Welcome to the Civil Grand Jury Lab’s 2023-2024 database of county civil grand jury reports’ findings and recommendations by local government target.
This data was collected during fall 2024 by students enrolled in Dr. Franco’s courses, as well as during spring 2025 by Dr. Franco and volunteers affiliated with the Civil Grand Jurors’ Association.
Reports were collected for 47 of 58 counties and a total of 324 reports were collected. Of these 324 reports, 129 reports were reviewed, and their findings and recommendations were extracted. A total of 860 findings and 848 recommendations were extracted from these 129 reports.
Each finding and recommendation can be targeted to one or more local government entity within a county. Typically, a local government entity would be a county, city, school district, or special district.
However, civil grand juries are sometimes more specific, such as targeting findings and recommendations to a county chief administrative officer, city manager, county sheriff, city police department, and so on. A total of 316 local government entities were targeted by a finding or recommendation.
Below is a searchable database of county civil grand jury reports’ findings and recommendations by local government target. Use the search field and input a word of interest and any record with that word will appear below.
| County | Title of Report | Total Number of Findings | Total Number of Recommendations | Type | Number | Text | Targeted Local Government |
|---|---|---|---|---|---|---|---|
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 1 | The grand jury found that as of March 1, 2024, it was reported that 26% of Alameda County jobs are funded and unfilled. County Human Resource Services department has not been able to determine the accurate vacancy rate for the county due to departments intentionally leaving positions unfilled and reallocating the funds to other purposes. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 10 | Overall county salaries have not kept pace with Alameda County’s goal of remaining at least in the median salary range of surrounding counties. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 10 | Overall county salaries have not kept pace with Alameda County’s goal of remaining at least in the median salary range of surrounding counties. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 11 | The Alameda County Board of Supervisors has not conducted an annual salary survey per the requirements of the county charter. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 12 | The Alameda County Human Resource Services department fails to collect sufficient data on many aspects of human resource management. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 2 | The Alameda County Board of Supervisors has no policy regarding how long a budgeted employee position can remain vacant. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 3 | It usually takes between three to eight months for agencies in Alameda County to fill an open position, and sometimes even a year or more. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 4 | Alameda County Human Resource Services department does not have sufficient staff to meet current recruitment processing needs in a timely manner. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 5 | There is a 10-day notification requirement prior to interviewing applicants. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 6 | The Alameda County Human Resource Services department is only allowed to provide departments with the names of the candidates with the top 5 scores for a position. Departments are only allowed to interview from this top 5 list. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 7 | Some individual departments’ long interview time frames are one of the biggest delays in the hiring process. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 8 | The Alameda County Human Resource Services department has taken the first steps to modernize the employment website to maximize recruitment efforts and collect useful data, but much more needs to be done. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Fin | 9 | Applicants’ most common reasons for turning down job offers are insufficient salary, lack of remote work opportunities, and crime near county offices. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 1 | The Alameda County Human Resources Services department should conduct an analysis to determine a more accurate vacancy rate for the county. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 2 | The Alameda County Board of Supervisors should establish a policy to review the amount of time a position can remain vacant in individual departments. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 3 | The Alameda County Board of Supervisors should increase staffing in the Alameda County Human Resource Services department to enable recruitments to be processed more quickly and eliminate the backlog of recruitments. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 4 | The Alameda County Human Resource Services department should require departments/agencies to schedule their subject matter experts when the recruitment timeline is scheduled. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 5 | The Alameda County Board of Supervisors should conduct a comprehensive analysis of the hiring and recruitment process from beginning to end, both in the Alameda County Human Resource Services department and the individual departments, to identify ways to improve and streamline the hiring process. | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 6 | The Alameda County Human Resource Services department should reduce the ten-day notification requirement prior to interviewing applicants. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 7 | The Alameda County Board of Supervisors should expand the hiring list “Rule of 5” to the “Rule of 8.” | Alameda County Board of Supervisors |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 8 | The Alameda County Human Resource Services department should perform a comprehensive analysis of all data needed for recruitment, hiring and retention purposes, and ensure its implementation. | Alameda County Human Resource Services |
| Alameda | Alameda-1-Alameda County’s Staffing Vacancy Rate Causes Concern | 12 | 9 | Rec | 9 | The Alameda County Board of Supervisors needs to conduct a comprehensive salary survey per the requirements of the county charter. | Alameda County Board of Supervisors |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Fin | 1 | The Alameda County Probation Department has a high incidence of inoperable vehicles | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Fin | 2 | There is an ongoing problem with vehicles being broken into and parts being stolen at probation parking lots. | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Fin | 3 | There is no current Alameda County Probation Department mandatory management-specific training offered to new supervisors. | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Fin | 4 | The Alameda County Probation Department case management software does not provide any notifications regarding cases approaching their required review deadlines. | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Rec | 1 | The Alameda County Probation Department must meet with the Alameda County General Services Agency to determine a root cause for the large number of inoperable vehicles. | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Rec | 2 | The Alameda County Probation Department should evaluate the security of their vehicle storage lots to avoid theft and vandalism. | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Rec | 3 | The Alameda County Probation Department should reinstate the “New Supervisor Training Academy” and it should be mandatory for new supervisors | Alameda County Probation Department |
