Ventura County Grand Jury

1996-1997

26 reports

Findings & Recommendations 2 findings
F1: The Oxnard City Coundl did not exercise its oversight responsibility in regard to management, revenue and the budget at the Center.
F2: The former Oxnard councilman did not use his authority to benefit his family in the underwriting of events at the Oxnard Performing Arts Center.
Additional Recommendations 2

Not linked to specific findings.

R1: The Committee recommends that the Oxnard City Council annually supervise and monitor the budget, management, receipts and contracts with performing groups that are booked.
R2: The City Council should establish policies with respect to underwriting artistic groups, or exercise specific oversight of individual agreements.
Additional Recommendations 3

Not linked to specific findings.

R1: The Ventura County Superintendent of Schools should adopt county-wide guidelines relative to political activity by students and teachers.
R2: The Fillmore Unified School District should strive for better management coordination on matters relating to student and teacher off-campus activities and establish appropriate rules.
R3: School officials need to be better informed about the political campaigning process and the use of staged media events. I 4. School officials should be well focused on their educational objectives when - responding to requests for student class time participation in community - activities. RESPONRSEEQ UIRED Ventura County Superintendent of Schools Fillmore Unified School District Superintendent / _- , 98
Findings & Recommendations 10 findings
F1: Departmental application Development Standards and management Guide- lines, 7195.
F2: Network AccessP olicy, 10/95.
F3: Internet Policy, 11/95.
F4: Electronic Mail Policy, 1 l/95.
F5: LAN and LAN Services Standards and Management Guidelines, 12/95.
F6: Information Technology Strategy, 1196. Information Technology Strategy, 10/96, Rev 1.
F7: Technology-Based Information Systems Policy, 4/96.
F8: Centralized Host Systems, 4196.
F9: Employee Technology Use Policy, 7/96. Employee Technology Use Policy, 9/96, Rev 1.
F10: Interim Five Year Projection, 7/96. Five Year Plan Update and Financing Plan, 9/96, Rev 1. Although these documents are subject to revision, they have been widely dlssemi- nated throughout various county agencies. In the November 1996 meeting, the ITC made a proposal to seek a Microsoft Variable Select Agreement Pricing and the Novell Licensing Purchase Program to take advantage of the volume discount for its software needs. If approved, the county will be making another step towards desktop software and network operat- ing systems standardization by their licensing commitments with Miaosoft and Novell. Furthermore, maintenance contracts for Groupwise (mall software) and Netware (network operating system) were also discussed at the meeting. Data on PC survey The PC inventory results from a survey initiated by the Board of Supervisors and carried out by the CAO. In a memorandum dated November 6,1996, from the CA0 to the Board of Supervisors, the county-wide personal computer/terminal/printer inventory revealed the following results:
Additional Recommendations 4

Not linked to specific findings.

R1: The Board of Supervisors/CA0 should provide the funding required to retrofit the Data Center In order to position itself to accommodate the modernization program. Furthermore, the funding source for the five-year technology plan should be identified for the out-years so that the county and ISD can focus on the goals as set forth by the ITC. Z. We feel it is important to ensure that employees use standard procedures in doing their jobs and to arm them with proper training. In addition to offering training courses, the county should conduct specialized, in-house technology trainings for new software systems and job related tasks. We feel any in-house trainings should be provided by either ISD or the computer user’s group (DISAC). .~
R3: The county should replace its inventory of computer terminals with PC workstations and run a terminal emulation program on these PCS. .- %. Each agency in the county should strive to develop/generate their own expertise to interface at a technical level with ISD in information technology. These -- technological teams would be more proactive rather than responsive to infor- mation technology issues in meeting and optimizing inter-department require- ments. Immediate attention needs to be devoted to the year 2000 reprogram- ming effort ,-
R5: Several agencies are inundated with data and the demand for data. The county -_ should look into a document imaging system which will store and retrieve data -,_ in an efficient manner. In today’s state-of-art technology, nobody likes to get information tomorrow. Information must be provided “on-line,” if not at “real- .._ time.” To provide for the creation and the maintenance of information to be ,- made “on-line,” the CA0 should identify a county Data Base Administrator. This person would coordinate the design and implementation of a financial/ personnel, land base/GIS, medical, and social service databases.
R6: The facilities under which the Public Social Servlce Agency operates are in need - of improvement in order to carry out its role as provider of public social service. Futhennore, the agency’s antiquated eligibility determination process is labori- ous and error-prone. Although state and federal regulations have literally _. choked the agency’s will to bring changes, some improvements can be made at _. the local level. The agency needs to improve its infrastructure and equipment. The PSSAs ites need to have modem electrical and communication wiring and switching to go with its modernization plan.
Findings & Recommendations 4 findings
F1: The Ventura County Agricultural Commission appears to have a team of conscientious personnel who try to comply with State mandates.
F2: The effect of having agricultural fields and residences juxtaposed is a common concern to Ventura County inhabitants.
F3: The officials from the Agricultural Commission and the persons applying the methyl bromide appeared not to be in full compliance on our first field visit and to be in full compliance on our second field visit.
F4: Methyl bromide exterminates pests and increases crop yields.
Additional Recommendations 4

Not linked to specific findings.

R1: Require a meteorologist’s report to be part of the compliance checklist prior to the application and before the tarp removal.
R2: Require a meteorologist’s report to be part of the compliance checklist to release the gas flow from the fumigation chamber through the pipestack.
R3: Have field warning signs be eye level rather than at knee level.
R4: Notify residents who live adjacent to the fields of the date and time of intended tarping application and removal. RESPONSE REQUIRED Agricultural Commissioner Chief Administrative Office 69
Findings & Recommendations 4 findings
F1: There is a consensus that a lack of resources stymied adequate oversight of field operations by state and county officials.
F2: There is a lack of open dialogue involving water quality issues among the various water agencies.
F3: The City of Oxnard would benefit from construction of a water treatment and 76 disinfectant facility due to the current contaminated condition of its well water supply. .~ 4. Wastewater treatment facilities along the Santa Clara River with secondary level filtration are a source of contamination within the Oxnard Plain ground- water aquifers.
F5: The county has been lax in its administrative oversight responsibilities regard- ing enforcement of the provisions contained in the Conditional Use Permit 1942, issued to SF’. Milling in 1979. ..-
Additional Recommendations 11

Not linked to specific findings.

