Ventura County Grand Jury
2000-2001
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Additional Recommendations
1
Not linked to specific findings.
R3:
Public Health Dept. Health Care Agency (R-1,R-3,R-4,R-5) ND 10/5/00 9/29/00 Α Public Health Dept. (R1 thru R-5) 10/5/00 ND 9/29/00 Α 7/5/00 Environmental Health: Food Protection 153 HEW Resrce MgmtAgency, Envir Health Div.(R-1,R-2) 10/5/00 ND 9/29/00 Α 6/13/00 159 Inpatient Indigent Care in Ventura County HEW Board of Supervisors (R-1,R-2) 8/13/00 9/29/00 ND 47 Α Chief Administrative Officer (R-1,R-2) 8/13/00 ND 9/29/00 47 Α 6/22/00 Camarillo Health Care District 165 HEW 9/22/00 12-Sep Camarillo Health Care District (R-1 thru R-7) 15-Sep Α 9/22/00 ND 9/29/00 7 V.C. County Health Care Agency (R-2,R-6) Α LAFCO (R-1,R-2,R-3,R-7) 7/19/00 8/1/00 9/22/00 Α 7/5/00 V.C. Juvenile Court Schools 177 HEW Principal, Juvenile Court Schools (R-2) 9/5/00 8/2/00 7/26/00 Α Director, V.C. Probation Dept. (R-1,R-2) 9/5/00 7/27/00 9/29/00 24 Α 7/5/00 V.C. Juvenile Justice Facilities Plan 185 Law & J Director, Probation Dept (R-2) 9/5/00 7/27/00 9/29/00 24 Α Chief Administration Officer (R-1) 9/5/00 ND 9/29/00 24 Α 7/5/00 Assessmnt of Fees:Work Furlough Inmates 191 Law & J Chief Administrative Officer (R-4) 9/5/00 ND 9/29/00 24 Α Dir./Chief Probation Officer (R-1,R-2,R-3) 9/5/00 7/27/00 9/29/00 Α 24 Protocol Visits 7/5/00 207 V.C.Probation Dept.(R-1) NR 10/5/00 Board of Supervisors (R-2) 9/5/00 NR Sheriff Dept. (R-2) 9/5/00 NR Figure 1. Responses to 1998-1999 Grand Jury Report (continued) Final Report Final Report 2000 - 2001 Ventura County Grand Jury
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Findings & Recommendations
6 findings
F1:
The Court Reporter is a full-time county employee receiving salary and benefits in accordance with his/her job classification.
F2:
State regulations specify that the Court Reporter owns and can copy- right the transcripts of trials and indictments.
F3:
All accused persons in criminal proceedings are entitled to County- funded copies of Court transcripts.
F4:
During the 2000-2001 period, one Grand Jury indictment resulted in transcript fees in excess of $200,000 to provide the transcripts to twenty-eight defendants and their lawyers.
F5:
The transcript costs will be paid by the County and charged to the Trial Court Funding account.
F6:
The Court Reporter and the County of Ventura are conforming to applicable law in the actions outlined in F-1 through F-5. Conclusions C-1 The County of Ventura has had no defined procedure for allocating court transcript fees since the transfer of court funding to the State in 1998. It appears that in the past, charges have been assigned to the “account of least resistance”. Final Report 2000-2001 Ventura County Grand Jury C-2 The Trial Court Funding (TCF) account has recently been designated as the most appropriate budget category for the transcript fee charges. C-3 There appears to be a lack of planning and budgetary projection of transcription costs that can result in significant dollar amounts in unanticipated costs to the county. F-4 Recommendations
Additional Recommendations
2
Not linked to specific findings.
R1:
The CAO office should formally designate the Trial Court Funding (TCF) account as the budget account to be used for Court Reporter charges and associated expenses to eliminate the confusion and con- flict that has existed in prior years. F-5
R2:
The District Attorney should work closely with the CAO to provide the earliest possible notification of exceptionally large cases to allow time for sufficient budget adjustments and funding for the Trial Court Funding account. C-3 Responses Required: Chief Administrative Officer R-1 District Attorney R-2 56
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Findings & Recommendations
3 findings
F1:
There is little or no regular oversight performed in most of the County’s operations by either the Auditor-Controller or by the departments involved.
Related Recommendations (1)
R1:
County government should organize to increase the number of performance audits that can be accomplished each year. 4
F2:
The reason given for not performing oversight on a regular or timely basis is a lack of qualified personnel.
Related Recommendations (1)
R2:
Human Resources should use quality assurance- based definitions and procedures to set up guidelines for job descriptions, cross-training possibili- ties, and possible sources for staffing this level of oversight personnel. (The County department currently working on training and procedures involved with Medicare billing training may be a valuable source for this information.)
F3:
The ever-increasing use and dependence on computers by County Govern- ment requires more independent checks to insure that the systems are working as intended with a high level of confidence. Typical concerns to be addressed include such issues as: 1. Are all required signature approvals in place? 2. Have all software and/or form changes been properly documented and implemented. 3. Have all work units been considered and/or notified of impending changes? 1 CAO report “Strengthen Specific Financial Management Capabilities for the County of Ventura” dated 2/27/01 31 Final Report 2000-2001 Ventura County Grand Jury Conclusions C-1 A broad definition of governmental oversight includes the performance of checks and investigations to assure the efficiency, economy, and effectiveness of a Unit’s operations. A part of the overall oversight audit process can be identified as a quality assurance component. Under this heading, the following departmental functions can be evaluated: PURPOSE (OBJECTIVE) OF THE UNIT LISTING OF ASSIGNED DUTIES & RESPONSIBILITIES. Customers (users ) Who are beneficiaries of units’ services? Are there written policies Step-by-step procedures for internal defining the functions operations and desk or window performed by the unit procedures for public contact. Are employees knowledgeable Procedures require compliance of the procedures and to be effective. do they follow them?* C-2 The advantages of performing the quality assurance elements of oversight are as follows: 1. The evaluations can be performed by personnel with lower level credentials, who are less costly and are more available for the tasks required. a. Qualifications include the ability to read and understand complex directions coupled with a natural ability to deal with minute details. b. In industry, these types of employees may be found in such occupations as “systems analyst,” “information system technician,” or “quality assurance technician.” (F-2) 2. By concentrating on these quality assurance subsets of oversight, it is possible to achieve the classic desired outcome wherein 20% of the effort (cost) accomplishes 80% of the goal (meaningful oversight). In a typical scenario, the evaluator will appear at a selected area of a department’s operation (either scheduled or unannounced) and ask to see the procedures covering that part of the work flow. After a verbal reviewof the procedures and forms with department personnel, the evaluator will monitor the flow step-by-step to insure that the procedures are being followed and accurately reflect the operations being performed. The evaluator will then review the results of his/her findings with the department personnel before completing and filing his/her reports. If appropriate, the evaluator will have previewed any applicable customer requirements to assure compliance with contrac- tual obligations (F2). For example, many of the errors uncovered in prior oversight reviews could have been identified and corrected on site had these simplified oversight procedures and personnel to perform them been available. C-3 The quality assurance component of oversight constitutes the backbone of efficient, well-run operations. C-4 A simplified “quality assurance” review on a regular basis will fulfill many of the objectives of an oversight evaluation. (F1-F-3) Recomendations:
Related Recommendations (1)
R3:
The functions and personnel involved with the quality assurance-based reviews should be located in the Auditor-Controller office so that the find- ings, files, and other information collected can be used and maintained in conjunction with the less frequent, more comprehensive oversight reviews.
