Yuba County 1998-1999 - California Grand Jury Reports

F1: The County receives incentive money from State/Federal sources for family support funds collected. The County should use some of this revenue to hire additional staff to reduce the caseload per worker.

Recomendaciones relacionadas (1)

R1: The County receives incentive money from State/Federal sources for family support funds collected. The County should use some of this revenue to hire additional staff to reduce the caseload per worker.

F2: Caseworkers are overloaded and cannot dedicate the time necessary to complete cases -:-:: in a reasonable time/frame.

Recomendaciones relacionadas (1)

R2: Children's Services department Program Manager on •

F3: There were insufficient telephone lines (3) to complete the assigned tasks of personnel; however, a new system is projected to be installed in May.

Recomendaciones relacionadas (1)

R3: County Board of Supervisors on recommendation 4 YUBA COUNTY HUMAN SERVICES AGENCY CHILDREN'S SERVICES PROGRAM REASON FOR INVESTIGATION: This investigation was conducted pursuant to California Penal Code § 925, which states in part, "investigations may be conducted on some selective basis each year". The 1998- 1999 Grand Jury has received formal complaints regarding the provision of services to the residents and children of Yuba County. BACKGROUND: The Children's Services Department (formally Child Protective Services) of Yuba County is located in the Sutter Buttes office complex at 1000 Lindhurst Road, Marysville, California (formally the Peach Tree Mall). Children's Services has the responsibility for the identification and remediation of child abuse, neglect, dependency and promote family preservation. SCOPE: The Grand Jury conducted a broad investigation to determine how the department functions. PROCEDURE: All interviews and tours were conducted by no less than two members of the Grand Jury pursuant to Penal Code § 916. The Grand Jury interviewed the Director of Human Services, the Children's Services Program Manager and sixteen members of the support staff. The Grand Jury met and discussed the department with the Yuba County judge who is responsible for the County's Juvenile calendar. The Grand Jury interviewed community members that had filed formal complaints with the Grand Jury. The initial interview with the two senior staff who provided a two-hour presentation which was followed with a question-answer period. The meeting with the Judge addressed case records, procedures and staffing. The Grand Jury then conducted individual interviews on site to ascertain staff input and to review procedures and policies as they relate to the operation of the department. The interviews in regards to the formal complaints were to clarify the various complaints and better understand the issues raised. DISCUSSION: The discussion with senior management staff revolved around a high personnel turnover, inability to attract adequately credentialed case managers, and the client to caseworker ratio. Individual questions of particular relevance to program operation included queries on adoption, physician selection and family placement issues. Also discussed was how Yuba County compares statistically to other counties in the areas of unemployment, drug use, teenage pregnancy and per capita income. Senior department staff stated that these were major factors influencing the treatment and environment of Yuba County children. County Counsel encouraged the Grand Jury to contact the judge most directly involved with the Children's Services Department. The meeting with the judge focused on court reports and their timeliness as well as the court's perspective on confidentiality and access to case records. The interviews conducted on site (on an individual basis) focused on perceived lack of staff, lack of training, excessive overtime, reporting procedures and court documentation. Inequities in compensation as they compare to bordering counties were recognized as a major factor in the competition for qualified staff. Given these challenges, the majority of staff stated that their clients were receiving adequate services and that, given time, the department would improve. The Grand Jury was greeted warmly and everyone was very cooperative. There was much effort by senior staff to help the Grand Jury in any way.