| Alameda | Alameda-2-Great Expectations for the Alameda County Probation Department | 4 | 4 | Rec | 4 | A tickler should be added to the Alameda County Probation Department case management system notifying supervisors when a case is approaching a required review deadline. | Alameda County Probation Department |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-10 | Out of public view, the Oakland City Council used a non-competitive process to select a revenue producing billboard provider. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-10 | Out of public view, the Oakland City Council used a non-competitive process to select a revenue producing billboard provider. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-11 | Out of public view, the Oakland City Council used a non-competitive process to select nonprofit organizations to receive billboard revenue and free advertising space. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-11 | Out of public view, the Oakland City Council used a non-competitive process to select nonprofit organizations to receive billboard revenue and free advertising space. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-12 | An Oakland City Council member should have recused themselves from consideration of nonprofit recipients because their spouse has been a board member of one of the organizations and has been a paid consultant to another. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-12 | An Oakland City Council member should have recused themselves from consideration of nonprofit recipients because their spouse has been a board member of one of the organizations and has been a paid consultant to another. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-13 | The Oakland City Council allowed lobbyists for billboard companies to have undue influence over the process by providing content and language that was inserted verbatim into official council documents. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-13 | The Oakland City Council allowed lobbyists for billboard companies to have undue influence over the process by providing content and language that was inserted verbatim into official council documents. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-9 | The Oakland City Council disregarded expert city staff and an impartial consultant’s recommendations to select Becker/Outfront over an option that would have paid the city substantially more money with less visual impact. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Fin | 24-9 | The Oakland City Council disregarded expert city staff and an impartial consultant’s recommendations to select Becker/Outfront over an option that would have paid the city substantially more money with less visual impact. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-10 | Oakland City Council members must disclose conflicts of interest, including close family connections, prior to awarding contracts, exclusive negotiating rights, or relocation agreements. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-10 | Oakland City Council members must disclose conflicts of interest, including close family connections, prior to awarding contracts, exclusive negotiating rights, or relocation agreements. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-11 | In an effort to maintain transparency, the Oakland City Council must disclose when lobbyists with an interest in pending legislation provide specific content or language for official reports, memos, resolutions, or other documents. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-11 | In an effort to maintain transparency, the Oakland City Council must disclose when lobbyists with an interest in pending legislation provide specific content or language for official reports, memos, resolutions, or other documents. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-7 | The Oakland City Council must take into consideration the expert advice of staff and consultants before passing legislation and resolutions. When staff recommendations show large differences in potential revenue from competing proposals, such matters should not be put on the consent calendar. There must be council deliberation and debate on such items. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-7 | The Oakland City Council must take into consideration the expert advice of staff and consultants before passing legislation and resolutions. When staff recommendations show large differences in potential revenue from competing proposals, such matters should not be put on the consent calendar. There must be council deliberation and debate on such items. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-8 | When choosing providers of revenue-generating resources such as billboard advertising rights, the Oakland City Council must use a competitive request for proposal with written criteria for selection, submission requirements, deadlines, and head-to-head comparisons of competing proposals as analyzed by expert staff. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-8 | When choosing providers of revenue-generating resources such as billboard advertising rights, the Oakland City Council must use a competitive request for proposal with written criteria for selection, submission requirements, deadlines, and head-to-head comparisons of competing proposals as analyzed by expert staff. | Oakland Mayor |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-9 | When selecting nonprofit entities to receive city resources, the Oakland City Council must use an open and transparent process that is accessible to all Oakland nonprofits. Selection criteria, submission requirements, deadlines, and head-to-head comparisons of competing proposals must be made public. | Oakland City Council |
| Alameda | Alameda-3-Hasty Council Decision on Billboards Costs Oakland Millions | 5 | 5 | Rec | 24-9 | When selecting nonprofit entities to receive city resources, the Oakland City Council must use an open and transparent process that is accessible to all Oakland nonprofits. Selection criteria, submission requirements, deadlines, and head-to-head comparisons of competing proposals must be made public. | Oakland Mayor |
| Alameda | Alameda-4-Hayward Superior Court Holding Cells | 0 | 0 | Rec | . | . | . |
| Alameda | Alameda-4-Hayward Superior Court Holding Cells | 0 | 0 | Rec | . | . | . |
| Alameda | Alameda-5-Hurry up and Wait: Ambulance Service Delayed by Long Turn-Around Times at Emergency Rooms | 2 | 2 | Fin | Fi9nding 24-31 | Data provided and statistics published by the Alameda County Emergency Medical Services agency contained numerous inconsistencies or inaccuracies. | Alameda County Emergency Medical Services |
| Alameda | Alameda-5-Hurry up and Wait: Ambulance Service Delayed by Long Turn-Around Times at Emergency Rooms | 2 | 2 | Fin | Finding 24-30 | Off-load times are under the control of the hospitals, not the ambulance companies. | Alameda County Emergency Medical Services |
| Alameda | Alameda-5-Hurry up and Wait: Ambulance Service Delayed by Long Turn-Around Times at Emergency Rooms | 2 | 2 | Rec | Recommendation 24-25 | The data collection and analyses processes of the Alameda County Emergency Medical Services agency should be audited to ensure accuracy. | Alameda County Emergency Medical Services |
| Alameda | Alameda-5-Hurry up and Wait: Ambulance Service Delayed by Long Turn-Around Times at Emergency Rooms | 2 | 2 | Rec | Recommendation 24-26 | The Alameda County Emergency Medical Services agency should work with a throughput consultant in conjunction with hospitals to ensure the reduction of off-load times. | Alameda County Emergency Medical Services |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-1 | The Oakland Police Department does not have a long-term strategic plan for implementation and use of technology. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-2 | The Oakland Police Department does not respond to all ShotSpotter verified alerts. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-3 | The Oakland Police Department will be unable to respond to an estimated 100+ license plate reader alerts per day. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-4 | The Oakland Police Department does not have written procedures for responding to ShotSpotter and license plate reader alerts. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-5 | Without written procedures, the Oakland Police Department is unable to evaluate how to improve the effectiveness and identify bias in its response to alerts. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-6 | The Oakland Police Department’s IT Unit is understaffed, reducing its ability to support existing technologies and implement long-term plans. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-7 | The Oakland Police Department’s IT Unit does not fully utilize Oakland’s city IT department productivity tools including, but not limited to, trouble ticketing system, monitoring services and inventory systems | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Fin | 24-8 | The Oakland Police Department does not utilize voice form technology to assist officers when writing reports. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-1 | The Oakland Police Department must develop a long-term strategic technology plan. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-2 | The Oakland Police Department must develop a written policy for selecting and responding to ShotSpotter alerts. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-3 | The Oakland Police Department must develop a written policy for selecting and responding to ALPR alerts | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-4 | The Oakland Police Department’s IT Unit should replace rotating sworn officers with permanent non-sworn technology-trained IT professionals. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-5 | The Oakland Police Department’s IT Unit should utilize the city of Oakland’s IT tools including but not limited to help desk and trouble ticketing. | Oakland Police Department |