Additional Recommendations
1
Not linked to specific findings.
R4:
All County departments should act promptly to implement the CAO’s recom- mended internal self-assessment reviews5 . Responses Required Board of Supervisors Chief Administrative Officer R-3, R-4 Auditor- Controller R-1 3 1999-2000 Grand Jury Reports “Purchase Orders,” “Procurement Bank Card.” 4 ibid 5 CAO report “Strengthen Specific Financial Management Capabilities for the County of Ventura” dated 2/27/01 33
Findings & Recommendations
14 findings
F1:
Children generally make up more than half of the total homeless popula- tion at the Willis Road facility at any given time. An early spring visit by the Jury disclosed 61 residents, which included 38 minor children.
F2:
Several hundred people are on the waiting list at any given time.
F3:
Residents of the City of Oxnard receive the highest priority since Oxnard provides more funds than any of the other cities in the county.
F4:
In addition to the individual cities’ contributions, funds to operate the shelter come from private donations and federal grants (HUD) which are renewable every three years.
F5:
The staff, currently numbering eighteen, are classified as county employees and receive regular employee benefits. Some staff members are former residents.
F6:
The staff covers shifts around the clock and social workers are located on the premises to provide professional services and access to county resources.
F7:
Current staff has leveraged its sparse resources to provide such services as transportation to medical/dental appointments, jobs, job training, childcare, drug and alcohol rehabilitation, educational assistance and on-site counseling and medical services. Final Report 2000-2001 Ventura County Grand Jury
F8:
A limited supply of non-perishable food from various charitable orga- nizations, including the Ventura County Food Share, is available to residents.
F9:
Present accommodations lack a kitchen and adequate bathroom, heat- ing and storage facilities.
Related Recommendations (2)
R1:
A long-term, comprehensive funding strategy should be drafted to ensure the continuation of the program, including its capital and operational needs.
R4:
The current management team should investigate use of low-income housing offset funds (those funds builders pay to compensate for lack of low-income units under development) to expand services to this population. Response required Ventura County CEO RAIN Project, Cathy Jenks, Director 51
F10:
A site for an improved facility has been obtained on Lewis Road in the Camarillo area.
Related Recommendations (1)
R2:
The County Board of Supervisors should continue its support of the program and not initiate any change in oversight responsibilities until after the move to new quarters in 2002. 50
F11:
The planned new quarters will have space for up to 115 people including any animal companions.
Related Recommendations (1)
R2:
The County Board of Supervisors should continue its support of the program and not initiate any change in oversight responsibilities until after the move to new quarters in 2002. 50
F12:
County Counsel is presently preparing an application to the Federal Government to establish tax-exempt status for the organization in order to facilitate private donations.
F13:
A Board of Directors is being recruited.
Related Recommendations (1)
R3:
The current management team should recruit a strong and capable Board of Directors that will enable the program to grow within a stable financial environment.
F14:
Currently, the Board of Supervisors has oversight responsibilities for the project. Conclusions C-1. The building and grounds are quite spartan but appear to meet the basic needs for food and shelter. C-2. The RAIN Project is an effective and efficient provider of fundamental and comprehensive services to a small sector of the county’s homeless population. C-3. The project is able to leverage benefits from the public & private sectors. C-4. The management team has engaged in proactive thinking and planning, to cope with the changing demands and resources of the program. C-5. Management and staff are capable and caring members of the county’s workforce. C-6. Because of the RAIN project’s proximity to California State University, Channel Islands and Casa Pacifica, significant expansion of services is possible in several areas including: public transportation, education, behavioral health treatment, and access to a local labor pool for increased activities such as food services. Recommendations
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Findings & Recommendations
15 findings
F1:
Persons bringing in dead animals are directed to drive around to the back of the facility where a refrigerated room is located next to the euthanasia building. They are instructed to place deceased animals in the 55-gallon drums stored in the refrigerated room.
F2:
The Animal Regulation Department contracts with a Redding company for rendering services. The company replaces the 55-gallon drums weekly.
F3:
Cages were clean and the animals appeared well cared for. Toys were available in the cages of some animals.
F4:
Tags on the cages denoted the status of the animal and gave a profile when available.
F5:
The facility is spacious with accommodations for 100 animal cages.
F6:
The facility is equipped with a barn, adjustable corrals for larger animals, and pens for smaller barnyard animals.
F7:
There is a veterinary clinic equipped for emergency surgery with a full time veterinarian and two technicians.
F8:
The current x-ray machine is broken and beyond repair. Proposed funding appears as an item on the county’s increment 2 budget, A, fund no: 0001 budget unit 4600, item #2.