F4: members of the Grand Jury, pursuant to Penal Code § 916. The Grand Jury conducted interviews with the City Administrator, the Mayor, the City Financial Officer and the City Administrator/Police Chief. Marysville Police Department Budget 2 /4 C DISCUSSION: The 1998/1999 budget for the Marysville Police Department is $2,013,017. Of this amount, $100,350 is designated for overtime pay. There is $65,317 designated for unused annual leave and $495,979 is designated for employee benefits. FINDING: The Grand Jury found that the Police Department has the largest budget in the City of Marysville. The expenditures for overtime, unused annual leave and benefits are in accord with the Memoranda of Understanding between the Marysville Police Officers Association and the City of Marysville. RECOMMENDATIONS: None RESPONSE REQUIRED TO FINDING: None RESPONSE REQUIRED TO RECOMMENDATION: None City Administrator/Police Chief DISCUSSION: There may be a possible conflict of interest in the combination of the positions. The Grand Jury requested a legal opinion from the California Attorney General and the law firm representing the City of Marysville. FINDING: The response from the California State Attorney General stated that the Attorney General's Office was unable to respond to requests from County Grand Juries and enclosed a copy of Opinion No. 98-707 (81Ops. Cal. Atty. Gen. 304 (1998). Essentially, the opinion of the California Attorney General's Office was that the positions of City Manager and Police Chief were incompatible in the City of San Jacinto, a general law city with a City Manager form of government. The legal opinion of the firm representing the City of Marysville states that the positions are not incompatible, and a single person may hold both positions simultaneously. The letter also stated that the City Council chose not to conduct a search and interview process to hire a new City Administrator after the last City Administrator resigned in the fall of 1998. The Grand Jury considers it to be a potential conflict of interest for one individual to hold both positions simultaneously. The City Administrator's authority increases this potential conflict over both budgets. RECOMMENDATION: Provide the Grand Jury with a detailed account of the number of hours per week that the City Administrator spends on each of the two full time positions and justify why this decision is valid. RESPONSE REQUIRED ON FINDING: Marysville City Council RESPONSE REQUIRED ON RECOMMENDATION: Marysville City Council Riverfront Park DISCUSSION: Riverfront Park is part of the Marysville park system. All of the funds for maintenance and the operation of the park come from the City's general funds. However funds for new roads and parking lots for the soccer fields originated from a grant. The city maintains the soccer fields and the Yuba-Sutter Youth Soccer League is under contract to put in a sprinkler system. The City is responsible for the general maintenance of the park as well as its roads. FINDING: The City receives some funds from gasoline taxes, fees from baseball teams, the bicycle track, motorcross activities and the concessionaires. No statistics were available on the number of people using Riverfront Park. The Yuba-Sutter Youth Soccer League contributed $15,000 to Riverfront Park this year. RECOMMENDATIONS: 1. The restrooms should be open on a regular basis and properly monitored. 2. The City should investigate the feasibility of an entrance fee or park usage permit/sticker. 3. The City should conduct a survey and maintain records on the types of usage of Riverfront Park. RESPONSE REQUIRED ON FINDING: None RESONSE REQUIRED ON RECOMMENDATIONS: 1. Marysville City Council 2. Marysville City Council 3. Marysville City Council Rideout Hospital Property The Grand Jury conducted an investigation of Rideout hospital's acquisition of additional property. DISCUSSION: Rideout hospital has been acquiring numerous properties within the City of Marysville and most of these properties have become tax exempt. FINDING: The property owned by Rideout Hospital has an assessed value of $60,324,057,00. Of this amount, $55,810,584,00 was tax exempt in 1999. Ninety-two and one half percent (92.5%) of the land and buildings owned by the hospital is tax exempt. Refer to the attached list of properties. The Grand Jury was informed that the City of Marysville was in favor of this expansion because major industry would be attracted to Marysville if medical services improved. The Grand Jury was informed that the loss of property tax revenue would be more than offset by the new taxes generated by new industry and sales tax from money spent in the community by the hospital employees. RECOMMENDATION: Provide tax revenue data to the Grand Jury of the taxes collected on the property currently owned by Rideout Hospital and the tax revenue received from those same properties prior to purchase and/or termination of leases by the hospital. RESPONSE REQUIRED ON FINDING: Marysville City Council REPONSE REQUIRED TO RECOMMENDATION: Marysville City Council Parcel list supplied by the Yuba County Assessors office. ASSESSED EXEMPT PARCEL# _ADDRESS DESCRIPTION VALUE (98) AMOUNT Rideout Memorial Hospital and/or Rideout Hospital Foundation Property 418 H Street 010-164-006 parking lot 73,000 -0- * 161,452 404 H Street parking lot 010-164-024 161,452 ٠. 