| Alameda | Alameda-6-Oakland Police Department: Missed Opportunities with Technology | 8 | 6 | Rec | 24-6 | The Oakland Police Department should set up a pilot program to implement voice forms for officer-required reports. | Oakland Police Department |
| Alameda | Alameda-8-San Leandro City Jail | 0 | 0 | Rec | . | . | . |
| Alameda | Alameda-8-San Leandro City Jail | 0 | 0 | Rec | . | . | . |
| Alameda | Alameda-8-San Leandro City Jail | 0 | 0 | Rec | . | . | . |
| Alameda | Alameda-8-San Leandro City Jail | 0 | 0 | Rec | . | . | . |
| Amador | Amador-1-Amador Fire Protection District Special Benefits Assessment Process | 1 | 0 | Fin | 1 | Based on the results of the investigation, the AFPD Board of Directors’ actions complied with Proposition 218 and the assessment and ballot process was transparent. | . |
| Amador | Amador-1-Amador Fire Protection District Special Benefits Assessment Process | 1 | 0 | Rec | . | . | . |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Fin | 1 | Each of the wastewater districts operates independently with its own management and staff resulting in extensive administrative overhead. | . |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Fin | 2 | Consistent with previous grand juries, this Grand Jury found that as As individual entities, the wastewater special service districts function in an open and transparent manner. F32 – There are four components to the Oroville sewer system. There are three special districts, City of Oroville wastewater service, Lake Oroville Area Public Utility District, and Water and Sewer 53 District which provide for the collection and transmission of wastewater. The wastewater ends up at the water treatment plant operated by the Sewer Commission-Oroville Region (SC-OR). Each of the districts operates independently with its own management and staff, resulting in extensive administrative overhead. The public would be better served by consolidation. | . |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Fin | 3 | The Butte County Local Area Formation Agency (LAFCO) conducts periodic Municipal Service Reviews (MSR) of service districts in the county, including those involved in wastewater management. Each is doing what is required to make the system function, but it would be in the public interest for the operations to be consolidated going forward | . |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Fin | 4 | The system infrastructure, 150 years old in some sections, is failing due to age, antiquated materials and a lack of maintenance resulting in inflow, infiltration and exfiltration in the system. This means that sewage is leaking from the system, water leaking into the system and storm water is being discharged directly into the system. The result is pollution and the potential, and actual, overload of the water treatment facilities. The cost of addressing these problems related to aging wastewater infrastructure and meeting future water quality mandates isis substantial and beyond the resources of the individual districts. and can best be addressed by consolidation. The advantages of consolidation include: • One central team of managers, • One central plan for the upgrade of infrastructure, • One equipment purchasing and maintenance system, • Better use of existing personnel, equipment and infrastructure, • A better financial plan to meet the present and future needs for infrastructure upgrades and maintenance, • Retention of local control and management of the system. | Local Agency Formation Commission |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Fin | 4 | The system infrastructure, 150 years old in some sections, is failing due to age, antiquated materials and a lack of maintenance resulting in inflow, infiltration and exfiltration in the system. This means that sewage is leaking from the system, water leaking into the system and storm water is being discharged directly into the system. The result is pollution and the potential, and actual, overload of the water treatment facilities. The cost of addressing these problems related to aging wastewater infrastructure and meeting future water quality mandates isis substantial and beyond the resources of the individual districts. and can best be addressed by consolidation. The advantages of consolidation include: • One central team of managers, • One central plan for the upgrade of infrastructure, • One equipment purchasing and maintenance system, • Better use of existing personnel, equipment and infrastructure, • A better financial plan to meet the present and future needs for infrastructure upgrades and maintenance, • Retention of local control and management of the system. | Butte County government |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Rec | 0 | 0 | 0 |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Rec | 1 | By the end of calendar year 2024, the Butte County Board of Supervisors use its influence begin discussions with COOR, SC-OR, TWSD and LOAPUD to begin the process of consolidating wastewater services in the Oroville area with the goal of eliminating duplication of services, increasing efficiency, and providing for the upgrade of infrastructure and facilities while retaining local control. | Local Agency Formation Commission |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Rec | 1 | By the end of calendar year 2024, the Butte County Board of Supervisors use its influence begin discussions with COOR, SC-OR, TWSD and LOAPUD to begin the process of consolidating wastewater services in the Oroville area with the goal of eliminating duplication of services, increasing efficiency, and providing for the upgrade of infrastructure and facilities while retaining local control. | Butte County government |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Rec | 2 | The Butte County Board of Supervisors tries to consolidate Oroville area wastewater services as part of the 2030 County General Plan. | Local Agency Formation Commission |
| Butte | Butte-4-Multiplicity of Sewer Districts in the Oroville Area | 4 | 2 | Rec | 2 | The Butte County Board of Supervisors tries to consolidate Oroville area wastewater services as part of the 2030 County General Plan. | Butte County government |
| Calaveras | Calaveras-1-Calaveras Co Animal Services | 1 | 1 | Fin | 1 | The Animal Services website needs improvements for the public to use it as an information resource. | Calaveras Animal Service Website Moderator |
| Calaveras | Calaveras-1-Calaveras Co Animal Services | 1 | 1 | Rec | 1 | Calaveras County Civil Grand Jury recommends that Animal Services update its website with current information and improved user-friendly operations as suggested in the Discussion – Website portion of this report by November 1, 2024. | Calaveras Animal Service Website Moderator |
| Calaveras | Calaveras-2-Calaveras Co Education – Pathways to the Future | 2 | 0 | Fin | 1 | Calaveras County schools are doing an excellent job in providing Career Technical Training opportunities. | . |
| Calaveras | Calaveras-2-Calaveras Co Education – Pathways to the Future | 2 | 0 | Fin | 2 | There is a dedicated staff of educators at our county high schools that are facilitating these programs and engaging students. | . |
| Calaveras | Calaveras-2-Calaveras Co Education – Pathways to the Future | 2 | 0 | Rec | . | . | . |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 1 | The five-year rate increase is disproportionately spread by meter size and usage, which has caused the 5/8” and 3/4″ meter customers to bear a greater percentage of the overall rate increase. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 2 | The Lease-To-Own Program has not resulted in the purchase ownership of any vehicles, despite what was stated in Calaveras County Water District’s community presentations. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 3 | Vehicle Lease-To-Own programs are not always the most effective use of funds. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 4 | The practice of assigning district vehicles to management personnel is unnecessary to operations and creates additional expense and liability. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 5 | The Enterprise Resource Planning software integration issues cause unnecessary inefficiencies in day-to-day operations. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 6 | Given the fear of retaliation, rank and file employees at Calaveras County Water District do not feel they can express their concerns to their superiors. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Fin | 7 | Regularly scheduled employee performance reviews are not being completed in a timely or consistent manner, causing a lack of accountability at all levels of the workforce. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 1 | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, Calaveras County Water District follow their own policy and recalculate the base and usage rates so that the smaller meter customers are not subsidizing the larger meter customers. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 1a | Calaveras County Civil Grand Jury recommends that the Calaveras County Board of Supervisors request that the California State Controller conduct a review of CCWD’s internal control system to determine the adequacy of CCWD’s controls for conducting its operations, preparing financial reports, safeguarding of assets, and ensuring proper use of public funds. Government Code Section 12422.5 authorizes the State Controller to “audit any local agency for purposes of determining whether the agency’s internal controls are adequate to detect and prevent financial errors and fraud.” | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 2 | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, Calaveras County Water District publish a correction to the statement made in their community presentations. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 2a | Calaveras County Civil Grand Jury recommends that the Calaveras County Board of Supervisors request that the California State Controller conduct a review of CCWD’s internal control system to determine the adequacy of CCWD’s controls for conducting its operations, preparing financial reports, safeguarding of assets, and ensuring proper use of public funds. Government Code Section 12422.5 authorizes the State Controller to “audit any local agency for purposes of determining whether the agency’s internal controls are adequate to detect and prevent financial errors and fraud.” | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 3 | Calaveras County Civil Grand Jury recommends that the management of Calaveras County Water District, by December 31, 2024, re-evaluate the effectiveness of the Lease To-Own Program by initiating a study that compares the cost of leasing and subsequently returning vehicles, versus the ownership of vehicles throughout a reasonably expected useful lifespan. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 3a | Calaveras County Civil Grand Jury recommends that the Calaveras County Board of Supervisors request that the California State Controller conduct a review of CCWD’s internal control system to determine the adequacy of CCWD’s controls for conducting its operations, preparing financial reports, safeguarding of assets, and ensuring proper use of public funds. Government Code Section 12422.5 authorizes the State Controller to “audit any local agency for purposes of determining whether the agency’s internal controls are adequate to detect and prevent financial errors and fraud.” | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 4 | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, all Calaveras County Water District vehicles be used by personnel only within the scope of their job descriptions during business hours with exceptions of after-hours by on-call and emergency response personnel. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 4a | Calaveras County Civil Grand Jury recommends that the Calaveras County Board of Supervisors request that the California State Controller conduct a review of CCWD’s internal control system to determine the adequacy of CCWD’s controls for conducting its operations, preparing financial reports, safeguarding of assets, and ensuring proper use of public funds. Government Code Section 12422.5 authorizes the State Controller to “audit any local agency for purposes of determining whether the agency’s internal controls are adequate to detect and prevent financial errors and fraud.” | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 5 | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, Calaveras County Water District contract with an information technology firm that has the expertise to identify and provide an action plan to resolve the current system integration issues. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 5a | Calaveras County Civil Grand Jury recommends that the Calaveras County Board of Supervisors request that the California State Controller conduct a review of CCWD’s internal control system to determine the adequacy of CCWD’s controls for conducting its operations, preparing financial reports, safeguarding of assets, and ensuring proper use of public funds. Government Code Section 12422.5 authorizes the State Controller to “audit any local agency for purposes of determining whether the agency’s internal controls are adequate to detect and prevent financial errors and fraud.” | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 5b | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, a process and timeline be created for the migration of other standalone applications at Calaveras County Water District into their Enterprise Resource Planning platform. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 6 | Calaveras County Grand Jury recommends that, by December 31, 2024, an outside human resource consultant be contracted to address the root of workplace culture issues with all Calaveras County Water District management and employees. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 7a | Calaveras County Grand Jury recommends that all employees in a supervisory level position review the District employee performance evaluation policy and comply with that policy by December 31, 2024. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-3-Calaveras Co Water District – Still Waters Run Deep | 7 | 14 | Rec | 7b | Calaveras County Civil Grand Jury recommends that, by December 31, 2024, the Calaveras County Water District Human Resources Department document and enforce the execution of regularly scheduled employee performance reviews. | Calaveras County Water District Board of Directors |
| Calaveras | Calaveras-5-Ebbetts Pass Veterans Memorial Dist. – The Value of Transparency | 2 | 2 | Fin | 1 | The Ebbetts Pass Veterans Memorial District Board of Directors has demonstrated a lack of adequate training in the Ralph M. Brown Act. | Ebbetts Pass Veterans Memorial District Board of Directors |
| Calaveras | Calaveras-5-Ebbetts Pass Veterans Memorial Dist. – The Value of Transparency | 2 | 2 | Fin | 2 | Because Ebbetts Pass Veterans Memorial District’s website has not been updated due to technical difficulties, important information, such as Board member contact information and reliable meeting date schedules and locations, is not being disseminated to the public. | Ebbetts Pass Veterans Memorial District Board of Directors |
| Calaveras | Calaveras-5-Ebbetts Pass Veterans Memorial Dist. – The Value of Transparency | 2 | 2 | Rec | 1 | R1a. Calaveras County Civil Grand Jury recommends all current board members be trained regarding public meetings by taking Brown Act training by September 1, 2024. R1b. Calaveras County Civil Grand Jury recommends any newly appointed or elected board member be trained regarding public meetings by taking Brown Act training within three (3) months of taking the oath of office. | Ebbetts Pass Veterans Memorial District Board of Directors |
| Calaveras | Calaveras-5-Ebbetts Pass Veterans Memorial Dist. – The Value of Transparency | 2 | 2 | Rec | 2 | R2a.Calaveras County Civil Grand Jury recommends Ebbetts Pass Veterans Memorial District have their new website deployed, with appropriate ADA compliance, no later than January 1, 2025. R2b. Calaveras County Civil Grand Jury recommends Ebbetts Pass Veterans Memorial District create a standard means for the public to submit agenda items, in a clear and concise process, by January 1, 2025. | Ebbetts Pass Veterans Memorial District Board of Directors |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 1 | F1. Antioch’s City Manager has broad responsibility to ensure the efficient operation of the city, including supervision of an approximately $100 million general fund budget and an authorized staff of over 400 employees. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 10 | F10. The Police, Public Works and Community Development departments currently are without permanent department heads. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 11 | F11. Seven of the eleven most senior positions in Antioch city government are currently held by acting or part-time personnel, including City Manager, Assistant City Manager, Directors of Community Development, Police Services, and Public Works (all acting) and the Directors of Economic Development and Recreation (both part-time). | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 12 | F12. The employee vacancy rate is above the city-wide average in the Public Works Department (26% vacancy rate) and Community Development Department (35% vacancy rate), both of which currently do not have permanent directors. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 13 | F13. Recruitment and retention of staff has been impacted by the absence of a permanent City Manager and the lack of permanent department heads in multiple city departments. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 14 | F14. The Contra Costa County District Attorney’s Office conducted an investigation into alleged Brown Act violations by Mayor Lamar Hernandez-Thorpe and Council Members Tamisha Torres-Walker and Monica Wilson, which was forwarded to the Grand Jury. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 15 | F15. The District Attorney’s Office noted serious concerns that noncompliance with the Brown Act may have occurred, however, there was insufficient evidence to prove beyond a reasonable doubt intentional violations of the statute occurred. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 2 | F2. The city began the process of recruiting a new permanent City Manager in January 2024. As of June 10, 2024, no hiring decision has been announced. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 3 | F3. As outlined in both the City Manager job description and in city recruitment materials, the City Manager position requires a qualified and experienced individual. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 4 | F4. There has been a lack of continuity in City Managers in Antioch, with six City Managers or Acting City Managers since December 2013. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 5 | F5. Under city ordinances the City Council, including the Mayor, has no direct authority to direct, supervise, hire, or fire any city employees, other than the City Manager and City Attorney (Ordinance 246-A). | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 6 | F6. The Mayor and City Council members have on occasion overstepped their authority in seeking to make personnel decisions, including terminating the then Public Works Director in December 2022, in ways not permitted by city ordinance (Antioch City Code § 2-2.06 and § 2-2.10). | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 7 | F7. The Mayor and City Council members have on occasion sought to conduct meetings with City Staff without the approval or involvement of the City Manager, as required by city ordinance (Antioch City Code § 2-2.10). | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 8 | F8. Antioch’s city government had a 21.6% employee vacancy rate as of February 2024, roughly four-times the national average for government agencies. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Fin | 9 | F9. In the absence of a permanent City Manager since March 2023, the city has deferred hiring new department heads when openings occur. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Rec | 1 | R1. The Mayor and City Council should follow through on the ongoing process of hiring an experienced and qualified City Manager. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Rec | 2 | R2. The Mayor and City Council should abide by city regulations (Antioch City Code § 2-2.06 and § 2-2.10) that preclude the Mayor and City Council from having any direct authority to direct, supervise, hire or fire any city employee, other than the City Manager and City Attorney. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Rec | 3 | R3. The new City Manager should, within 6 months of their appointment to the position of City Manager, recruit and appoint permanent department heads to fill current department head vacancies. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Rec | 4 | R4. By 1/1/2025 the City Council should direct the City Manager to undertake a study to determine the factors leading to the city’s high employee turnover and vacancy rates. | Antioch City Council |
| Contra Costa | Contra Costa-1-Challenge Facing the City of Antioch | 15 | 5 | Rec | 5 | R5. By 1/1/2025 the Mayor and City Council should consider directing the City Manager and City Attorney to organize an annual training session focused on Brown Act requirements and compliance for the Mayor, City Council members, relevant city employees and members of city boards and commissions. | Antioch City Council |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 1 | The CWS is used in response to emergencies in the County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 10 | An opt-out system would incur an initial cost to educate residents and businesses of the CWS system change on the order of $500,000. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 11 | Outdoor warning systems supplement other warning tools by providing acoustic (voice or siren sounds) to people who are outdoors. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 12 | Long Range Acoustic Devices (LRADs) can broadcast audible instructions to people outdoors when cell phones and other alert-receiving devices may not be working or heard. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 13 | A sound study is needed to evaluate where, if at all, LRADs might be effective in Contra Costa County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 14 | Sites where LRADs could be located would need to be identified for any areas in which LRADs are found to be effective. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 15 | The County would incur a cost for a sound study on the feasibility to deploy LRADs within the County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 16 | There is no estimate of the cost for an independent, third party to conduct a feasibility study for the use of LRADs within the County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 17 | LRADs would be part of the County’s emergency response warning tools. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 18 | Costs related to emergency response can be funded from Measure X revenue. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 19 | At all times, one of the three CWS employees is the designated on-call duty officer who responds to requests for activation of the CWS. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 2 | About 30% of County residents have created a CWS account and entered their contact data. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 20 | In the event of disasters such as fast-moving wildfires, a reasonable time for alerts to be sent to the public is within 20 minutes of when the incident commander contacts the CWS duty officer. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 21 | Once the CWS duty officer is contacted by the Sheriff’s dispatch center the CWS duty officer has up to 10 minutes to call the incident commander. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 22 | In the event the CWS duty officer is not reached after two attempts to contact them, the dispatch center attempts to contact a backup person to the duty officer. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 23 | Additional time is required to contact CWS backup personnel and have them get to a computer and establish a secure connection into the CWS. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 24 | In the event the CWS duty officer is not reached after two attempts by the dispatch center to contact them, the time required to contact backup personnel to the on-call CWS duty officer is uncertain. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 25 | Reliance on a single person to operate the CWS, the on-call CWS duty officer, creates a risk that alerts and notifications could be delayed. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 26 | Two evacuation drills in the city of Richmond in 2022 and 2023 resulted in half of the drill participants claiming they should have received a drill alert but did not, or received the alert hours later after the drill was completed. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 27 | The CWS did not conduct any studies to verify or understand the claims Richmond evacuation drill participants made that they should have received a drill alert but did not, or received the alert hours later after the drill was completed. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 28 | The CWS is not tested to determine the extent to which people actually notice, read, or hear alerts sent by the CWS. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 29 | The CWS staff evaluates its systems and processes for risks. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 3 | The approximately 70% of residents who haven’t registered with CWS may not receive any alerts in the event that other alerting tools not reliant on registration in the CWS – WEA, radios, and TVs – are not activated. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 30 | The County has not engaged a firm with expertise in risk analysis of community warning systems to conduct a comprehensive risk analysis of the CWS since the County took control of the system in 2001. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 4 | Additional redundancies in the processes and operation of the CWS can increase the potential for more people to receive timely alerts. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 5 | To enable the redundancy of other alerting tools – sending recorded voice messages to cell and VoIP phones, text messages, and emails – the contact data for these devices must be registered in the CWS. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 6 | Phone numbers and associated physical addresses can be loaded into the CWS for all businesses and residents in the County from the various telecom providers that serve the County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 7 | In an opt-out warning system, County residents and businesses that do not want their phone and/or email data in the CWS can request to have their data removed. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 8 | The reliance of the CWS on voluntary registration creates a risk that too few residents will register their phones and email in CWS. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Fin | 9 | An opt-out system would incur annual costs for data subscriptions on the order of $100,000. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 1 | By March 31, 2025, the Board of Supervisors should develop a plan to modify the CWS so that it automatically registers all available contact data for all County residents and businesses into its system and provides a mechanism for residents and businesses to opt out of the automatic registration process. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 2 | By December 31, 2025, the Board of Supervisors should complete the implementation of the plan to modify the CWS so that it automatically registers all available contact data for all County residents and businesses into its system and provides a mechanism for residents and businesses to opt out of the automatic registration process. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 3 | By December 31, 2024, the Board of Supervisors should commission a sound study by an independent, third party to determine the feasibility of deploying LRADs in any areas of the County. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 4 | By June 30, 2025, the Office of the Sheriff should train employees in the Sheriff’s dispatch center to operate the CWS. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 5 | By March 31, 2025, the Office of the Sheriff should implement a plan to conduct testing of the CWS to determine the causes of the failure of CWS alerts to reach all the intended recipients of test alerts within 10 – 20 minutes of the time the alert is sent. | Office of the Sheriff |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 6 | By June 30, 2025, the Board of Supervisors should execute a contract with a third-party consulting firm to conduct a comprehensive risk analysis of the CWS, including its processes, procedures, contracts, hardware, and software. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 7 | By March 31, 2025, the Board of Supervisors should direct the County’s Chief Administrative Officer to establish a CWS advisory subcommittee of the Emergency Services Policy Board. | Board of Supervisors |
| Contra Costa | Contra Costa-5-The Contra Costa County Community Warning System, Will Everyone Get a Warning in Time? | 30 | 8 | Rec | 8 | By June 30, 2025, the Office of the Sheriff should implement a process to ensure that first responders in County agencies who take the CWS training certify they have reviewed and understood the training materials. | Office of the Sheriff |
| Del Norte | Del Norte-1-Alder Conservation Camp CC #20 | 1 | 1 | Fin | F1 | Jurors observed that eyewash stations were dusty and covered in cobwebs. When tested, the eyewash stations worked, but the lack of cleanliness suggested they were not consistently maintained. | Superintendent of Alder Conservation Camp |
| Del Norte | Del Norte-1-Alder Conservation Camp CC #20 | 1 | 1 | Rec | R1 | Cleaning and testing eyewash stations should be part of the regular facility maintenance regimen. | Superintendent of Alder Conservation Camp |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 1 | Conditions in the jail such as the mold, flooding toilets, and asbestos are a health hazard for both inmates and staff;. | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 2 | F2. The insufficient staffing that results in twelve-hour shifts and safety check failures is a security threat to staff and inmates; | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 3 | F3. Non-competitive compensation makes it difficult to recruit new staff; | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 4 | F4. Adverse working conditions and non-competitive compensation make it difficult to retain staff; | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 5 | F5. The position and size of mirrors and monitors in the control pod create blind spots for staff, and present a security risk for both inmates and staff; | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 6 | F6. Broken windows create visibility problems; | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Fin | 7 | F7. Unsecured inmate records are at risk for unauthorized access. RECOMMENDATIONS | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Rec | 1 | R1. One factor in losing staff has been that newly hired graduates stay a year and then leave for jobs elsewhere. Offer incentives such as paying a percentage of student debt each year beyond the first year of service. | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Rec | 2 | R2. Ensure that USDA Rural Development Community Facilities Projects grants for jail improvements are applied for and followed up on. | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Rec | 3 | R3. Investigate why there is a problem with the Del Norte County Maintenance Department. | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Rec | 4 | R4. Place unsecured inmate records in a secure location, offsite if necessary. | The Del Norte County Sheriff |
| Del Norte | Del Norte-2-County Jail Tour & Investigation | 7 | 5 | Rec | 5 | R5. Institute procedure for reporting when the attorney phone is out of order | The Del Norte County Sheriff |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F1 | CCHD provides credit cards to certain staff members to assist with their ability to conduct CCHD business; | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F2 | In 2021, a CCHD staff member misused the CCHD credit card to pay for a personal travel expense; | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F3 | CCHD has not produced any actual receipts demonstrating that the staff member fully reimbursed CCHD for the staff’s misuse of the CCHD credit card; | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F4 | CCHD staff developed a credit card policy in November 2022, but the policy was not discussed and approved by the CCHD commissioners in an open meeting; | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F5 | CCHD failed to undergo timely audits for several fiscal years, including 2020/2021 and 2021/2022; | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Fin | F6 | As of 2024, CCHD has completed its required audits. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R1 | CCHD should require staff to undergo regular training and should provide cross- training for staff on requirements and best practices for financial management and safeguarding public funds. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R2 | The CCHD should discuss the November 2022 credit card policy in an open meeting and determine whether it is sufficient to safeguard public funds, and whether to approve it as is or amend it by September 30, 2024. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R3 | CCHD should require staff to annually sign an acknowledgement of the Credit Card Policy. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R4 | CCHD should require staff to separate their CCHD credit card from their personal credit cards via a sleeve, or other method, to avoid CCHD’s credit card from being misused for personal expenses by mistake. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R5 | If a staff member misuses a CCHD credit card for a personal expense, CCHD should require the employee to reimburse CCHD via a trackable method, such as by check or credit card transaction which bolsters public faith and trust. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R6 | CCHD should make compliance with state auditing requirements a priority to prevent future violations of the law. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-3-Crescent City Harbor District | 6 | 7 | Rec | R7 | CCHD should request auditors to prominently highlight their review for credit card transactions and to clearly indicate whether they found credit card usage to be for CCHD business and supported by actual receipts. | Crescent City Harbor Commissioners |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Fin | 1 | Insufficient preparation time is provided before court appearances for the incarcerated youth to meet with their legal counsel; | The Del Norte County Probation Department |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Fin | 2 | The incarcerated youths are being transported back to The Facilities immediately after court appearances in Del Norte County without an opportunity for an exit interview with their legal counsel; | The Del Norte County Probation Department |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Fin | 3 | In addition to the lack of an exit interview, a further problem is a breakdown in communication between the Del Norte County Probation Department and legal counsel for the incarcerated; | The Del Norte County Probation Department |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Fin | 4 | There is no particular space reserved for confidential attorney-client meetings. | The Del Norte County Probation Department |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Rec | 1 | Del Norte County Probation should transport the incarcerated youths to arrive at the Del Norte Juvenile Hall with adequate time before court, which is agreed upon by both probation and legal counsel, so the attorneys can have proper, adequate, confidential meeting time to prepare for court. | The Del Norte County Probation Department |
