list and also memos with an update of repairs made and work to be done.
F23:
The Santa Paula Fire Department made an inspection on February 27, 1996 and found two minor violations. It will be asked to calculate the " maximum occupancy load " for the building in order to assure safety.
F24:
The new, month to month, lease will state that, if the landlord does not carry out his responsibilities for repairs, the County will have the repairs made and deduct the cost from the rent.
F25:
According to the new lease, the County will assume responsibility for maintenance and custodial service. A written policy will be developed that defines the responsibility of both the General Services Agency (GSA) and PSSA.
F26:
The County is currently working with a real estate agent to locate possible rental buildings or building sites in Santa Paula. Six sites are designated for further investigation. If these efforts fail, the County should locate sites for construction in Santa Paula and the surrounding areas.
F27:
PSSA has agreed to consider revising some operational procedures in order to alleviate the crowded condition. These include: Expanding client hours, instituting a 5 day week, utilizing another office, providing a cost estimate for modular partitions and furniture and also for hiring a person to facilitate the movement of files to and from a storage area. 68
Additional Recommendations
6
Not linked to specific findings.
R1:
The remaining items from the Safety Inspection List prepared by the County should be resolved. Some of these are: a. Secure file cabinets and television cabinet to the walls. b. Add emergency lighting. c. Supplement First Aid and Earthquake Kits. ( This should include a supply of drinking water, but not that which is purchased by the employees.) d. Replace large windows with safety glass and secure them. e. Add smoke/fire detector alarms. f. Repair sidewalk and parking lot.
R2:
A transparent "vision panel" should be inserted in the interior door (in the east hallway) so that no one is hit when it is opened from the other side.
R3:
A "panic button" device should be provided to employees using the most distant interview rooms. This requires no wiring. It is an electronic pendant worn on a cord around the neck.
R4:
The County Chief Administrative Office should make every effort to obtain better housing immediately. Mobile office buildings should be set up if a permanent site cannot be obtained within the next 2 months. The office of the Program Management Analyst should continue to keep the Grand Jury informed of progress.
R5:
Five years ago, the Recommendation of the 1990-91 Grand Jury was that the office be relocated to an "upgraded and larger building". At that time, a plumbing problem was solved and two interview rooms were added. Problems remaining were those of over- crowding, inadequate file storage space and the unfinished storage room. In 1990-91, the response from PSSA was that, while they concurred with the recommendation to relocate, there was not any suitable commercial property in Santa Paula. It was also stated that Santa Paula preferred to keep the agency in the same part of town (the east side). It stated that the long-range plan included new housing in a "multi- service county facility within five years."
R6:
It is our recommendation that our County employees be provided with decent surroundings in which to work. Both the employees and citizens deserve a safe and pleasant facility. It has now been 5 years. In spite of the recent improvements listed above, the building is 46 years old and crowded. It is inefficient, uncomfortable, and only marginally safe. It stands in stark contrast to the modern PSSA offices in Oxnard and Ventura. The more expensive of the recent improvements, the barrier glass and the digital locks, can be transferred to another building. It would appear that the only good thing about this office is the location, which is convenient for the clients and for some of the employees. RESPONSE REQUIRED PSSA Director County Chief Administrative Officer Board of Supervisors 70
Findings & Recommendations
9 findings
F1:
Local Public Safety Protection and Improvement Act (Proposition 172) was designed to provide counties with funds replacing those taken from them by the state. By passing the 31 amendment the voters extended and made permanent a half cent sales tax initiated after the Loma Prieta Earthquake which was due to expire December 31, 1993. This initiative passed by the voters with 57% yes vote allowed individual counties to define public safety.
F2:
The Ventura County Board of Supervisors passed a resolution August 17, 1993, agreeing to use all of proposition 172 tax funds for public safety.
F3:
Fearful that the Board of Supervisors would not deliver on its resolution, a citizens group called "Citizens for a Safe County" circulated an initiative petition requiring the County to establish budgets for Sheriff, District Attorney, Corrections Services, Public Defender and Fire District. There were 44, 428 valid signatures secured. This made it necessary for the initiative to be submitted to county voters or be adopted by the Board of Supervisors as a County Ordinance. The other option was to complete a report within 30 days on the initiative's impacts on the County, bring the report to the Board of Supervisors, and either adopt the initiative as an ordinance within 10 days or call a special election.
F4:
The Board of Supervisors passed the initiative as County Ordinance #4088, 3 to 2, May 16, 1995, defining public safety as the five agencies listed above. The initiative provided that the level of spending from the General Fund for public safety may not be reduced below the base year of the 1992-93 budget.
F5:
Proposition 172 tax funds are not supplemental funds but are included in the budget as an augmentation trust fund to be released for county public safety services only.
F6:
The Grand Jury was advised by the Assistant District Attorney that Election Code section 3719, governing initiative petitions dictates that initiatives adopted by County Boards of Supervisors as county ordinances cannot be changed except by the voters.
F7:
According to the study made by former Supervisor Vanderkolk, Ventura County is the 11th largest and the safest county in California.
F8:
Property tax cities receive a portion of proposition 172 tax funds from the state. Those cities in Ventura County include Oxnard, Ventura, Santa Paula, Fillmore, Port Hueneme and Ojai.
F9:
At present some questions remain about Proposition 172. Among them are: a. What is the constitutionality of the Public Safety Initiative Ordinance? b. Can such an initiative remove from the Board of Supervisors its mandated responsibility for the county budget?
Additional Recommendations
3
Not linked to specific findings.
R1:
County Counsel and the Board of Supervisors take steps to determine the constitutionality of the initiative/ordinance as it relates to the State Budgetary Law.
R2:
Determine if the power of the Board of Supervisors has been removed by the initiative/ordinance.
R3:
Review the definition of Public Safety for Ventura County which may include other county agencies responsible for Public Safety in critical areas. RESPONSE REQUIRED The Grand Jury strongly recommends that the County Counsel, Board of Supervisors and the Auditor-Controller respond to recommendations 1, 2 and 3. 33
Findings & Recommendations
5 findings
F1:
The County itself does not have a Summer Youth Employment Program, however different agencies and departments of the County may employ students 14 years of age through college during the summer if funds are available in their own budgets.
F2:
Departments set their own criteria, recruiting, interviewing, hiring and training of summer youth employees.
F3:
There is minimum involvement or responsibility for hiring by the Personnel Department beyond processing paperwork.
F4:
There are no legal requirements for public advertisement for temporary or summer positions.
F5:
The Personnel Department prepared an alternate staffing program dated July 13, 1993 which was never approved by the Board of Supervisors. The program is to be brought up to date in the near future.
Additional Recommendations
3
Not linked to specific findings.
R1:
The alternative staffing program document dated July 13, 1993, should be brought up to date for review by the Chief Administrative Officer and approved by the Board of Supervisors.
R2:
Recruitment and hiring should be the sole responsibility of the Personnel Director.
R3:
In order to assure equal opportunity to county youth, recruitment should be advertised in local papers, county bulletin board, local radio stations and schools. RESPONSE REQUIRED Personnel Director Chief Administrative Officer Board of Supervisors 38