Related Recommendations (1)
R1:
The funding for a new x-ray machine should be approved for the veterinary clinic. (F-8, C-4) Commendation The Ventura County Department of Animal Regulation is to be commended for their commitment to the center. Responses Required CEO’s Office (R-1) Board of Supervisors (R-1) 76
F9:
The facility has a quarantine section for animals.
F10:
The site is equipped with a dolphin pool for stabilizing injured or sick marine animals before sending them to a clinical aquarium facility.
F11:
In case of power outages or disasters, the site is equipped with a portable generator. The generator is equipped with wheels, which makes it more flexible in responding to the department’s needs. Final Report 2000-2001 Ventura County Grand Jury
F12:
Revenue sources include impound, boarding and animal licensing fees. All cities, except the City of Thousand Oaks, contract with the Ventura County Department of Animal Regulation for services. The contracting cities provide a large percentage of the necessary revenue for the department.
F13:
An independent spay and neutering clinic is set up in a trailer on the premises. The contract veterinarian charges a fee for these services, which is included in the adoption fee. Upon adoption, the spay/ neutering is done that evening and the animal is available to take home the next day.
F14:
A volunteer program is in place, to assist in presenting programs to schools and organizations. This program’s goals are to reduce the number of strays or abandoned animals and to educate the public on animal care.
F15:
A staff of 55 is now serving a population of 756,501 in 2001, compared to a staff of 65 serving a population of 653,509 in 1989. Conclusions C-1. The Ventura County Department of Animal Regulation is well run. C-2. The staff appears to be committed to good care for the animals. C-3. Although a sad and unpleasant task, the disposal of dead animals is operated as efficiently and humanely as possible. C-4. The x-ray machine is vital to the daily operation of the veterinary clinic and needs to be replaced as soon as possible. Recommendations
Additional Recommendations
3
Not linked to specific findings.
R1:
That open dialogue between the Oxnard Harbor District and the Ventura County Fire Protection District continue;
R2:
That an understanding be reached as soon as possible on the chain of command for fighting a fire aboard ship, particularly if the ship is registered under foreign flag;
R3:
That the cooperative partnership be formalized in a written agreement. County Fire Chief Bob Roper and Bill Buenger, Executive Director of the Oxnard Harbor District agreed to all recommendations as listed. All recommendations were to be concluded by the end of the calendar year. Methodology The 2000-2001 Ventura County Grand Jury, as part of its oversight responsibili- ties, made a protocol visit to the Ventura County Fire Protection District. The visit, on April 16, 2001, was positive and included open dialogue between Chief Roper and members of the Grand Jury. Part of the dialogue addressed the progress in the implementation of the recommendations of the 1999-2000 Ventura County Grand Jury. Findings County Fire Chief Bob Roper gave members of the 2000-2001 Ventura County Grand Jury the impression that implementation of the 1999-2000 recommenda- tions was at an impasse. He seemed concerned and willing to lend any assistance to the 2000-2001 Ventura Country Grand Jury in their endeavor to facilitate open dialogue between the two districts. Members of the 2000-2001 Ventura County Grand Jury met with Bill Buenger on May 4, 2001. He also expressed concern that no progress had occurred, and likewise offered any support necessary. Conclusion The 2000-2001 Ventura County Grand Jury is pleased to report that dialogue between the Fire District and the Harbor District has resumed, and there is now an agreement that has been ratified by the Oxnard Harbor District and 71 Final Report 2000-2001 Ventura County Grand Jury is expected to be ratified by the Fire District Board of Directors on June 5, 2001. The tug mentioned in the 1999-2000 report is presently in operation, and the firefighting specifications requested have been met and, in many cases, exceeded. Recommendations Since the draft of the agreement is quite comprehensive, no further recom- mendations are necessary. Responses Required None 72
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Findings & Recommendations
10 findings
F1:
During the initial visit, the captain in charge of the facility pointed out, that since the facility had been converted to a women’s detention facility, the safety provisions for a visitor area utilized by high-risk inmates were inadequate.
Related Recommendations (4)
R1:
The Sheriff should make the remodel of this facility a priority. (C-7)
R2:
The Sheriff’s Department and the Management of the facility should develop a realistic timetable for completion of the remodeling. (C-7)
R3:
The Sheriff’s Department should work with the GSA department to obtain the necessary funds from the current budget, via re-allocation, for the timely completion of the remodeling. (C-7)
R4:
The Board of Supervisors should support and approve all efforts to fund the remodeling. (C-7) Commendation The Women’s Detention Facility is oriented toward a positive experience for the inmates, to give them a helping hand up during their incarceration. (F-8 through F-10, C-8) Responses Required Director of Ventura County Women’s Detention Center (R-1, R-2) Ventura County Sheriff (R-1, R-2, R-3) Ventura County GSA (R-3) Ventura County Board of Supervisors (R-4) 28
F2:
At present, the visitor area for high-risk inmates is a former inmate dining area. The separation of visitors from inmates is accomplished by the use of a removable wood partition placed lengthwise down the center of the dining table. (See photo 1)
F3:
Sheriff’s Dept. deputies now use metal detector wands to do searches of visitors prior to the visitor entering the designated visitor area.
F4:
Each inmate is allowed a one-hour visit per week only on weekends.
F5:
Up to 20 visitors are allowed into the visiting area at a time. There is a potential for up to 40 people to be in the visitors area at one time.
F6:
Current staffing allows for only two (2) deputies in the visitor area.
F7:
Formal plans exist to convert the present visitor area to a more secure area at an esti- mated cost of $250,000. Photo 1-Grand Juriors Demonstrating Lack of Security 27 Final Report 2000-2001 Ventura County Grand Jury
F8:
The overall facility is clean and well maintained.
F9:
Educational programs are available to inmates.