| Del Norte | Del Norte-5-Probation | 4 | 2 | Rec | 2 | Del Norte County Probation should return the incarcerated youth(s) to the Del Norte Juvenile Hall after court, where they will not be returned to The Facilities until the attorney has sufficient time to discuss what happened in court. | The Del Norte County Probation Department |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 1 | Georgetown Airport is unsafe to operate due to overgrowth of trees. Because the County has known about this hazard and continued normal operations into at least December 2023, it may be subject to a claim of gross negligence if an accident happens. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 2 | Up until December 2023, the County had no immediate plan to address the issue until receiving a notice from Caltrans that the airport would be closed to night operations pending the tree hazards being removed | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 3 | The County has been putting its citizens, visitors, and employees at unnecessary risk of injury or death despite being advised of the issue for at least ten years. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 4 | The safety risks have been overshadowed by County efforts to improve the economic viability of the airports that are losing approximately a half million dollars a year, based on the County prioritizing a $50,000 economic development study earlier than it funded a plan to reduce the tree hazards. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 5 | The County did not act in the required timeframe to a letter dated March 19, 2022, from the California State Department of Transportation (Caltrans) for the County to submit an obstruction removal plan for the Georgetown Airport per FAA requirements, resulting in the airport being closed for night operations on December 7, 2023. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 6 | A pole that originally marked the tree line to the west side of the runway is no longer functioning for that purpose but serves as another potential hazard to pilots. Any contact with a rigid hazard like this pole would almost certainly cause a fatal accident. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 7 | General aviation airports don’t get a lot of political attention because they benefit so few constituents and are only politically relevant as a revenue generator and/or emergency preparedness resource. This contributes to the lack of attention and visibility airport issues have had throughout the County in recent years, contributing to the severity of this issue. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Fin | 8 | The County’s failure to mitigate this known hazard threatens the financial health of the County since they will face lawsuits if injury or death results from the unsafe airport. The $50 million liability coverage from the airport insurance policy may be inadequate to cover losses from potential claims of gross negligence and may impact the general fund. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Rec | 1 | The County needs to have a funded plan to address all tree hazards at the Georgetown Airport by the end of March 2024, completing removal of the tree and pole hazards by September 2024, to the satisfaction of Caltrans and meeting FAA regulations. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Rec | 2 | – The Board of Supervisors should immediately identify a champion (or team) to lead this effort, considering local pilot volunteers with aviation experience as well as County employees. The champion will provide monthly reports to the Board of Supervisors as to progress against the specific and funded action plan towards removing the hazards | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Rec | 3 | – Management of the two County-operated airports should be moved out of the Planning and Building Department by the end of 2024 to a department/agency that is better suited to managing a business of this nature and ensuring better visibility to issues at all levels of County government. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Rec | 4 | Prioritization must be focused on airport safety over economic growth. Although $50,000 was spent on the economic development plan, no funding for any of the suggested improvements coming out of that plan should be allocated until the airport hazards are completely addressed. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-1-Case 24-01 Georgetown Airport: A Disaster Waiting to Happen | 8 | 6 | Rec | 5 | Conduct annual safety inspections of both airports starting in 2025 and report the findings to the Board of Supervisors. Consider adding inspections of the airports to the required Grand Jury inspection of at least one detention facility annually by the 2024-2025 Grand Jury term. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-2-Case 24-02 GROWLERSBURG CONSERVATION CAMP INSPECTION | 0 | 0 | Rec | . | . | . |
| El Dorado | El Dorado-2-Case 24-02 GROWLERSBURG CONSERVATION CAMP INSPECTION | 0 | 0 | Rec | . | . | . |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 1 | The BOS is currently following the TOT Measure’s intent for the use of revenues/funds. Budget Resolution Number 063-2022 clarifies that TOT funds utilized by the BOS are the same as Sales and Property tax, meaning that the BOS has 100% discretionary authority to allocate TOT funds. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 1 | The BOS is currently following the TOT Measure’s intent for the use of revenues/funds. Budget Resolution Number 063-2022 clarifies that TOT funds utilized by the BOS are the same as Sales and Property tax, meaning that the BOS has 100% discretionary authority to allocate TOT funds. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 2 | There is no formal or consistent process for the various chambers or groups to request TOT funds, or transparency on how decisions are made to allocate funds. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 2 | There is no formal or consistent process for the various chambers or groups to request TOT funds, or transparency on how decisions are made to allocate funds. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 3 | There is no compliance process to ensure the collection of all TOT revenues from shortterm rental companies like Airbnb. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 3 | There is no compliance process to ensure the collection of all TOT revenues from shortterm rental companies like Airbnb. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 3 | There is no compliance process to ensure the collection of all TOT revenues from shortterm rental companies like Airbnb. | County Tax Collector |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 4 | The definition of ‘tourism and economic development’ is vague to the public and the source of misperception. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Fin | 4 | The definition of ‘tourism and economic development’ is vague to the public and the source of misperception. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 1 | The BOS should develop and implement a plan by January 1, 2025, to improve the transparency of the TOT funds request and allocation process, such as a TOT page on their website or a media campaign to alleviate public perception of misuse of funds | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 1 | The BOS should develop and implement a plan by January 1, 2025, to improve the transparency of the TOT funds request and allocation process, such as a TOT page on their website or a media campaign to alleviate public perception of misuse of funds | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 2 | To clarify that the funds are discretionary, Board Policy B-16 (see Appendix) should be updated in the latest CAO Budget Book, and everywhere else relevant, to properly set public expectations and reduce controversy. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 2 | To clarify that the funds are discretionary, Board Policy B-16 (see Appendix) should be updated in the latest CAO Budget Book, and everywhere else relevant, to properly set public expectations and reduce controversy. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 3 | The County Tax Collector should implement a compliance plan to ensure that all TOT taxes are identified and collected. | Board of Supervisors |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 3 | The County Tax Collector should implement a compliance plan to ensure that all TOT taxes are identified and collected. | CAO |