R1: United Water Conservation District, City of Oxnard, Calleguas Municipal Water District.
R2: Due to the potential public health problems related to pathogens, viruses and bacteria in drinking water, monitoring of these substances must be performed - by the various affected water agencies.
R3: Public water purveyors should make available raw data as part of any compre- - hensive report that is issued regarding water quality. - 4. The county must aggressively enforce provisions of current and future Condi- tional Use Permits issued to firms engaged in operations which could have an - adverse affect on groundwater quality. _~,
R4: Ventura County Board of Supervisors, Chief Administrative Officer, Public Works Agency.
R5: Septic tanks situated in the Oxnard Forebay Basin area must be replaced with a modem sewage disposal system at the earliest possible time. - 6. The City of Oxnard should apply for state funds that may become available from the proposed State Revolving Fund for constructing future water treat- - ment and disinfectant facilities. -
R6: City Of Oxnard. Ventura County Regional Sanitation District.
R7: Wastewater treatment facilities along the Santa Clara River that have a - significant impact on water quality during low flow conditions must be - modernized to tertiary level filtration. .~~~ 8. UWCD should request the State Water Resources Board to eliminate the requirement of diverting Santa Clara River water during low flow, non-drought - conditions. .,~~~
R8: United Water Conservation District.
R9: GMA should place more emphasis on improving water quality within their - jurisdiction. - 10. State agencies responsible for the quality of groundwater within the Oxnard Plain should assume a leadership role in developing a comprehensive water - management plan. -
R10: State of California Department of Health Services-Drinking Water Field Operations Branch, California Regional Water Quality Control Board.
R11: The county must make every effort to take monthly samples and tests of the - groundwater contained in the pits at S.P.M illing mining site. - RESPONSER EQUIREC - Listed below are the recommendation numbers and agencies required to respond. -
Findings & Recommendations 4 findings
F1: Tier 1 is calculated on the highest 12 months of consecutive services.
F2: Tier 2 is calculated on the highest 3 years of consecutive services.
F3: Employee’s age is a more significant factor in Tier 1 than Tier 2.
F4: Cost of living increases are built into the Tier 1 retirement package but not in Tier 2 22 CONCLUSION The Grand Jury found a reasonable, simplified definition of the Tier 1 and Tier 2 Retirement Programs and offered their simplified definitions to County employees.
Additional Recommendations 2

Not linked to specific findings.

R1: Establish a separate account to receive donations for the K-9 program, and these funds should not be commingled with the general fund. An accounting of these funds should be made to the department head every six months.
R2: Encourage citizen participation with a public awareness program designed to raise funds for the K-9 units. COMMENDATION The 1996/97 Ventura County Grand Jury wishes to express its appreciation to the law enforcement agencies for allowing us to observe street level use of K-9 units. Their cooperation provided a better understanding of the issues officers encounter. RESPONSER EQUIRED Ventura County Sheriff’s Department Ventura Police Department Santa Paula Police Department Port Hueneme Police Department 145
Findings & Recommendations 1 findings
F1: The description of job requirements for the AA0 are such that the position must be afforded substantial freedom of action. In effect, the defined responsibilities require that this freedom can only be achieved if the AA0 works in, and through, the highest level of management. It cannot be achieved if the AA0 reports to a Division Head that may display bias toward the interest of his or her department and the working relationships with other departments. The present situation where the Director of Human Resources assumes the position of AA0 does not - meet the freedom of action, and dedicated effort, to perform this task. It is necessary that the position of the AA0 be an exclusive position reporting to the CAO. We find this to be a valid concern.
Findings & Recommendations 2 findings
F1: The Ventura Area Agency on Aging continues its mission to provide leadership in the development of a community based system that promotes dignity, self- determination and independence for our senior citizens. With a budget of $1,700,000 for the fiscal year 1996/97, this agency hopes to continue services that will enhance and/or protect the quality of life for our older citizens.
F2: With limited funds and personnel, and sadly lacking physical space, this Agency has accepted its leadership role as mandated under the federal Older Americans Act.
Additional Recommendations 6

Not linked to specific findings.

R1: Participation by young people and the general public in city council activities should be encouraged.
R2: Council members would do well to visit other city council meetings to get a feel for how others solve problems. ..~
R3: When contentious issuesa rise council members should remember they are there to govern and do the people’s business.
R4: Special public forums on contentious issues would help build consensus, both in city councils and in the public. .._
R5: Each council should develop a code of ethical conduct, including guidelines for working together. -_
R6: Councils would do well to take more time to describe the responsibilities of .,._ government and better explain why certain actions have been taken.
Findings & Recommendations 3 findings
F1: During the tour of the El Rio Facility, the Grand Jury members observed wet floors ln the watt-hour meter testing laboratory due to a leaklng roof, and very crowded - conditions of the facility overall. This lab testse lectrical meters by applying 240 - VDC at 30 Amps during the tests, thereby creating very unsafe and hazardous conditions for the inspector perfonnlng the tests.T he El Rlo Facility is leased by the department from Ventura County General Services Agency (GSA). I. Working standards used in the field to test and certify weighing and measuring devices are not labeled or marked, and have no records attached to indicate the device’s certification due date. Certificates of Accuracy issued by DMS are on file in the county’s Department of Weights and Measures office. These records are not visible to the inspector using the standard, therefore the inspector is not aware of the due date. The potential of using a standard beyond its due date is a possibility.
F3: The field inspectors appear to be well trained and diligently perform their -. duties. They were very courteous and displayed a cooperative attitude with the employees of the businesses they inspected. .-
F5: Over the years, the Department of Weights and Measures has experienced a staff reduction from approximately eleven inspectors to the current level of five. Consequently, this reduction has impacted the ability of the department -, to adequately cover the inspection areas. -.
Additional Recommendations 3

Not linked to specific findings.