716 5th Street parking lot (for 010-166-002) 010-166-001 280,717 -0- 414 G Street 010-166-002 medical offices 1,603,503 -()- 726 5th Street 010-166-006 parking lot 51,350 51,350 722 5th Street 010-166-007 parking lot 37,895 37,895 718 5th Street 010-166-008 65,253 parking lot 65.253 725 4th Street annex (old emergency room) 010-166-009 1,844,780 1,844,780 010-172-001 424 F Street Don McCullough Dodge 525,303. -0- 629 4th Street 010-172-007 parking lot 35,952 35,952 630 5th Street 010-172-011 Don McCullough Dodge 363,319 -0- 302 H Street 010-212-014 parking lot 105,170 105,170 medical offices (land only) 010-212-015 326 H Street 86,811 -0- 710 4th Street medical offices & hospital 010-221-001 453,132 1,198,762 726 4th Street 010-221-005 hospital (land only) 185,231 185,231 н 11 (bldg. & pers. prop) 28,355,490 800-000-910 28,355,490 010-221-006 320 G Street new "patient tower" 21,840,710 21,840,710 614 4th Street 010-222-001 parking lot 56,609 56,609 --- 612 4th Street 010-222-002 parking lot 56,609 56,609 606 4th Street 010-222-003 parking lot 52,983 52,983 010-222-004 600 4th Street parking lot 64,329 64,329 302 F Street 010-222-005 parking lot 182,312 182,312 626 4th Street 010-222-008 parking lot 51,408 51,408 ---- 624 4th Street 010-222-009 parking lot 52,751 52,751 622 4th Street 010-222-010 parking lot 27,031 27,031 620 4th Street 010-222-011 parking lot 65,474 65,474 4th & Orange Streets parking lot 010-222-012 3,439 3,439 010-222-014 319 G Street hospital administration 1,074,263 1,074,263 010-222-015 301 G Street hospital administration 73,291 73,291 Fremont Rideout Health Group Property 800-001-510 710 4th Street personal property 908,190 -0- Fremont Medical Center Property 800-001-053 319 G Street personal property 840,670 840.670 Total 60,324,057 55,737,584 * will be exempt in 1999 . . . . . . . . . . . . . . . . . . . . . . MARYSVILLE JOINT UNIFIED SCHOOL DISTRICT ALTERNATIVE EDUCATION OPPORTUNITIES REASON FOR INVESTIGATION: The investigation was conducted pursuant to California Penal Code §925, which states in part "investigations maybe conducted on some selective basis each year". The 1998/1999 Grand Jury received no formal complaints regarding M.J.U.S.D. BACKGROUND: M.J.U.S.D. administers alternative educational programs to assist children in maximizing their educational opportunities within the district. These programs include the Abraham Lincoln School, North Marysville and South Lindhurst High Schools and the APEC program. SCOPE: The scope of this inquiry was limited to determining the different alternative educational programs offered to students within the M.J.U.S.D. PROCEDURE: The Grand Jury interviewed the Superintendent of the M.J.U.S.D. The investigation was conducted by no less than two members of the Grand Jury pursuant to California Penal Code §916. DISCUSSION/FINDINGS: The Superintendent of M.J.U.S.D. stated, "ultimately, the parents need to be responsible for their children's success in school". The school district operates alternative educational programs to more specifically provide the appropriate educational setting for each child in the district. As the Superintendent stated during this investigation, "different children do better in different environments" Abraham Lincoln School is a kindergarten through twelfth grade alternative school that utilizes independent (home) study as its primary means of instructional delivery. There are currently 322 students in the program with a budget of $969,545. Student education is facilitated and evaluated by a credentialed teacher. According the Superintendent, a student in this program could have up to five hours access to a credentialed teacher in any given week. North Marysville and South Lindhurst Alternative High Schools are continuation schools for students whose needs are not being met within the traditional educational program. Reasons for transfer to this program include attendance, academic adjustment, or employment issues. The District has established formal procedures, which must be followed prior to a student's admission into these programs. These two programs have a combined enrollment of 110 students and a budget of $311,710. M.J.U.S.D. also operates APEC (Alternative Placement Education Center). This program is specifically tailored to children who have been removed from the traditional education program for disciplinary action i.e. expulsion. The program has three full-time staff and employs a psychologist to evaluate children on a regular basis. APEC has a budget of $196,672 with enrollment below 150 students. RECOMMENDATIONS: None RESPONSE REQUIRED ON FINDINGS: None RESPONSE REQUIRED ON RECOMMENDATIONS: None 4951 BROWNS VALLEY IRRIGATION DISTRICT REASON FOR INVESTIGATION: This investigation was conducted pursuant to California Penal Code § 925 which states in part "Which the officers of an irrigation district and the books of such district are not officers and books of the class that a grand jury is specifically charged with examining and investigating --- the grand jury, if they have reason to believe that a public offense may have been committed, should investigate as they would in any other case." A formal complaint was submitted to the 1998/1999 Grand Jury and an investigation was conducted. BACKGROUND: The offices and workshops of the Browns Valley Irrigation District (BVID) are located in the community of Browns Valley, on Browns Valley School Road. The district provides irrigation water from Collins Lake and the Yuba River