F10:
Meals are tasty and nourishing. Conclusions C-1. Under current conditions, there exists the opportunity and the temptation for the passing of weapons and/or contraband from visitor to inmate. (F-1 through F-5) C-2. A wand search will detect only metal objects while other contraband (drugs etc.) could remain undetected. (F-3) C-3. The current situation is a potential threat to the safety and well being of both inmates and Sheriff’s Department staff. (F-1 through F-5) C-4. The timely completion of the proposed plan to remodel the high- risk inmate visitor’s area would help to prevent contraband from being passed between visitor and inmate. (F-6) C-5. The 100% prevention of contraband from coming into the visitor area is not possible due to legal restrictions, as no visitor can be subjected to a thorough search of his or her person. (F-3) C-6. The passing of contraband is currently minimal however, over time, the possibility exists for it to become more prevalent. (F-1 through F-6) C-7. Since the conversion of the facility to an all women’s facility occurred some time ago, (August of 1999) steps should be taken to obtain the necessary funds and develop a timetable to complete this conversion as soon as possible. (F-7) C-8. The overall facility is clean, well maintained, and serves the inmates in a positive way. (F-8, F-9, F-10) Recommendations
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Findings & Recommendations
11 findings
F1:
A trio of men was stopped by deputies for illegally soliciting cell phones in the City of Moorpark.
F2:
The following day, the newspaper reporter was stopped by a deputy who thought he was one of the same people who had been accused of illegally soliciting the day before. After questioning the reporter and viewing his identification, the officer concluded he was not the same man who had been stopped the day before.
F3:
Later, the reporter filed a complaint with the Sheriff’s Department alleging racial profiling.
F4:
The Sheriff’s investigation into that complaint confirmed the existence of an inquiry the day before that involved a man matching the general description of the newspaper reporter. Height, weight, complexion, race, and age were similar or the same.
Related Recommendations (4)
R1:
Do not rely on race without explaining why.
R2:
In writing crime reports, after entering initial comprehensive suspect descriptions, do not repeat
R3:
Do not differentiate in the restraint or treatment of suspects based on race.
R4:
Identify and document all suspicious factors justifying the action taken. If race is a legitimate factor, fully explain why and do not emphasize it disproportionately in reports or testimony. Where objective facts establish the relevance of a suspect’s race, it is permissible to include race as one factor in justifying a detention or other action. However, in all cases, there must be articulated, individualized reasons for the official action taken. Race may not be the exclusive reason. Commendation The Sheriff Department’s response to the newspaper coverage of the reporter’s complaint, and their willingness to cooperate with the Grand Jury in opening their files for review is to be commended. Sheriff Bob Brooks stated that he takes “the issue of racial profiling or any form of discrimination very seriously.” He also takes “very seriously the matter of public trust.” We are satisfied that with this approach to this issue, all citizens of Ventura County are being well served. (C-1, C-2, C-3) Responses Required Ventura County Sheriff’s Department (R-1, R-2, R-3, R-4) Addendum After this report was written and was being processed, pertinent materials were received by the Grand Jury from the NAACP. These materials will be turned over to the 2001-2002 Grand Jury for their consideration. 81
F5:
The investigation showed that the alleged solicitor and the reporter were both dressed in casual business clothing, each carrying a cellular phone and an attaché case.
F6:
None of the witnesses interviewed reported seeing anything resem- bling an argument between the reporter and the deputy.
F7:
The reporter was seen on the street using a cell phone on the day following the incident with the men illegally soliciting cell phones in the area.
F8:
During questioning, the reporter and deputy took the time to go to the reporter’s car to retrieve picture identification that established him as a reporter, and not a subscription salesman.
F9:
The deputy’s calls in to the dispatcher reporting the beginning and ending of the stop involving the reporter showed that the entire contact took less than five minutes.
F10:
As a result of the investigation, the deputy was exonerated of charges of racial profiling.
F11:
In the past five years, there have been five complaints regarding alleged racial profiling; four have been resolved, and one is still under investigation. Conclusions C-1. The Sheriff’s Department investigation into the incident was thorough and professional. (F-1, F-2, F-3, F-4, F-5, F-6) C-2. Exoneration of the deputy of the charge of racial profiling was reason- able and proper. (F-7) C-3. It appears the deputy in this matter didn’t violate the law. (F-1 through F-11) Recommendations How can officers insure that they avoid “racial profiling,” while taking legitimate account of race in establishing reasonable suspicion (probable cause) to detain? Pending implementation of the POST training program on profiling, the Sheriff’s Department might wish to consider interim steps in order to comply with both the Fourth Amendment and PC 13519.4(e), including these:
Findings & Recommendations
24 findings
F1:
Ventura County has a total of 625 precincts, including mail ballot precincts. There are 432 actual polling precincts with approximately 900 people in each.
F2:
Thirty percent of votes cast in Ventura County were by absentee ballot.
F3:
Ventura County uses the Datavote punch card system for voting, which features a lockout mechanism requiring that the entire hole is punched out or the machine does not process the ballot. The Datavote system uses nonperforated ballot cards preprinted with candidates’ names and propositions. Voters slide the card into a machine that acts like a traditional hole punch, poking a hole next to the voted-on item and depositing the residue into a tray below. [See Figure 1. Sample Ballot.]
F4:
Absentee voters receive the ballot cards and must punch out holes corresponding to their selection with a pointed object, e.g., a pen or pencil point. It is possible when voting absentee to not completely punch out the hole, resulting in a hanging chad. Final Report 2000-2001 Ventura County Grand Jury Figure 1-Sample Ballot 60 2000-2001 Ventura County Grand Jury Final Report
F5:
Los Angeles and San Diego are among the counties using the Votomatic punch card system. This system was also used extensively in Florida. The Votomatic card allows 312 items to appear on one 7-cent card, six times more than what fits on both sides of a Datavote ballot. Thus, it is cheaper to run. (See Figure 2. Votomatic)
F6:
In California, many municipalities with the Votomatic system are con- verting to the Datavote system, which eliminates most hanging chad problems and is less confusing for the voter to read.
F7:
Touch-screen voting is considered very accurate, but is expensive and not compatible with large numbers of absentee ballots. Two systems were required in the April 17, 2001 Arcadia School District election, when voting in precincts was done by touch screen and paper absentee ballots were tallied by optical scanners.