R1: The leaking roof at the El Rio Facility meter testing laboratory should be __ repaired to provide a safe working environment for the inspector and to protect - the equipment housed in the lab. The better solution would be to have larger -. and more adequate facilities provided by GSA for the safety of the inspectors and the protection of the costly equipment maintained by Weights and -. Measures. -
R2: Copies of Certificates of Accuracy issued by the California Division of Measure- ment Standards should be kept with the standards in the field trucks, or a label indicating the next recall date should be attached to the standard. This action will keep inspectors aware of recall dates for each standard used in the field. The ._ process of attaching labels to standards is used by commercial calibration/ certification laboratories as the common method to document date calibrated and next due date.
R3: Additional funding should be allocated to increase the number of inspectors -., needed to adequately cover the county areas of inspection. RESPONSER EQUIRED General Services Agency _- Chief Administrative Officer Resource Management Agency Department of Weights and Measures - -, Ventura County Board of Supervisors _~ .- _.,~ 63
Findings & Recommendations 4 findings
F1: The administration of the County Retirement Fund appears to comply with provisions of the County Employees Retirement law of 1937.
F2: The total fund portfolio appears to have sufficient diversification to provide a safety net against adverse market conditions.
F3: The Board uses professional firms for assistance in providing the necessary financial expertise to achieve its goal.
F4: VCERA’s total assetsa re well managed, and the Board exercises due diligence in administering the Fund.
Findings & Recommendations 3 findings
F1: The Todd Road Facility Inmate Rules/Orientation Booklet is printed in both ._ English and Spanish. - 2. Title 15 requires a minimum of fifteen minutes allowed for the actual consump- tion of each meal. This facility exceeds that time by allowing thirty minutes. -_
F3: Title 15 requires one month of advance food menus, this facility exceeds this with a five week menu. --
F4: The kitchen sanitation requirements specify that at least 165 degrees Fahrenheit -, water be used in cleaning kitchen utensils. The temperature logs on file in the .- kitchen document final rinse stages exceeds 165 degrees. .- 5. Title 15 requires a minimum of three hours of exercise/recreation time per seven days. This facility exceeds this requirement by allowing five hours per week. -
Additional Recommendations 3

Not linked to specific findings.

R1: Title 15, Section 1065, states that the facility administrator of a Type II or III facility shall develop written policies and procedures for an exercise and - recreation program, in an area designed for recreation, which will allow a - minimum of three hours of such activity distributed over a period of seven days. - Observation: The three hours/seven days requirement is not specified in the Policies and Procedures Manual. The manual infers five hours/five days with the printed schedule. - Recommended Action: In Chapter 4, Section 5, titled Recreation, in the - Policies and Procedures Manual, add the statement, “Allow a minimum of three hours of exercise and recreation over a period of seven days.” -
R2: Title 15, Section 1270, states that the standard issue of clean suitable bedding - and linens for each inmate entering a living area who is expected to remain overnight shall include, but not be limited to: - (a) one serviceable mattress which meets the requirements of Section 1272 of regulations. Observation: Chapter 4, Section 1, titled Clothing Exchange states, “It is the policy of the Todd Road Jail to provide inmates with clean clothing appropriate for the environment and clean bedding.” It does not specifically state the issuance of a mattress. - Recommended Action: Add the statement, “All inmates, in addition to receiving clean clothing and bedding on a regular basis, will receive one mattress upon entry into the facility.” - 3. Recommend that CCRTitle 15, Sections 1260, 1270, and 1271 be added to the Policies and Procedures Manual , Chapter 7, Section 6 Cross Reference. 135
R4: Recommend that CCR Title IS, Section 1266, be added to the Policies and Procedures Manual, Chapter 7, Section 6 Cross Reference. COMMENDATION The audit team would like to thank the Todd Road Jail Management Team for their support during the performance of the audit. The effort in compiling the policies ..- and procedures addressing the elements on the checklist into a separate manual was far beyond the audit team’s expectation and was a tremendous aid to the audit team w in conducting and completing this audit in a timely manner. Above all, the 1996/97 Ventura County Grand Jury wishes to commend the Todd Road Jail Management for the rapid response in implementing the suggested recommendations. RESPONSER EQUIRED None. (See above) - - - -- 136 - ,-. - .~. .,_~ .,-. - - -.. ,_,.. . . - - -- - - .~ -. -. - - 137 CHECKLIST FOR EVALUATION OF: Todd Road Jail Facility, Type III ( )
Findings & Recommendations 4 findings
F1: The debt adjustment plan necessitates full cooperation of creditors, the Ventura Keys homeowners, and the City of Ventura if the District is to alleviate its financial dilemma.
F2: Dredging the harbor’s entrance channel and inner basins, particularly during periods of stormy weather conditions, constitutes a major annual liability to the District. 71 - -
F3: Litigation expense incurred over the last two years is a significant portion of the District’s budget.
F4: Taxpayers within the District’s boundaries have contributed substantial tax revenues to support operations. -
Additional Recommendations 3

Not linked to specific findings.

R1: The District must continue to actively pursue federal fimding to offset the annual dredging cost of the entrance channel.
R2: The District must develop and implement an aggressive public relations and - marketing plan with the City of Ventura, tenants, and the Visitor’s Bureau to gain greater exposure in the regional and national arena to increase economic activity.
R3: The District should make every effort to alleviate the taxpayers’ subsidization of the harbor. RESPONSER EQUIRED Board of Port Commissioners General Manager I - 72

Findings and recommendations not yet extracted.

Findings & Recommendations 3 findings
F1: The Board and its staff expended considerable efforts in formulating a compre- hensive evaluation of the alternatives tobe considered by the Board and general public.
F2: The Board provided members of the general public adequate opportunities to submit their comments for consideration in determining increased water - activities.
F3: The Board’s decision to restrict expanded uses to include only a variety of smaller boat types at this time appears to be appropriate. COMMENDATION CMWD is to be commended for its foresight, commitment, and professional planning in delivering a state of the art water treatment plant at the lowest possible cost, and completing the project within the specified time frame and budgeted amount. -~
Additional Recommendations 2

Not linked to specific findings.