to customers in a 55,000-acre area. Approximately 30% of the area served is in the flatlands and the remaining 70% in the foothills. Irrigation Districts, classified as "Special Districts", derive their authority from State Legislative Acts and are separate governmental entities, not connected to city or county government. Many other such districts operate in the State of California providing public services such as fire protection, waste disposal, water supply, electric utilities, and libraries. The Irrigation Districts operate pursuant to the California Water Code. The Wright Act of 1887 was the initial State legislative action to form Irrigation Districts in California. BVID was formed shortly thereafter, in 1888, by county citizens, to provide coordination and improvement of facilities for the distribution of available water. Throughout BVID's 110-year history, continued improvement in irrigation water distribution has been evident. Initially the Yuba River System was the primary source of water, which was delivered through open irrigation ditches and wooden flumes. In 1955 a decision was made to construct a dam on Dry Creek, at an elevation of about 1200 feet. Through a federal loan, this $6 million construction project culminated with the dedication of the Virginia Ranch Dam in 1964. This earth and rock filled dam provides a N. 4 reservoir with a capacity of 57,000 acre-feet of water. The name "Collins Lake" was selected in honor of Mr. Merle Collins, former Yuba County Farm Advisor. Irrigation water flowing from this 150-foot high dam is also utilized to power turbo electric generators. The sale of this power plus a share of other PG&E generators below Bullards Bar and Englebright Reservoir provide additional income to the District. A five person Board of Directors whose decisions are carried out by a General Manager governs BVID. The employment structure includes a secretary/bookkeeper and an additional eight-member workforce. 1 4 SCOPE: The Grand Jury limited the scope of their investigation to the area of Customer Relations. Added details are included to provide information to the general public concerning this governmental entity known as a "Special District". PROCEDURE: All interviews, tours and documents were obtained by no less than two members of the Grand Jury pursuant to Penal Code § 916. The Grand Jury interviewed the senior member of the Board of Directors, the General Manager and the senior member of the work force. Two district customers were also interviewed. The BVID facilities were visited on two occasions. Internet facilities were used to provide some data and a limited historical search of local sources was conducted. DISCUSSION: All members of the BVID organization that were contacted by the Grand Jury during the investigation were most cooperative and responsive. Their assistance and complete candor materially expedited matters and provided a productive atmosphere for the investigation. All parties involved in the incident that precipitated this investigation were interviewed by the Grand Jury. The basis of the complainant's allegations was a confrontation with authorities of BVID regarding the supply of pressure water to a tract of land, within the district, which he was developing for residential homes. The allegation referred to Engineering Plans of the BVID Water System, which the complainant requested be supplied to him so that his engineer could determine the availability of pressure water supply to his tract. Plans of this nature and detail have not been developed by BVID and consequently are not in existence. Although a general schematic layout of the system is available, it does not provide the engineering details, such as elevations, pressures, velocities and other requirements for necessary calculations. These types of engineering details are acquired by BVID when final decisions for adding to the system have been authorized by the Board of Directors. Authorities at BVID have stated: That a study of pressure water availability to the area in question will be undertaken That BVID is eager to provide pressure water to as many customers as possible • consistent with the orderly development of the District. That an open irrigation ditch is available on the complainant's tract. Any pumping facilities supplied by the property owners would be maintained by BVID. That a letter of apology had been sent to the complainant. Information to BVID customers on current activities is available only through attendance at the open meetings of the Board of Directors. Meetings are held twice a month and sufficient space is available. A comprehensive annual report is not prepared, although a brief overview for the previous year is now being sent to customers with their application for water supply at the beginning of each irrigation season. A small six-page pamphlet is made available to customers, titled, "Rules and Regulations". This pamphlet primarily contains a series of requirements and warnings to the customer plus powers and disclaimers of BVID. No historical or organizational information is available. Such things as procedures for complaints, system charges, schedules for Board of Directors' meetings and other matters of a continuing nature, that are of interest to the customer, are not published. Since the last Grand Jury investigation of BVID in 1990 there have been many major accomplishments and an impressive growth in the