F8:
In California, the Secretary of State establishes statewide guidelines for counting and recounting ballots. These guidelines include: • Certification of an election 28 days after voting to allow for recount- ing, absentee ballots, etc. • To be counted, a chad must be hanging by ONLY one corner. • Absentee ballots must be returned by 8 p.m. on Election Day. • If ballot card is voted with a mark instead of a punch, particularly a problem with absentee ballots, the ballot can be duplicated for machine count. • If a voter makes a mistake in voting, up to three ballots may be issued. All misvoted cards must be marked “spoiled” by an election official, tabulated in final precinct count so that all ballots received are accounted for, and returned to the county’s central counting place. • All counties must be included in the event of a recount • Voting machines are to be cleaned and checked prior to and after every election.
F9:
Final overvote and undervote total for Ventura County in the November 2000 Presidential Election was .66 percent (Shown as .8% on prelimi- nary data from California Secretary of State.) (See Figure 3. November 2000 Presidential Election Percentage of Ballots not Registering a Valid Vote, by County.)
F10:
The voter’s knowledge and motivation are considered the primary factors in overvoting and undervoting. According to data collected by political scientists, other factors in deviations in voting are income and education levels, gender, race, and satisfaction with candidates and issues. In the November 2000 Election there were 1,089 undervotes for the office of President and over 7,000 undervotes for the office of Senator. Additionally, the interest in a particular proposition affects under and over votes. For example, in November 2000 there were far more undervotes on the Veterans’ Benefits proposition than on the School Voucher proposition. Final Report 2000-2001 Ventura County Grand Jury Figure 2 - Votomatic 62 2000-2001 Ventura County Grand Jury Final Report Figure 3a - Percentage of Ballots not Registering a Valid Vote by County 63 Final Report 2000-2001 Ventura County Grand Jury Figure 3b - Percentage of Ballots not Registering a Valid Vote by County 64 2000-2001 Ventura County Grand Jury Final Report
F11:
Ventura County’s paramount problem in conducting elections is recruit- ing election officers. For the November 2000 Election, 2400 workers were recruited for 1800 positions. The most difficult recruitment is for primary, special, and off-year elections. The Elections Division has appealed to high schools for election workers. County election officials suggested higher remuneration and more recognition for precinct work- ers, whom they consider “the basis of democracy.”
Related Recommendations (1)
R3:
County Election Divisions should look into recruiting precinct workers on community and four-year college campuses, as well as in the business community and the naval bases.
F12:
In 1980, the Ventura County Election Division consisted of 12 employ- ees to hold elections for 200,000 voters. Ventura County hired 55 extra help for elections with the total cost for elections per voter at $1.85. In 2000, the County Election Division still consisted of 12 employees to hold elections for 400,000 voters. The County hired 23 extra help with a total election cost per voter of $1.96. The proper use of technology and active search for cost cutting measures has made this possible, e.g., discount from printer for maximum use of ballot card.
F13:
Absentee ballot requests contribute to a strained relationship between the United States Post Office and the County Elections Division. Ventura County had requests for and mailed out 94,000 absentee ballots for the November 2000 Election. This created a burden for the Post Office, which only hires extra help for Christmas. Election materials carry a special logo so they will be easily recognizable and receive top service; however, the Post Office is not staffed to accommodate such a large volume of extra mail during an election.
Related Recommendations (1)
R4:
Every effort should be made to obtain greater cooperation with the Post Office in the distribution of absentee ballots.
F14:
A common problem in the November Election was the voter, who had registered with the Department of Motor Vehicles (DMV) as authorized under the Motor Voter Bill, but whose registration had not been forwarded to the Registrar of Voters. Therefore, their names were not on the roll of voters. These potential voters were given a provisional ballot, which included an explanation of circumstances, and a new registration form to complete. County election officials then determined which provisional ballots to include in the vote count.
Related Recommendations (1)
R2:
The DMV and the Registrar of Voters need to work closely to eliminate the disconnect between registration at the DMV and getting that information to the Registrar.
F15:
It is a requirement to be a citizen to vote, but not to drive, which cre- ates some confusion. The Election Division receives from Jury Services on average seven names per month of people called for jury duty from driver’s license only to find they are not citizens and, therefore, cannot serve on a jury.
F16:
As of January 1, 2001, the DMV is required to give a receipt to voters registering.
F17:
As of the March 2002 Election, to vote one must register 15 days, NOT 29, before the election. This will give citizens more opportunities to participate in elections, but will also make updating records of voters more precarious. Final Report 2000-2001 Ventura County Grand Jury
F18:
An audit trail is much more difficult to establish in computer voting than in punch or optical scan methods where an actual ballot is present.
F19:
Military personnel voter registration and absentee voting proce- dures are governed by the Uniformed and Overseas Citizens Absentee Voting Act (UOCAVA; 42 U.S. Code 1973ff) and the California Elections Code for residents of California or citizens who last resided in California. Military personnel register to vote using the Federal Post Card Application, which additionally serves as an absentee ballot request. Military ballots, as well as other ballots cast absentee, must be received by the County Election Official, or delivered to a County polling place prior to the close of the polls on election day. The following findings are based on participation in the November 2000 Election as clerks, inspectors and observers.
F20:
Election officers are required to attend a training class. Those attending found the class and Election Officer Handbook very informative.
F21:
Duties of election workers are clearly stated in materials pro- vided. However, there was a consensus of opinion that workers should be made more aware of the limited time allocated for meals, an important consideration when election workers are to report between 6:15 and 6:30 . . and generally don’t complete A M the closing of polls until between 9:00 and 9:15 . . P M
Related Recommendations (1)
R5:
In pre-election classes and literature, suggest that election workers bring or have someone drop off meals.
F22:
Phones are not readily available at all polling places.
Related Recommendations (1)
R6:
Include a cell phone in precinct election materials for those sites without readily available telephones.
F23:
Parking is an inevitable problem in most polling sites for the one day of an election and few sites had ample handicapped parking.