R1: The CMWD Board of Directors should prepare a comprehensive Environmen- - tal/Economic Impact Report before considering any expanded water related - recreational activity at the lake.
R2: The Board should request and obtain a written opinion from the appropriate governmental agency to determine whether or not the lake should be deemed a navigable body of water. If the lake is considered a navigable body of water, CMWD may be faced with more restrictions and equity problems with the different types of body contact activities that will be utilized. .- RESPONSER EQUIRED - Board of Directors, Casitas Municipal Water District - - - .~~ - - -. - - .- .- - - - - - - - _~ -. 81
Findings & Recommendations 22 findings
F1: In 1973, county staff and members of the Board of Supervisors (Board) sought out and selected five individuals interested in the forming of a nonprofit public benefit corporation to assistt he county in acquiring, purchasing, construainp, installing, and financing real property, faclllties and equipment needed for county operations. These flve persons incorporated the Ventura County Public Facilities Corporation (PFC) and were its original Directors.
F2: PFC’s original Articles of Incorporation were filed with the California Secretary of State on January 15, 1974. The original PFC Bylaws were adopted by the Directors on February 13, 1974.
F3: In 1974, a general obligation bond measure received a majority vote but failed to receive the required the two-thirds approval of county voters. That ballot measure would have provided funding to construct the County Administration and Hall of Justice facilities, and cure an inefficient and inadequate county operation. The failure of this bond measure was the impetus for the PFC’s implementation process and was deemed to be an appropriate action since no additional property tax assessmentsw ere required.
F4: PFC Directors, with one exception, have served continuously since its inception. They serve a one year term and have been reelected by the Directors at its annual general meeting held each September.
F5: All Directors’ meetings are conducted in accordance with the provisions of the Brown Act and are properly noticed. The Directors serve without pay and can be considered volunteers interested in the county public welfare.
F6: Annually, PFC contracts with an independent auditor to examine its books and records. I ;7 . The California Corporations Code has authorized the creation of nonprofit, public benefit corporations since 1974. Such corporations are legal entities, separate and distinct from counties, and their creation is not dependent on “use .- -by the county government.” PFC is a separate, legal entity from the county, and the Board has no “regulatory” power over it. _~ I 3. In the 195Os, California Supreme Court cases clearly established that lease financing without obtaining voter approval did not violate the provisions of the California Constitution prohibiting incurrence of indebtedness without a two- .- thirds approval of the voters. _- The Legislature enacted various statutes to facilitate lease financing between a - county and a corporation, including government Code Section 25371, enacted in 1951.Thislawauthorlzesaleasewlthimprovements, andaleasebackbetween .- a county and a corporation, and excludes such a transaction from the general rule of competitive bidding in the leasing of county property. In 1974, the Legislature enacted Government Code Section 54240 et. seq. providing a procedure for carrying out certain types of public leaseback. ,- In 1987 the Legislature amended Government Code Section 25536 to authorize leasesw ithout competitive bidding if the county leasest he property back as part .- of the same transaction. - Each separate provision of law independently authorizes the county to enter into _- a leasefieasebacka rrangement with PFC, using the lease as a financing vehicle. -,. 9. The county’s participation in such financing requires the use of spedal bond - counsel, flnandal advisors, rating services, and other professional experts to ensure that the transaction(s) meet all legal and financial standards. Counsel for - the underwriters, trustees, and rating services also review the transaction’s - legality. Expert involvement ensures that the flnanclngis legal, acceptable to the financial marketplace, and carrled out at the most favorable interest rate. -
F10: The last bond ratings for the PFC were for the projects identified as PFC IV. The - rating for Moody’s was Al and for Standard and Poor’s was A+ which are - considered good. -
F11: PFC uses county resources for project evaluation data and recommendations. - These services are charged against the specific project using Board approved contract rates. -
F12: The AC bears responsibility for preparing the finandal elements for each project .- and the specifications required for solidting proposals from financiaI institutions. _.
F13: Criteria for undertaking debt is documented in a comprehensive Debt Policy - Manual prepared and used by the AC. A Finandal Planning Committee analyzes - the debt criteria for a spedfic project and develops its recommendations to the Board. The committee is comprised of two Board members, the County Treasurer, - Chief AdministratIve Officer, County Counsel, and AC who serves as Chair, -
F14: Criteria required by lenders (underwriters) in submitting proposals are (1) experience with the type of issue to be used, (2) ability to best market the issue, - and (3) cost of the underwriter’s services. - 15. Lender contracts are approved by the Board. Project funding provided by lenders is deposited and administered under a trust agreement. - - .,~ 33 - - -
F16: Lenders(underwiters)usedthusfar havebeenUnitedCalifomiaBank(PFC IA), Bank of America (PFC IB) and First Boston Corporation (PFCs II, III and IV).