District. New facilities and equipment have been acquired and sound financial stability has been attained. Property taxes (land only) have been decreased 30% in the last five years. The customer base has increased from 450 to over 1000. Two additional areas, Stonehedge Road and Las Verjeles Road, are in the process of being added to the system. In addition a major project is presently under way involving the construction of elaborate Fish Screens which will prevent fish from being sucked into the large electric suction pumps drawing irrigation water from the Yuba River. This environmental project is being funded primarily by grants. FINDINGS: The complaint against BVID, received by the 1998/1999 Grand Jury will be resolved 1. in an appropriate manner. The Grand Jury is not the appropriate authority of resolution, as there was no evidence of willful or corrupt misconduct by BVID members. 2. The present pamphlet, "Rules and Regulations" in its tone and content does not promote harmonious customer relations. The Grand Jury in their investigation, reviewed Internet Web Pages of other California Irrigation Districts, which confirm the desire of these organizations to keep the public informed of their history, organizational structure, Board of Directors backgrounds, current activities and plans. Internet Web Pages are not something of the future, but are a proven, inexpensive and effective method of profiling an organization to the public. 3. BVID's 110 plus years of interesting history in improving the lifestyle and economic well being of the areas residents, has not been recorded except for brief passages in other historical documents. While this undertaking would be time consuming, there are groups of individuals (HISTORICAL Society's) who possibly would be willing to assist in this task. Some historical data is undoubtedly available in the District's old files. In this connection the publication of a more comprehensive annual report, which could be distributed each year with the water applications, at minimal expense, would not only keep the customers informed of the current activities of their District, but would be invaluable as a historical document. 4. Despite the occasional minor bumps along the way, the Board of Directors and their employees have made great strides in improving the effectiveness and financial stability of the organization. Present plans coupled with a sincere desire to serve the public, bode well for the future of this District. RECOMMENDATIONS: 1. That the current pamphlet be the subject of a complete revision, to include information on organizational structure, history, and current policies. Emphasis on informational matters instead of on the important restriction requirements would be more productive. 2. That efforts be made to assemble District historical data which could provide a basis for future research in this area. That a comprehensive Annual Report be initiated which would provide the customer with information on the accomplishments/problems of the preceding year. RESPONSE REQUIRED TO FINDINGS: None None None 4. None RESPONSE REQUIRED ON RECOMMENDATIONS: 1. District Board of Directors District Board of Directors District Board of Directors - YUBA COUNTY AIRPORT AND ENTERPRISE ZONE REASON FOR INVESTIGATION: This investigation was conducted pursuant to California Penal Code § 925, which states in part: "investigations may be conducted on some selective basis each year." The 1998/99 Yuba County Grand Jury selected the Yuba County Airport and Industrial Zone. The 1998/99 Grand Jury received no complaints regarding the Airport & Enterprise Zone. The report is informational in nature. BACKGROUND: The Yuba County Airport Administration operates the Yuba County Airport. Other responsibilities include the administration and management of the Yuba-Sutter Enterprise Zone. Along with these responsibilities, this agency coordinates general economic development activities for Yuba County in its participation with the Yuba Sutter Economic Development Corporation. SCOPE: The Grand Jury chose to focus this investigation on the major responsibilities of the Airport Administration. The Grand Jury reviewed the ability of the current Yuba County Airport management to handle the potential demands of the Yuba County Airport complex once the new motorplex is built south of the Airport. PROCEDURE: All interviews were conducted by no less than two members of the Grand Jury pursuant to Penal Code § 916. Members of the Grand Jury conducted interviews with the Yuba County Airport and Enterprise Zone Manager as well as the General Services Director for Yuba County. DISCUSSION: The Yuba County Airport & Enterprise Zone Manager is responsible for all aspects of the management of the various activities that take place at the Yuba County Airport facility. The office has multiple functions. The Grand Jury chose to focus on the following functions of the Airport Manager and Airport Administration. ናጸ Yuba County Airport The Yuba County Airport is located approximately three miles south of the City of ١., Marysville just minutes west of Highway 70, and ten miles from Beale Air Force Base. Yuba County owns the property where the Airport and Enterprise Zone is located. This property area totals approximately 1,000 acres. Currently, the Airport manages 69 aircraft hangars. The runways can handle planes as large as a 747 but the runways would need additional