Related Recommendations (1)
R7:
In election materials provide temporary handicapped parking signs to post in front of polling locations. Final Report 2000-2001 Ventura County Grand Jury Commendations The County Clerk and Recorder and the Assistant Registrar of Voters should be commended on the exemplary job they have done in conducting elections in an efficient and cost effective manner. Responses Required County Clerk and Recorder and Assistant Registrar of Voters: R-1 through 7 68
F24:
From preparation for the election, to vote count and follow up, the Elections Division was organized and efficient. Conclusions C-1. The Ventura County Elections Division is very efficiently run. C-2. Although for now the Datavote system is effective, with the cur- rent attention on elections and voting apparatus, Ventura County can benefit by keeping abreast and open to new technologies. C-3. California has statewide guidelines for elections in place, which serve to eliminate many of the problems faced by Florida in the November 2000 Election. 66 2000-2001 Ventura County Grand Jury Final Report C-4. With increasing absentee voting and a shorter time frame between the mandatory registration date and the election, cooperation by the Post Office is paramount to receipt of ballots in time to participate in an election. C-5 The receipt required when registering a voter will help overcome the disconnect between the DMV and the Registrar of Voters. This receipt can be presented if there is a question about registration and noted in the provisional ballot. C-6. In the recruitment of desperately needed precinct workers, since most high school students are under 18, Ventura County should focus on areas with older people. C-7. Election workers need to be better prepared for long hours without easy access to meals. C-8. Phones need to be readily available at each polling place. C-9. Additional handicapped parking spaces should be provided at polling places with none or a very limited number. C-10. California and Ventura County election procedures in place serve to instill confidence in the accuracy of results. Recommendations
Related Recommendations (1)
R1:
The County Elections Division should continue to keep abreast of and implement new technologies and savings.
Findings & Recommendations
25 findings
F1:
The Act increased the tax on a pack of cigarettes by 25 cents.
F2:
The Act increased the tax on other tobacco products by 42 cents.
F3:
The Act created the largest, most aggressive tobacco control program in the world at the time it was established.
F4:
The Act provided a combination of paid anti-tobacco media campaigns, community-based interventions, and development of local tobacco control policies. Also, Proposition 99 funded research into the effects of involuntary smoking, the effectiveness of cigarette advertising, and the political activity of the tobacco industry.
F5:
California experienced a decline in the prevalence of smoking greater than the rest of the country after passage. According to the University of San Francisco Medical School, from January 1, 1989 through June 30, 1994, California experienced a decline that was approximately three times as fast as the rest of the country for the same time period. [www.ucsf.edu/campus/schmed/ihps/Proposition99.htm]
F6:
Ventura County receives approximately $5-million annually from Prop- osition 99 for children’s health care and education, but it is a declining amount.
F7:
It is anticipated that money received from the tobacco surtax created under Proposition 10 will replace the dwindling Proposition 99 money. The Jury during its study of The California Children and Families First Act, Proposition 10, established the following:
F8:
In order to receive Proposition 10 funds, the Board of Supervisors must adopt an ordinance creating a children and families first commission, appoint a majority of the commission’s members, establish a county Children and Families First Trust Fund, and complete a strategic plan to be approved by the Board and sent to the state commission.
F9:
The nine-member Children and Families First Commission of Ventura County was established by the Board of Supervisors on June 28, 1999. It is comprised of one member of the Board of Supervisors, one member appointed by each of the five Board members, one member representative from the Child Care Planning Council, and two representatives from County organizations providing services (Directors of Human Services Agency and the County Public Health Officer.)
F10:
Allocation to individual counties will be based on the number of births in the county as a percentage of the statewide total.
F11:
Ventura County will receive approximately $11.7 million per year from Proposition 10 to serve the needs of 63,000 children, aged 0-5, and their families.
F12:
The three principle goals and allocation of funds adopted by the County Commission in April 2000 are: 1. School readiness – emotionally, socially and academically - $6,475,000 (55%) 39 Final Report . Children’s mental and physical health - $1,619,000 (14%) 3. Family strengthening to provide for needs of children - $1,619,000 (14%)
F13:
The final area of funding is for “other,” which includes training, oversight and evaluation, community education, capacity develop- ment, special studies, and administration - $1,987,000 (17%.) (See figure 1. First Year Annual Operating Plan)
F14:
The Commission is looking for college and university personnel to conduct the evaluation and training component of the program, which will be called the Center for Excellence. The group selected for this will be announced in July 2001.
F15:
The Commission also provides funding for these areas: • Neighborhoods for Learning Initiative – targeted to provide school readiness for children through integrated services for child and family, e.g., language assistance. • Health Initiative – funds for programs that provide access to comprehensive health care services. • Family Strengthening Initiative – programs to improve parenting. • Community Investment Fund – low interest loans and/ or “seed” money to help creation and funding of programs for children and their families. • Center for Excellence – funds set aside to provide for training and ongoing evaluation of results of programs. G /A $ % OAL REA Children will be emotionally, socially and 6,475,000 55 acdemically ready for school Children will be physically & mentally healthy 1,619,000 14 Families will provide an environment that 1,619,000 14 supports the physical, mental, emotional, social, intellectual and linguistic development of their children Other 1,987,000 17 • Training • Evaluation • Community Education • Capacity Development • Special Studies • Administration Total 11,700,000 100 Figure 1. First Year Annual Operating Plan of the Ventura County Children and Families First Commission 40
F16:
By January 2001, the Commission had approved just under $1.3-million in funding for 36 projects that addressed a wide array of needs including dental health, child safety, domestic violence, special needs playgrounds and increased access to child care services.
F17:
In March, 200l the Commission in a collaborative partnership with the Ventura County Child Care Planning Council announced a $750,000 program to provide training stipends to early child care providers in an effort to improve their education and retention.
F18:
The Commission is leveraging funds by working with other organizations and by establishing an endowment fund to keep revenue flow more constant should tobacco sales decrease as directed by Proposition 10.
Related Recommendations (1)
R2:
The directors of each program should leverage tobacco money received in order to ensure a relatively consistent financial base.
F19:
Paid staff includes a maximum of six, including two contract managers to do monitoring of programs. Several staff members are bilingual.
F20:
For funding, organizations must submit applications for grants. Plans include offering training in grant writing.
F21:
Funding currently approved is dominated by established Ventura County organizations. The Commission is working to develop outreach programs to include the underserved population not located in urban centers into its sphere of support.
Related Recommendations (1)
R3:
The Tobacco Settlement money should be used for both public and private sector health care in an effort to bring the greatest benefits to the County’s populace.
F22:
The Commission is searching for ways to address the problem of convenient public transportation within the County for its clients.