F17: There are strict guidelines in the borrowing documents which set forth the criteria for utilization of the funds. The Board approves projects and, prior to reimburse- ment from PFC funds, the AC assurest hat all projects meet these strict guidelines.
F18: PWA provides the necessary plans, specifications and contract documents for a typical PFC financed construction project. These documents are generally prepared by a professional consultant under contract to the county. The Consultant is selected using standard procurement procedures; a contract is then negotiated by PWA staff, approved by the Board, and managed by PWA.
F19: The competitive bidding process is performed by PWA. The contract award is approved by the Board and administered by PWA.
F20: PFC has been used four times to obtain financing for capital improvements, buildings, and land acquisitions. PFC utilized Leasehold Mortgage Bonds to provide funding for the County Administration Building and the Hall of Justice (PFC IA and PFC IB). These improvements were pledged as collateral. PFC subsequently utilized Certificates of Participation (COPS) to complete the following projects enumerated below as PFC II, III and IV. Project name: PFC IA Year: 1976 Types of issue: Leasehold Mortgage Bonds - Series A Project & Amt. Borrowed: County Administration Building $27,500,000 Total for PFC IA: S27,500,000 Total Outstanding Balance (as of 12/31/96): SO Project name: PFC IB Year: 1976 Tpesofissue: Leasehold Mortgage Bonds - Series B Project & Amt Borrowed: Hall of Justice (HOJ) $31,000,&0 Total for PFC IB: $31,ooo,ooO Total Outstanding Balance (as of 12/31/96): $12,400,000 Project name: PFC II Year: 1985 Tpes of issue: CertIfIcate of Participation Project & Amt Borrowed: E. Valley Law Enforcement Fat. $13,390,000 Medical Center Remodel 4,224,600 Medical Center Parking Lot 552.800 Oxnard OffIce Building (PSSA,M ental Health, CSA) 9,885,850 Purchase Fire Apparatus (85186 Grand Jury Rec.) $289,000 Telephone Road Building 6,421,951 34 Total for PFC II: $51,765,000 (includes capitalized interest, reserve, costs of issuance, administration, and underwriters’ discounts totaIling $12000,799) Total Outstanding Balance (as of 12/31/96): $0 -. ~. ZWject name: PFC III Y&X 1987 - Types of issue: Certificates of Participation Project & Amt - Borrowed: Refunding (refinancing) of 1985’s PFC II $34,148,584 (Estimated sayings of $2821,000) - East County Courthouse 7235,916 Main Jail Improvements 1265.678 New Jail 7,054,410 Work Furlough 379,217 Rose Valley Facility 270,638 - Helicopter 689,498 Microwave Equipment 886,498 .- Computer Upgrades 1,972,949 _- Fire Communication Equipment 1,170,887 - Lease Buyout 4,144,985 Dec. 1, 1987 payment - on 1985 Fire Apparatus 279,441 - Total for PFC Ill: 564,407,939 ,- (includes capitalized interest, reserve, underwriter’s discount, costs of issuance, accrued interest totaIling $4909,238) Total Outstanding Balance (as of 12/31/96): $26,310,000 - _- Project name: PFC IV - Year: 1993 - Types of issue: Certificate of Participation Project & Amt - Borrowed: New Jail $12,545,513 Medical Examiner Facility 2,350,041 - Mental Health Facility 6,843,782 West Ventura Clinic 1,974,006 - Vanguard Parking Lot 787,754 - Purchase of Office Building 3,800,OOO - Total for PFC IV: $34,345,446 (includes capitalized interest, reserve, -- accrued interest totalling $6,044,350) Total Outstandhg Balance (as of 12/31/96): $29,735,000 -. Grand Total of aZl PFC: 5208.830.000 Grand Total Outstanding Balance - (as of 12/31/96): $‘68,445,000 - - 35 - - -
F21: With county staff/professional assistance, PFC acts as the conduit between the county and the bond holders for: - a. Marketing the Bonds/COPs on the financial market b. Providing for the construction of the specified facilities c. Acting as the landlord (collecting lease revenues from the county) d. Using the lease revenues to pay for the principal and interest payments on the indebtedness The rent paid by the county under lease/financing on any one or more capital projects is based on fair rental value and is sufficient to pay the principal and interest payment due on the debt obligation. The county makes payment semiannually and pays at least fifteen days prior to the due date.
F22: Upon retirement of the obligation(s), the PFC then conveys property title to the county.
F23: PFC has accumulated excessi nterest over bond debt and reserve requirements on each of the four major PFC projects as follows: a. $11,200,000 for PFC I (from 2/76 to 6/96), $10,306,000 was used to reduce lease payment, the balance is kept in reserve. b. $8,761,000 for PFC II (from S/85 to 6/96). c. $3,792,000 for PFC III (from 2/87 to 6/96). This amount does not include interest earned on the $34 million of esaowed funds for the repayment of the 1985 COP II; interest was used as part of the repayment. d. $1,575,000 for PFC IV (from 2/93 to 6/96)
F24: PFC recently transferred $8,236,000 excessi nterest earnings from the trustee to the county. A review of the financial statements revealed that these funds are earmarked for the following capital improvements: a. $2500,000 New Accounting System (Financial Management System) b. S 585,000 Pretrial Detention Facility -Jail doors c. S 976,000 Various Capital Projects d. $1,500,000 Capital Project -year 2000 reprogramming e. $2,675,000 East Valley Facility
F25: The AC’s office is the oversight agency for all funds returned to the county by the PFC. Such funds can only be expended for capital projects identified by the AC as having an estimated life of more than one year and a minimum cost of $3,000.
F26: In 1996 the PFC reviewed a proposal, identifled as PFC V, involving a capital improvement project for the Ventura County Medical Center. Certificates of Participation were authorized by the Board as the vehicle for providing the funding. Because this issue ,became highly controversial, the Board subse- quently rescinded its action. CONCLUSIONS
Additional Recommendations 2