paving to support the parking of this type of aircraft. The airport management is responsible to issue, maintain and manage airport property leases, permits and agreements. The airport does not receive funding from Yuba County to operate the airport. Operating funds are generated from leases, permits, landing fees, and eight industrial parks located on the airport property. Funding is also generated from grants that are obtained from the Federal Aviation Administration. A large amount of time is required by staff to research and write grant applications for airport improvements through the Federal Aviation Administration, the Division of Aeronautics, and the California Aid to Airports Program. The airport is currently utilizing a $1.87 million grant for repairs to operational facilities. The funds will be used to overlay the taxiway and other improvements. There is also a $270,000 grant pending for a new master plan for the airport. The possibility of airport expansion has been discussed between airport staff and private companies. The airport also conducts an annual air show. Besides the manager, there is also an Airport Secretary and one Maintenance Worker. The airport utilizes job training people, summer youth, JTPA, and Probation and Road Department personnel. Airport employee salaries are paid with airport generated revenue. Yuba-Sutter Enterprise Zone & Economic Development The Airport Administration acts as the lead agency to the Yuba-Sutter Enterprise Zone. The administration does all the marketing of the Enterprise Zone project. The zone consists of 73.5 square miles, the largest zone in the state. The Yuba-Sutter Enterprise Zone boundaries were recently expanded which brought in the new raceway and entertainment area along Highway 65, which can now take advantage of the state and local zone incentives. Businesses located within the Boundaries of the zone can take advantage of significant local business incentives and state tax credits. The Yuba County Airport Manager is also responsible for research and grant applications for economic development activities. This would include working to lure any type of business that might be interested in relocating or opening new facilities within the County. RECOMMENDATIONS: The Office of Airport Manager has multiple functions. With the potential for growth at the airport due to the new motorplex being built, the Grand Jury recommends additional administration and maintenance staff be needed. The revenue to support these staff additions could come from additional successful grant applications. RESPONSE REQUIRED ON RECOMMENDATIONS: None . . . . . . . . . . . . . . . . . . . . ; 1998/1999 YUBA COUNTY GRAND JURY YUBA COUNTY DEPARTMENT OFFICE HOURS 74 (87.5) RESPONSE REQUIRED ON FINDINGS None RESPONSE REQUIRED ON RECOMMENDATIONS None , . . . -- . . COUNTY DEPARTMENT OFFICE HOURS REASON FOR INVESTIGATION: This investigation was conducted pursuant to California Penal Code § 925, which states in part: "Investigations may be conducted on some selective basis each year." The Yuba County Grand Jury selected the Yuba County Personnel Director Office to determine the policy and procedures for establishing hours of operation that the various Yuba County Departments are open to the public. BACKGROUND: The County of Yuba has over 40 Departments under its jurisdiction. There has been some confusion as to the hours of operation of each county department and the guidelines and policies that each department follows. PROCEDURE: Two members of the Grand Jury conducted an interview with the Risk Management/Personnel Director (RM/PD) of Yuba County pursuant to Penal Code § 916. DISCUSSION: The RM/PD was very helpful in explaining the office hours of operation for all Yuba County Departments. The Yuba County Board of Supervisors sets the hours of operation for each county department. Yuba County Resolution Article Four Section 4.01 explains the office hour policy of the county. In general this Yuba County Resolution states that all offices and departments shall remain open for public service continuously from 8:00 a.m. to 5:00 p.m., Monday through Friday, holidays excepted. When there is only one person on duty, the office may be closed during the hour from 12:00 noon to 1:00 p.m. The Board of Supervisors has granted some exceptions to this rule. For example, the departments of the Assessor, Audio-Controller, Clerk-Recorder, and Treasurer-Tax Collector shall be open to the public from 10:00 a.m. to 3:00 p.m., Monday through Friday. The Director explained that the Board of Supervisors granted an exception because of a severe staffing shortage. These departments could not complete the administration work if this same staff had to keep the office open during normal business hours. The various department heads can establish their own work week schedules with their individual employees in each department upon the recommendation of the Personnel Director and then with the approval of the County Administrator. The hours of work information is under Yuba County Resolution, Article five, § 5.01. FINDINGS: All findings have been substantiated by Yuba County Resolution, Article Four, § 4.01 Office Hours a., b., c., d., e., f. RECOMMENDATIONS: None RESPONSE REQUIRED ON RECOMMENDATIONS: None 1000 $ 1 ٠., ٠٠, ٠ ٠, . ٠, . . ٠, · . ş - + . . ί. ٠. • . 1 ( * _ . i e ι, . _ i, . \overline{\phantom{a}} \xi = \epsilon ١, . ί, . . . . , ١, k .