Related Recommendations (1)
R4:
Work with the Ventura County Transportation Commission to improve client access to services. Commendations The Children and Families First Director and Commission of Proposition 10 and the newly appointed Allocation and Evaluation Oversight/Advisory Committee of the Tobacco Settlement money are to be congratulated for their respective efforts to reach out to all aspects of the County and to make sound decisions on the expenditure of their moneys. Responses Required Executive Director, Children and Families First Commission R-1 and 2 Chairman Allocation & Evaluation Oversight/Advisory Committee R-1, 2 and 3 44 Ventura County Chief Administrative Officer R-1, 2 and 3 Ventura County Health Care Agency Director R-1 and 3 Ventura County Auditor-Controller R-1 and 2 Ventura County Transportation Commission R-4 45
F23:
The Commission’s Strategic Plan is available at its website: www.vcchildren.org.
F24:
The Commission has an office and staff, but still is in its formative stages.
Related Recommendations (1)
R1:
Active and ongoing monitoring of the allocation and effectiveness of the County’s Proposition 10 and Tobacco Settlement moneys should be conducted both internally by the various committees and commissions and externally by the CAO and Board of Supervisors and the Ventura County Grand Jury.
F25:
Among organizations receiving grants are Easter Seals Tri-Counties, California, Ojai Unified School District, Ventura County Public Health, Interface Children Family Services, Ventura County Superintendent of Schools, Ventura United School District, Santa Paula Elementary School District, Clinicas del Camino Real, Inc. {Oxnard}, and Simi Valley Hospital and Health Care Services. The Jury during its study of The National Tobacco Settlement and the Rolling 5-Year Strategic Tobacco Settlement Allocation Plan established the following:
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Findings & Recommendations
23 findings
F1:
In 1992, the total number of Dry Drug (solid dosage) cases received by the crime lab was 831. By 1999 that number had increased to 1646 cases and in year 2000, the total number increased to 1791.
F2:
As of April 12, 2001, the backlog of solid dosage drug cases in Ventura County’s crime lab stood at 385 cases.
F3:
The building the Crime Lab occupies is seriously outdated.
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F4:
The construction of the building does not readily accommodate new technological equipment, i.e.: forensic test equipment, computers, and networking.
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F5:
The Crime Lab area was originally designed to accommodate a staff of 8 people, but now must accommodate a staff of 25 people, plus 4 to 6 students, in the same basic area.
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F6:
O.S.H.A. has recommended that each staff member in a forensic laboratory have 1,300 square feet of working space. Presently, each person has approximately 258 square feet of space.
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F7:
The State Auditor Post Inspection Report of Dec. 1998 states, “Current forensic laboratory design literature indicates that the ratios for recently constructed forensic laboratories fall between the range of 700 to 1,000 square feet per staff member. In addition, the Department of General Services recently contracted with an architectural consulting firm to design six new state-operated regional laboratories with an even higher average ratio of approximately 1,300 square feet per staff member.”
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F8:
Although management has plans for a minor remodel, lab manage- ment has stated that the gain in space will suffice for at most four to five years. The remodel is estimated to increase working space from the present 250 square feet per person to approximately 470 square feet per person.
Related Recommendations (1)
R3:
Every effort must be made by County Supervisors, and involved Depart- ment Heads, and Administrators to secure funding for the location and construction of a new Sheriff’s Crime Lab facility by 2006, in part to implement plans in association with CSUCI. (Ref. F-6, F-7, F-15, C-7) 22 2000-2001 Ventura County Grand Jury Final Report Commendations The management of the Crime Lab, as well as the entire staff, is commended for exemplary work under formidable circumstances. Despite adverse working conditions, accuracy has not been sacrificed. The citizens of Ventura County are indeed fortunate for having this team to serve their needs. (F-8, F-14,
F9:
At the present time, there are no formal plans drawn for the remodel.
Related Recommendations (1)
R2:
The planned move and modification (remodel) of the existing areas should be funded and carried out as soon as possible, complete with formalized plans. (F-8, C-2, C-9)
F10:
The Sheriff’s Evidence Booking/Property room has reached capacity. (Photos 1 and 2)
F11:
Refrigeration units have been added to the premises in the garage and parking lot areas to handle the overflow of evidence from the property room (Photo 3) 18 2000-2001 Ventura County Grand Jury Final Report Photo 1-Laboratory Freezer Photo 2-Property Room Photo 3-Freezers in Outdoor Parking Area 19 Final Report 2000-2001 Ventura County Grand Jury
F12:
In the Crime Lab, every available space has been used for storage, even to the extent of using hallways. (Photo 4)
F13:
It takes 90 minutes round trip travel time to retrieve evidence or case files that must be stored off site at the Women’s Detention Facility in Ojai.
F14:
The employee lounge also serves as a classroom, conference room, library, and storage room. Employee’s lockers were relocated to an adjacent hallway, as more space was required for the library. (Photos 5 and 6)
F15:
In order to become more competitive in the recruitment of the highly qualified personnel, Crime Lab management has suggested that an intern- ship program be established with CSUCI, Ventura County’s only 4 year University. The lab currently has the staff qualified to instruct interns.
F16:
State certification of the DNA portion of the lab will expire in June 2002.
F17:
If certification of the lab’s DNA section cannot be maintained, DNA evidence would be sent to another facility, with established credibility, to be processed. Depending on the quantity of evidence involved and the facility selected the expense becomes an issue.
F18:
The application for state certification must be submitted to the State Certification Board well in advance of the certification expiration date due to the lag time it takes for state inspectors to respond.
F19:
The application for re-certification may be conditional upon the entire lab becoming certified.
F20:
The current power situation and the frequent power outages or interrup- tions have caused biological evidence, stored in refrigerated units that failed due to the outages, to be rendered useless. As a result, drug cases were dismissed in court for lack of evidence. Although the District Attorney re-filed on some of these cases, the process takes time and money, and the defendant has to be rearrested.
F21:
Frequent power outages or interruptions have also caused sophisticated test equipment and computers to re-boot and lose valuable data. Costly man-hours must then be expended to recover this data.