Not linked to specific findings.

R1: Future major capital projects financed through PFC must continue to be thoroughly evaluated and publicly aired by the Board to ensure that the best interests of county residents are considered.
R2: The PFC Board of Directors must continue to exercise unbiased judgment in - evaluating and approving county capital projects. ,,,- 3. The Auditor-Controller must continue its “watchdog” oversight function for all funding made available through use of the PFC. - - RESPONSER EQUIRED - Board of Supervisors - Chief Administrative Officer - Auditor-Controller - - - - - - - .,. ..- - .~~ -,. 37
Findings & Recommendations 3 findings
F1: Courts around the world have a recent history of becoming places where violence is occurring. It would seem to be only a matter of time before an incident happens in Ventura County. Security measures must be enhanced to minimize possible occurrences in Ventura County.
F2: The safety of the judges, lawyers, sheriffs, jurors, county employees, and the general public should be accorded the highest priority so that all employees and visitors to the Hall of Justice may have a safe environment in which to conduct the business of the courts.
F3: The existing private security personnel assigned to the Hall of Justice are not equipped to address the potential possibility of violence that could occur within the court complex.
Additional Recommendations 5

Not linked to specific findings.

R1: Review, initiate, and implement a total security system at all County Ventura Court Facilities.
R2: All persons entering the courts must be required to pass through metal detectors; the contents of any boxes, briefcases or purses searched with an x-ray screening machine. Hand-held metal detectors must be made available for additional searches.
R3: A minimum of two screening lanes should be provided for this purpose. Provisions for exiting, handicap access, including seeing-eye-dogs, and em- ployee accommodations will be provided.
R4: Providerovingsecuritydetailsmannedbydeputysheriffstospotcheckgrounds, restrooms, hallways, and library seven days a week at the Hall of Justice, as well as Simi Valley.
R5: The Sheriff’s Department should provide random canine searches to detect explosives. COMMENDATION We would like to thank the members of the Sheriff’s Department for their cooperation and advice concerning this report. Without their help, this report would not have been possible. The support of the judicial staff gave us the motivation to present this study for immediate consideration by the Board of Supervisors. The Ventura Office of the Federal Bureau of Investigation gave us the initial information needed to proceed with our investigation. To all other agencies and personnel our sincere appreciation. RESPONSER EQUIRED The Ventura County Sheriff’s Department Chief Administrative Officer of Ventura County ~. Presiding Judge of the Superior Court -_ Judicial Security Panel Ventura County Board of Supervisors -. -. -. -- . . .~.. .-, -, -. .,. ,-_ . . __, .,. -_~ ,-
Findings & Recommendations 9 findings
F1: Divide the county into service districts and allow each city to operate its own branch using property tax revenues
F2: Develop a Joint Powers Agency UPA) with the seven cities to govern central services
F3: Restructure the agency from top to bottom, bringing more staff out of administration to put in branches and expand hours
F4: Contract out more services
F5: Put 5%c ent sales tax increase measure on ballot to generate about $8 million revenue for libraries
F6: If sales tax election fails, put parcel tax proposal on ballot
F7: Relocate library management to offices in the Government Center to save money and centralize administration -
F8: Establish a private library foundation for supplemental funding
F9: Provide joint purchasing and accounting services. After release of the consultant’s report, in January 1997, the VCISA manage- ment issued a detailed response. The response restructured staffing and signifi- cantly increased hours. In order to achieve these changes, homework centers, summer reading programs, adult literacy programs, and a select depository for state and federal documents were eliminated. In January 1997 the Board of Supervisors appointed the Library lmplementa- tion Committee as an informal policy making group. The Board pledged to empower the committee short of ceding final authority regarding library plans. The committee is composed of representatives horn all seven cities served by VCLSAandtwomembersoftheBoardofSupenrisors.Theremainingthreecities have been asked to participate if they so choose. The first meeting was held in January 1997. Ventura, Simi Valley and Camarillo did not send representatives since they had decided to negotiate directly with the county. There was general agreement among those who did attend that all cities need to participate if agreement can be reached on the restructuring and financing of libraries. The committee chairman presented the Library Purchasing Partnership pro- posal for consideration. This proposal describes a consortium to purchase books, to provide training, to purchase materials in bulk, and to coordinate other agreed upon central services. Cities could contract for these services or - perform them themselves At the committee’s second meeting in February 1997, representatives from cities of Camarillo and Simi Valley attended. The Ventura representative did not attend but favors a proposal which the Simi Valley mayor presented, based - on a paper entitled “Library Vision for Ventura” prepared by the Ventura City Manager. Simi Valley agrees with the proposal to have individual cities run their own libraries. The Ventura plan called for a formula to distribute revenue to the cities. Each city would receive the property tax collected within city limits plus a per capita share of other library money ordinarily allocated to VCLSA. This proposal met with protest from the smaller cities who fear that their libraries would suffer. Camarillo, Fillmore, Moorpark, Ojai and Port Hueneme want to work together on a JPA or some other partnership. . The committee decided to ask individual city managers and the County Administrative Officer to meet as a “technical committee” and report on the financial pros and cons of aJoint Powers Agency. At this writing, the technical committee continues to meet to develop a services district map which could be - used to determine the base revenue needed to operate branch libraries in each of the districts. Discussions reportedly emphasize more local control by the cities. The technical committee will be reporting to the Implementation Committee with its recommendations. . In order to cut some operating costs immediately, the business administration offices have been moved from rented facilities on Telegraph Road to the fourth floor of the Government Center Building, saving over $5,000 per month rental. . Utilizing ideas generated by the consultant, other reorganization is underway. . Some of the central library management personnel are augmenting staffing requirements in branch libraries in order to increase the number of hours that libraries are open. - . Currently a major book and materials inventory is being conducted. Within the coming months the collection will be examined for outdated and worn materials and cataloguing will be completed. - CONCLUSIONS -
Additional Recommendations 8

Not linked to specific findings.

R1: Continue to fully inform and involve the public about the progress being made to provide quality library services in order to restore public confidence. - -
R2: Finalize VCLSA restructuring to maintain more staff on the “front line,” expand library hours, and tim administrative staff. -
R3: Increase the library book budget in order to improve a substandard collection.
R4: Develop and implement a central purchasing consortium.
R5: Pursue meastires to generate necessary revenues.
R6: Appoint a Library Services Advisory Board or a Library Services Planning Commission.
R7: Form a Library Foundation to generate additional funding.
R8: Continue to pursue full funding of the Special District Augmentation Fund from the State. RESPONSER EQUIRED Board of Supervisors County Administrative Officer Library Services Agency 129

Findings and recommendations not yet extracted.

Findings & Recommendations 13 findings
F2: Casa Pacifica is trying to do more kinds of things than it has the space to do. The Shelter and RTC Programs should be more separated. The cottages at Casa Pacifica are not well-designed and need to be modified. Supervision of the children must be top priority. There is not enough space to separate the different programs, ages,g enders, and special problems. As an example, shelter children who are shuffled from one foster home or group home to another will continue the revolving door syndrome until they are retained long enough to get to the root of their problems. They need to be housed in a separate facility away from first time shelter children, and a special effort needs to be made to rehabilitate them before sending them out again.
F3: Casa Pacifica should inquire into the possibility of having local construction companies donate time and materials to construct another building to house the children.
F4: Infants, pre-schoolers, and the first-timers should be placed in foster homes more quickly; then room could be made for older children who need the special and expensive services offered by Casa Pacifica. Foster parents and Casa Pacifica should not be in competition with one another. There is a place for both entities. PSSAh as the responsibility to mend the breach there and to build up the foster parent program to enable children who do not have serious medical or psychiatric problems to live in a normal family atmosphere until they can be returned to their families.
F5: Space could be made available for better use if shelter children were bused to area public schools.
F6: Security of the facility needs improvement. A better surveillance system would reduce AWOLs and alert staff more quickly to potential problems. A large, uniformed, male security guard who visibly patrolled the campus and cottages in the late afternoon and evening hours could add a calming presence during the time when most incidents occur. 121
F7: Communication needs to be improved among all the agencies and personnel involved. Common sense, substantiated by the clear declaration of the Welfare and Institutions Code, of which all the agencies involved should have a thorough knowledge, dictates that confidentiality should be based on a need to know. Known problems affecting the child’s welfare should be divulged during entrance assessment. Staff members at all levels who care for the children need confidential information pertinent to their handling of the child.
F8: Casa Pacifica is an important function of the child care service program in Ventura County. There is a need for better cohesiveness among Casa Pacifica and the county agencies. It is imperative that they share information and cooperate with one another. Along this line, the issue of computer incompat- ibility needs to be addressed because it creates delays in the transmittal of vital information. Records should be available to all relevant parties without rancor.
F9: State regulations which govern Casa Pacifica do not properly reflect its unique situation. Article 22 needs revision. It is designed for 6-bed facilities; however, larger facilities need different specifications. Restrictions need to be reassessed to provide guidelines appropriate for RTC children who are difficult to handle.
F10: California needs to change its laws regarding locking up children who are a danger to themselves or others. Sending them out of state does not keep them - from being locked up, but it does add significant cost to supervision both initially and because the social worker must visit them there once a month.
F11: Casa Paciflca needs to hire staff who are older, have more life experience, can make more mature judgments, and have more experience in working with children who have these kinds of problems. Having more male staff members - would be helpful. The staff needs better training in handling difficult children.
F12: Casa Padflca needs to reassessit s policy of accepting children whose behavioral - problems are more severe than it is equipped to handle. It should concentrate on those for whom there is hope of rehabilitation. However, do shelter children really need all of the analysis to which they are subjected before being sent to foster homes? If not, those children should be placed in foster homes more quickly.
F13: Casa Paclflca’s financial condition is critical; solutions must be found. RTC children, taken in from other counties, might well add revenues.
F14: There is a need for an advisory panel which reports to the Board of Supervisors regarding children’s services. This panel should have accesst o all records, have the authority to investigate, be trusted by the public, be able to evaluate the situation on a long term basis, and to make recommendations. The Board needs to be kept better informed about these important children’s issues. IS. Ventura County taxpayers have invested less than expected in Casa PacIfica, and get more service than they need for Shelter children, especially in the preschool age group for whom foster care would be a better choice. This space could be better utilized for those who need the specialized care. 122
Additional Recommendations 16

Not linked to specific findings.