Recomendaciones relacionadas (1)

R4: Family Support does not have a permanent Secretary assigned to the division.

F5: Cases are not being processed for collection in a timely manner.

Recomendaciones relacionadas (1)

R5: Cases are not being processed for collection in a timely manner.

F6: Files are not stored in cabinets for easy retrieval. ---

Recomendaciones relacionadas (1)

R6: Files are not stored in cabinets for easy retrieval. --- RECOMMENDATIONS:

F7: Security, including preparation of County Identification Cards

Recomendaciones relacionadas (1)

R7: Security, including preparation of County Identification Cards

F9: Operations of the Yuba County Airport

Recomendaciones relacionadas (1)

R9: Operations of the Yuba County Airport

F10: Facilities space management

Recomendaciones relacionadas (1)

R10: Facilities space management

F12: Surplus and Auctions

Recomendaciones relacionadas (1)

R12: Surplus and Auctions

F13: County Geographic Information Systems Database, Maps and Drawings

Recomendaciones relacionadas (1)

R13: County Geographic Information Systems Database, Maps and Drawings

F14: Support for Office of Emergency Service (OES) To carry out these responsibilities, 22 personnel are authorized and assigned to the Department. SCOPE: The scope of this inquiry is limited to the operations of the Buildings and Grounds Section of the General Services Department. Additional observations are included concerning the impact of present and future county acquisitions on this Section. PROCEDURE: The Grand Jury interviewed the General Services Department Director and several employees in addition to reviewing County records and reports available to the public. A visit and tour of the Dan Avenue Complex was made. The investigations were conducted by no less than two members of the Grand Jury pursuant to California Penal Code § 916. DISCUSSION: The director and personnel of the General Services Department contacted by the Grand Jury were most cooperative and eager to provide all information requested. It was apparent from the outset of this investigation that the General Services Department along with all other County Departments are operating under reduced budgets and that these departments have experienced severe reductions in personnel over the past few years. An example of this reduction within the General Services Department: In 1993 eighteen personnel were assigned to the Building and Maintenance Section, while today eleven personnel accomplish essentially the same workload. Consequently, time required accomplishing projects increased. Although increasingly heavy demands are being placed on these County employees, there was a general atmosphere of pride in their accomplishments and an acknowledgment that they were receiving a fair share of the limited County budget. The dispersal of county workspaces causes additional problems in efficiencies and scheduling. General Services is responsible for the Courthouse, the 14th Street Annexes, the Library, County Offices in Linda, recently leased workspace planned on Yuba Street in Marysville and the unoccupied Dan Avenue complex. The County's increased responsibilities, many of which have been dictated by State and Federal requirements, have made the need for additional workspace critical. A facilities committee headed by the County Supervisors has studied this difficult and vital problem for several months and recently a contract has been executed for outside assistance in this effort. In October of 1998 the County purchased facilities of the Linda Olivehurst Civic Association (LOCA) located on Dan Avenue in Olivehurst. Considerations in the purchase of this three-acre property included: The fact that LOCA was financially unable to continue payments on the property permitted the County to assume ownership with payment of the existing loan. A timing element involving foreclosure hastened the decision. That this property could possibly be utilized in the County's search for additional workspace. That the proximity of this property to the proposed racetrack, added to its potential value. That sufficient funds were available from Developer Impact Fees, to cover the purchase of this acquisition, thereby avoiding expenditures from the General Fund. FINDINGS:

Recomendaciones relacionadas (1)

R14: Support for Office of Emergency Service (OES) To carry out these responsibilities, 22 personnel are authorized and assigned to the Department. SCOPE: The scope of this inquiry is limited to the operations of the Buildings and Grounds Section of the General Services Department. Additional observations are included concerning the impact of present and future county acquisitions on this Section. PROCEDURE: The Grand Jury interviewed the General Services Department Director and several employees in addition to reviewing County records and reports available to the public. A visit and tour of the Dan Avenue Complex was made. The investigations were conducted by no less than two members of the Grand Jury pursuant to California Penal Code § 916.

F916: DISCUSSION: The RM/PD was very helpful in explaining the office hours of operation for all Yuba County Departments. The Yuba County Board of Supervisors sets the hours of operation for each county department. Yuba County Resolution Article Four Section 4.01 explains the office hour policy of the county. In general this Yuba County Resolution states that all offices and departments shall remain open for public service continuously from 8:00 a.m. to 5:00 p.m., Monday through Friday, holidays excepted. When there is only one person on duty, the office may be closed during the hour from 12:00 noon to 1:00 p.m. The Board of Supervisors has granted some exceptions to this rule. For example, the departments of the Assessor, Audio-Controller, Clerk-Recorder, and Treasurer-Tax Collector shall be open to the public from 10:00 a.m. to 3:00 p.m., Monday through Friday. The Director explained that the Board of Supervisors granted an exception because of a severe staffing shortage. These departments could not complete the administration work if this same staff had to keep the office open during normal business hours. The various department heads can establish their own work week schedules with their individual employees in each department upon the recommendation of the Personnel

Página 59

F٠: 716 5th Street parking lot (for 010-166-002) 010-166-001 280,717 -0- 414 G Street 010-166-002 medical offices 1,603,503 -()- 726 5th Street 010-166-006 parking lot 51,350 51,350 722 5th Street 010-166-007 parking lot 37,895 37,895 718 5th Street 010-166-008 65,253 parking lot 65.253 725 4th Street annex (old emergency room) 010-166-009 1,844,780 1,844,780 010-172-001 424 F Street Don McCullough Dodge 525,303. -0- 629 4th Street 010-172-007 parking lot 35,952 35,952 630 5th Street 010-172-011 Don McCullough Dodge 363,319 -0- 302 H Street 010-212-014 parking lot 105,170 105,170 medical offices (land only) 010-212-015 326 H Street 86,811 -0- 710 4th Street medical offices & hospital 010-221-001 453,132 1,198,762 726 4th Street 010-221-005 hospital (land only) 185,231 185,231 н 11 (bldg. & pers. prop) 28,355,490 800-000-910 28,355,490 010-221-006 320 G Street new "patient tower" 21,840,710 21,840,710 614 4th Street 010-222-001 parking lot 56,609 56,609 --- 612 4th Street 010-222-002 parking lot 56,609 56,609 606 4th Street 010-222-003 parking lot 52,983 52,983 010-222-004 600 4th Street parking lot 64,329 64,329 302 F Street 010-222-005 parking lot 182,312 182,312 626 4th Street 010-222-008 parking lot 51,408 51,408 ---- 624 4th Street 010-222-009 parking lot 52,751 52,751 622 4th Street 010-222-010 parking lot 27,031 27,031 620 4th Street 010-222-011 parking lot 65,474 65,474 4th & Orange Streets parking lot 010-222-012 3,439 3,439 010-222-014 319 G Street hospital administration 1,074,263 1,074,263 010-222-015 301 G Street hospital administration 73,291 73,291 Fremont Rideout Health Group Property 800-001-510 710 4th Street personal property 908,190 -0- Fremont Medical Center Property 800-001-053 319 G Street personal property 840,670 840.670 Total 60,324,057 55,737,584 * will be exempt in 1999 * * . . . . . . . . . . . . . . . . . . . .

Página 46