F22:
At the present time, there is no system of adequate and reliable back-up power, i.e.: uninterruptible power source (UPS) power regulators for all sensitive circuits in the lab.
F23:
A classification in the budget exists for the position of Assistant Forensic Laboratory Manager but has not yet been funded. Conclusions C-1 Due to the workload, and the many and varied tasks required of the current manager of the forensic crime lab, there is an obvious need to fund and fill the position of Assistant Forensic Laboratory Manager. (F-23) 20 2000-2001 Ventura County Grand Jury Final Report Photo 6-Staff Lockers in Hallway Photo 4-Evidence Files Stored in Hallway Photo 5-Library/Lunch Room/Conference 21 Final Report 2000-2001 Ventura County Grand Jury C-2 The serious space problem that presently exists, if allowed to continue, will further hamper efforts to stay in step with the rapidly increasing caseloads. (F-1, F-14) C-3 Workspace must be nearly tripled in order to prevent possible cross contamination of evidence in some areas of the lab. This is a legal as well as an expense issue. (F-1 through F-14) C-4 Maintaining State Certification is at risk. Thus, the ability to follow up cold cases, and thereby apprehend predatory type criminals would be placed in jeopardy. (F-17 through F-19) C-5 Without state certification of the DNA section of the lab, DNA evidence would have to be sent to another lab for analysis. This could result in delays in prosecution of criminals as well as increased expense to the Ventura County’s justice system and ultimately, its taxpayers. (F-17 through
Related Recommendations (1)
R1:
The Ventura County Sheriff’s Dept. Chief in charge of Special Services, and the Commander in charge of technical services should continue to make every effort to hire an Assistant Forensic Crime Lab Manager (C-1)
Findings & Recommendations
15 findings
F1:
The Integrity Agreement was intended to correct Medicare Outpatient Mental Health billing problems. The Agreement covers the five-year period which commenced on November 4, 1999.
F2:
The Integrity Agreement consists of two key elements: 1. Compliance Training 2. Production of a Policy and Procedures Manual.
F3:
Ernst and Young, a consulting firm, was hired to conduct the mandated independent review of compliance and to audit billing. They will audit 5% of the charts, which is double the industry standard.
F4:
Compliance Training started November 4, 1999, and trained 2,300 people during the first four months. Those trained included reimbursement person- nel, providers and contractors.
F5:
All contractors and employees are being screened and are removed from consideration if any fraudulent activity is uncovered in their background.
F6:
A Policy and Procedures Manual was developed as a result of the Integrity Agreement and is referred to as the Compliance Program Manual. This manual does not replace Ventura County’s General Administrative Manual, the Human Resources Manual, County and Health Care Agency Policies, applicable labor agreements or any other policies of VCMC that give specific guidance to the daily activities of VCMC and its departments. The Compliance Program Manual sets forth the key elements needed to implement VCMC’s obligations under the Integrity Agreement. The Table of Contents of this manual is shown in Attachment 1.
F7:
A confidential Compliance Hotline that guarantees no retaliation has been established; it documents all complaints and responses and utilizes special- ized health care counseling for complaints.
F8:
A Utilization Review Committee was established to review patient record charts. During the year 2000, 60% of all patient charts were reviewed which is double the industry standard. An example of a utilization review procedure is shown in Attachment 2.
F9:
A summary chart for the outpatient 5% billing chart review is shown in Attachment 3. 6 2000-2001 Ventura County Grand Jury Final Report Attachment 1- VCMC Compliance Program Manual Table of Contents 7 Final Report 2000-2001 Ventura County Grand Jury
F10:
An example of a Master Treatment Plan, which was developed as part of the Policy and Procedures Manual, is shown in Attachment 4.
F11:
The error rate in chart preparation uncovered by the first review has been 40%.
F12:
The Problem Oriented Record computer program used for outpatient billing has been significantly improved to facilitate out-patient billing for Medicare.
F13:
Onsite training is being provided by outside experts from Ernst and Young, a consulting firm.
F14:
Billing charts have been updated. (See example in Attachment 5.)
F15:
Staffing of open positions is still a problem. Certain staff skills are difficult to find. Human Resources’ hiring procedures can be lengthy. Conclusions The Grand Jury concludes as a result of its analysis of the above findings that: C-1 Compliance Training which began on November 4, 1999 is a key element of the Integrity Agreement and is proceeding and being accomplished as scheduled. F-1, F-2, F-4, F-12 C-2 The Policy and Procedures Manual, which is the second key element of the Integrity Agreement, has been completed. This manual is an evolving document, which is changed as required. F-1, F-2, F-6 C-3 Auditing of Charts is being accomplished as required by the Integrity Agreement. F-3, F-8, F-9, F-10 C-4 Billing charts are more user friendly. F-14 C-5 Staffing is a problem. Vacancies take an inordinate amount of time to be filled. F-15 C-6 More scrutiny is being exercised in background screening of contractors and employees. F-5 Recommendations
Related Recommendations (1)
R1:
Revamp County hiring procedures so that appropriate priorities are estab- lished by Human Resources for filling critical vacancies. C-5 Commendations The VCMC Compliance Organization together with Patient Accounting are doing an outstanding job under difficult conditions. They are an excellent example of skillful and dedicated Ventura County personnel. C-1, C-2, C-3 , C-4 , C-6 Responses Director of Behavioral Health, R-1 Director, Ventura County Health Care Agency, R-1 Director, Human Resources Division, R-1 8 2000-2001 Ventura County Grand Jury Final Report Attachment 2- Ventura County Behavioral Health Polices and Procedures 9 Final Report 2000-2001 Ventura County Grand Jury Attachment 3-Ventura County Behavioral Health Utilization Review 10 2000-2001 Ventura County Grand Jury Final Report Attachment 4a-Ventura County Behavioral Health Utilization Review 11 Final Report 2000-2001 Ventura County Grand Jury Attachment 4b-Ventura County Behavioral Health Utilization Review 12 2000-2001 Ventura County Grand Jury Final Report Attachment 4c-Ventura County Behavioral Health Utilization Review 13 Final Report 2000-2001 Ventura County Grand Jury Attachment 5-Ventura County Behavioral Health Dept. Psychiatrist Charge Ticket Outpatient 14