R1: The Board of Supervisors should appoint an advisory panel to make recommen- dations to them and all related agencies regarding all of the children’s service programs of the county.
R2: Casa Paciflca must add a surveillance system for the entire campus. It should cover open area of cottages, hallways, gym, Refocus Room, all areas of the campus, and include a 24-hour monitor.
R3: Casa Paciflca should hire a uniformed security guard to patrol the campus during late afternoon and evening hours.
R4: Casa Paciflca should add another building, not a cottage, in order to separate all the different kinds of programs, genders, and ages.
R5: Casa Pacifica should designate one cottage for displaced shelter children from foster homes, group homes, and failed adoptions and try to rehabilitate them.
R6: PSSAs hould place infants and preschool children in foster homes within 48 hours. Other children under age ten should be placed in foster homes within two weeks, if possible.
R7: PSSAm ust substantially reinvigorate the size and quality of the foster parent program because it is more cost effective, and the family atmosphere is better for the children.
R8: Casa Paclfica should hire older staff members who have more life experience and mature judgment.
R9: Casa Pacifica should change children’s activity patterns in the late afternoon and evening hours to prevent incidents.
R10: Casa Pacifica, PSSA,a nd BH must improve communication between manage- ment, line staff, and one another. Directors of PSSA,B H, and Casa Paclfica should meet on a regular basis to discuss mutual problems and clarify roles of the various agencies now that they know what the problems are.
R11: Casa Paclflca, DSS, and the Superintendent of Schools must settle legal and liability issues regarding the Refocus Room.
R12: The Superintendent of Schools should close the public school operation and bus Shelter children to local schools.
R13: PSSAa nd Casa Pad&a need to change admittance applications to include a parental consensual release of pertinent information to staff who have a need to know.
R14: County personnel who are involved In making de&ions regarding Casa Paciflca and County policies should refrain from participating in either one to eliminate the perception of conflict of interest.
R15: Casa Padfica should consider taking RTC children from outside the county to inaease revenue.
R16: Casa Pacifica needs to increase its fund raising from the private sector to balance its budget and eliminate the costly line of credit it carries. Private funds should represent a larger portion of its finances. Only 15% of its revenue as a nonprofit organization comes from private sources. 123 -
Findings & Recommendations 3 findings
F1: Since the program was implemented just prior to opening of school in the fall, there was very little time for local school districts to plan for classroom rearrangement, to hire additional teachers, and to order needed portable buildings to accommodate the larger number of rooms needed. As a result there was strong competition among districts to hire additional fully credentialed teachers from an available inadequate pool of teachers. In some instances, the pool of substitutes was depleted as well as the pool of students who were just completing their teaching preparation. As of December, 1996, school districts sought and hired 335 additional teachers.
F2: Since state funding does not fully cover all expenses, local school districts have decided to allocate additional general funds to solve the shortfall in state funding. In the opinion of the school leadership, the 20% increase in operating cost is outweighed by the advantages to the children by having a smaller pupil/ teacher ratio.
F3: The general attitude of those interviewed was that everyone involved on a local level - parents, teachers and staff-was determined to succeed, viewing the advantages to children of individual instruction and response to individual strengths as paramount to any other inconveniences encountered. 93 - - COMMENDATION The local school districts, in spite of space, personnel, and fiscal problems, have responded well to this phase of the program. The local district leadership is to be - complemented for so quickly undertaking a massive change with such promising long term results. .,
Additional Recommendations 5

Not linked to specific findings.

R1: Local school districts generate public support for pending budget proposals that will provide full state funding for the current class size reduction program.
R2: Local school districts oppose expanding class size reduction to the fourth grade until full funding for K - 3 is achieved.
R3: Ventura County Superintendent of Schools generate public support for addi- tional state school construction money or passage of local school bonds to build and/or modernize more schools to solve the space crunch.
R4: Each local school district protect its general fund to avoid cannibalizing other academic programs.
R5: Future Ventura County Grand Juries continue to monitor the progress of the classs ize reduction program in order to ensure the future financial stability and effectiveness of smaller classes in each school district that has implemented this program in Ventura County. RESPONSRE EQUIREC Ventura County Superintendent of Schools / Local School Districts .r Conejo Valley Unified w- Oxnard Simi Valley , 94 Ventura County Superintendent of Schools CLASS SIZE REDUCTION UPDATE February 14,1997 Pleasant Valley , . . . rade 1 & 2 at all sites. Grades K and 3rd at some sites ,.- -, _- 95 ,~,,_
Findings & Recommendations 2 findings
F1: Community Policing units continue to work with law enforcement and are providing strong support to the partnerships between Cities, County, Law Enforcement and Community Policing Programs with the citizens.
F2: Community Policing has made great strides and is accepted throughout Ventura County. 54
Additional Recommendations 3

Not linked to specific findings.

R1: Law Enforcement should make every effort to encourage Community Policing principles.
R2: Aneffortneedstobedevelopedbythecommunities toestablishmeasurablegoals for each facility.
R3: Annual detailed financial records and reports should be established by the communities to maintain accountability for continued funding. COMMENDATION The Ventura County Grand Jury salutes the efforts of the many officers and volunteers of all cities. The City of Fillmore has instituted a program which demonstrates a most positive effect within its community. These efforts are a positive approach to educate the communities about concerns, problem areasw hich safeguard neighborhood citizens. RESPONSER EQUIRED Ventura County Board of Supervisors Ventura County Sheriff’s Department City of Fillmore City of San Buenaventura City of Oxnard City of Thousand Oaks 55
Findings & Recommendations 8 findings
F1: The election inspectors and clerks were very cordial and accommodating to the ,- voting public. The inspectors had prior experience in handling the election - process. In some precincts the clerks were inexperienced, but they performed their tasks well. In response to questions, the clerks expressed a very favorable -~~ opinion on the training sessionso ffered by the County Clerk’s Election Division. -
F2: One polllng site did not adequately display polling place signs and voting - instructions. Howwer, we found that in most casest he polling sites and voting instructions were identified and displayed appropriately. .- -~ 3. The verification of voters and the signing of Master Roster of Voter List appeared to be handled satisfactorily. In some instances where the voter’s name was not included on the Master Roster, a pink provisional ballot was used. The voter is required to fill out the voter’s declaration on the provisional ballot envelope. The inspector checked off the reason the provisional ballot was used and verified the ..- - - - 29 - - - voter identlflcation. After voting and returning the ballot in the pink secrecy envelope, the Inspector removed the stubsa nd placed the ballot in the voter’s pink provisional envelope, which was then sealed and deposited in the ballot box.
F4: Assistance was allowed for handicapped voters and the aide or helper was recognized at the time of voting.
F5: In two precincts the polling facilities consisted of modular trailers used by the school as part of its library. Because of the books and extra chairs belonging to the library, there was inadequate space for the voting booths and the election officers’ work areas.T hree election officers staffed each of the two precinct sign- in and registration tables. The election officials for these precincts were bilingual, which was helpful. In certain instances the name identification and voter verification process took more time than usual, thereby creating a backup line of voters waiting to vote.
F6: Reconciliation of the ballots at closing time appeared to be troublesome for the election offlclals. The ballot count for three of the precinct sign-in and registration tables dld not reconcile. The reconciliation fours were eventually completed and deposited in the ballot box. The problem occurred when voters registered and picked up their ballots at one precinct table and, after voting, returned their completed ballot to another precinct table. After the reconciliation process was completed, a seal was placed around the metal loop of the ballot box, and it was locked.
F7: During the delivery of the ballot boxes to the area receiving stations it was noted that the deputy sheriffs responsible for receiving them conducted their tasks in an efficient manner. However, in a few instances some ballot boxes, although locked, were delivered without a seal, which was then provided and placedontheboxesbeforebeingloadedintothevehicleusedtotransportthem to the Election Central Station.
F9: Printouts that include all the election results from federal to local level, are made available to the general public every half-hour.
F10: The County of Ventura has: 616 precincts. l 189 of the precincts are mall predncts that are created when there are less l than 250 registered voters in a specific precinct. 456,865 residents of voting age. l 382,417 (83.7%) registered voters. l 253,866 (66.4%) who exercised their right to vote. l 2,306 voters used provisional ballots because they had moved and failed to l notify the elections department. Of these 4496, or 1,022, were found to be satisfactory while 5696, or 1,284, were disqualified for the following reasons: a. Were not registered to vote 30 b. Did not have proper identification c. Were not in correct polling place d. Did not sign affidavit on voting form CONCLUSIONS
Additional Recommendations 2

Not linked to specific findings.

R1: The County Clerk and Recorder, Elections Division, should make every effort to .,,- insure that adequate facilities are provided for the electorate in forthcoming - elections. Under normal conditions, voters should not be required to wait . outside a polling place during the voting process, especially during inclement weather conditions. .~~
R2: Emphasis on ballot box security (lock and seal) shouldbe stressed to the election -~ inspectors during the training session held preparatory to an election. Security - of the ballot boxes should be of the utmost importance. - - RESPONSER EQUIRED County Clerk and Recorder - _~ - - .~~ .,,- - - - - - -- - -. 31
Findings & Recommendations 9 findings
F1: The Ventura County Board of Supervisors is legally mandated to provide health care services to those unable to pay.
F2: The system of care provided by VCMC meets the health care obligation with a well managed, efficient, and compassionate system.
F3: The VCMC is the core element that effectively maximizes the efficiency of the other units of the Ventura Health Care Agency. -
F4: The County would stand to lose $14.0 million a year in Federal and State funding which would have to be replaced from the County General Fund if the VCMC closes and the County contracts with private hospitals to meet its health care obligation.
F5: The deplorable state of some VCMC facilities reflects years of poor maintenance planning and an inadequate buiiding replacement program.
F6: The continued operation of the hospital is threatened by structural problems in the Dietary Unit and utility tunnels, and overcrowding in the laboratory. In addition, replacement of the management unit (Bard Building) is mandatory.
F7: A construction program has been identified that corrects the facilities’ prob lems, provides needed parking, and combines the clinics around and on the VCMC campus into a single unit. This program could save the County substantial rental costs,w ould qualify for state debt service funding, and would increase efficiency.
F8: In addressing the issues raised by the campaign to prevent capital hnprove- e merits to VCMC the Board of Supervisors is prohibited by law from spending public funds in rebuttal.
F9: The Board of Supervisors, the Ventura Health Care Agency, and the Auditor’s department did not provide enough information to the electorate which would have laid the groundwork for acceptance of the planned capital improvements to the VCMC. 112
Additional Recommendations 5

Not linked to specific findings.

R1: The Board of Supervisors must develop a plan for maintenance and replace- ment of VCMC care facilities that will prevent continuation of the present state of disrepair and overcrowding.
R2: The Board of Supervisors should urgently pursue correction of the facility problems that imperil operation of the County Hospital, specifically the Dietary Unit, the utility tunnels and the laboratory.
R3: The Board of Supervisors should consider replacing the Bard Building, consoli- dating and modernizing the ambulatory and special clinics, and building a parking structure. -~
R4: The Board of Supervisors and other County officials should be consistent in offering substantiated, readily available and understandable data to the general public in support of their plans for meeting County health care needs and obligations.
R5: The Board of Supervisors and other County officials should clearly and simply state their plans and programs to address County responsibilities and avoid the - traditional political harangue associated with debating the issues as defined by opponents. -_ RESPONSE REQUIRED . . Board of Supervisors Chief Administrative Officer -_ Director of Health Care Agency -- \. -~ -. .~, ._ - .-.. -. .- .,_ -., 113
Additional Recommendations 1

Not linked to specific findings.

R5: RESPONSER EQUIRED .- None .._ _ _- -_ -. . . - .-. -_ -_ - .., - .~.. - - - - - 43