| El Dorado | El Dorado-4-Case 24-04 TRANSIENT OCCUPANCY TAX: TRANSPARENCY MATTERS | 4 | 3 | Rec | 3 | The County Tax Collector should implement a compliance plan to ensure that all TOT taxes are identified and collected. | County Tax Collector |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 1 | The new election headquarters is a well-designed and efficient operation for managing highvolume elections while providing transparency to the public. The Registrar of Voters and staff are to be commended for the design of the headquarters, integration of the systems and the oversight capability provided. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 1 | The new election headquarters is a well-designed and efficient operation for managing highvolume elections while providing transparency to the public. The Registrar of Voters and staff are to be commended for the design of the headquarters, integration of the systems and the oversight capability provided. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 2 | The Grand Jury did not find that any election results in the recent past have been materially altered or rigged through the voter eligibility procedures or vote tabulation systems. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 2 | The Grand Jury did not find that any election results in the recent past have been materially altered or rigged through the voter eligibility procedures or vote tabulation systems. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 3 | The Registrar of Voters and the Elections Department are sincere in their desire for free and transparent elections but are required to utilize California certified voting equipment and procedures that may introduce vulnerabilities and a lack of transparency into the election process. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 3 | The Registrar of Voters and the Elections Department are sincere in their desire for free and transparent elections but are required to utilize California certified voting equipment and procedures that may introduce vulnerabilities and a lack of transparency into the election process. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 4 | The Registrar of Voters and the Elections Department can do more to alleviate public concerns around election integrity through more frequent public communications (emails, newsletters, blogs, etc.), as they may have attempted in the past. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 4 | The Registrar of Voters and the Elections Department can do more to alleviate public concerns around election integrity through more frequent public communications (emails, newsletters, blogs, etc.), as they may have attempted in the past. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 5 | Due to the complexity of the Dominion vote tabulation systems, it is impossible to be completely assured of having removed all vulnerabilities. In addition, they are not physically shielded from wireless communications, which is apparently possible, causing additional concerns. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 5 | Due to the complexity of the Dominion vote tabulation systems, it is impossible to be completely assured of having removed all vulnerabilities. In addition, they are not physically shielded from wireless communications, which is apparently possible, causing additional concerns. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 6 | The video surveillance in use at ballot drop boxes is a spot check and does not cover all drop-boxes. Complete surveillance is likely impossible, but there may be additional ways to enhance coverage that should be considered. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 6 | The video surveillance in use at ballot drop boxes is a spot check and does not cover all drop-boxes. Complete surveillance is likely impossible, but there may be additional ways to enhance coverage that should be considered. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 7 | The Elections Department is complying with all state statutes, although additional safety checks and procedures may be available in vote-by-mail procedures that should be considered. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Fin | 7 | The Elections Department is complying with all state statutes, although additional safety checks and procedures may be available in vote-by-mail procedures that should be considered. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 1 | By the November 2024 election, the Dominion vote tabulation systems should be electronically isolated (e.g., a Faraday cage surrounding the tabulation system) to improve security and remove the possibility of any cellular or internet communication. Fiscal impact: $25,000-$50,000 (See Appendix 1) | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 1 | By the November 2024 election, the Dominion vote tabulation systems should be electronically isolated (e.g., a Faraday cage surrounding the tabulation system) to improve security and remove the possibility of any cellular or internet communication. Fiscal impact: $25,000-$50,000 (See Appendix 1) | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 2 | By the November 2024 election, the Elections Department should look into the feasibility of streaming drop box video surveillance cameras online for ad hoc public monitoring. In addition, all drop boxes should have signs that indicate they are under surveillance and illegal tampering will be prosecuted, which should be a further deterrent. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 2 | By the November 2024 election, the Elections Department should look into the feasibility of streaming drop box video surveillance cameras online for ad hoc public monitoring. In addition, all drop boxes should have signs that indicate they are under surveillance and illegal tampering will be prosecuted, which should be a further deterrent. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 3 | By the November 2024 election, the Elections Department should evaluate the feasibility of receiving non-citizen responses to jury summons from the Superior Court of El Dorado County or Federal district court records to cross-check County voter rolls and continue such periodic checks annually thereafter. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 3 | By the November 2024 election, the Elections Department should evaluate the feasibility of receiving non-citizen responses to jury summons from the Superior Court of El Dorado County or Federal district court records to cross-check County voter rolls and continue such periodic checks annually thereafter. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 4 | By January 1, 2025, the Elections Department should change security procedures to require a minimum of two people present when accessing the vote tabulation rooms and systems. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 4 | By January 1, 2025, the Elections Department should change security procedures to require a minimum of two people present when accessing the vote tabulation rooms and systems. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 5 | By November 2024, the Registrar of Voters should begin publishing a periodic newsletter (e.g., online blog or social media) designed to acknowledge and address public concerns. Questions should be solicited and screened to avoid the social media free-for-alls of the past. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 5 | By November 2024, the Registrar of Voters should begin publishing a periodic newsletter (e.g., online blog or social media) designed to acknowledge and address public concerns. Questions should be solicited and screened to avoid the social media free-for-alls of the past. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 6 | The Elections Department should conduct a public poll of election integrity concerns by the end of 2024 and 2025 to measure any improvements in public perception and the success of the public outreach. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 6 | The Elections Department should conduct a public poll of election integrity concerns by the end of 2024 and 2025 to measure any improvements in public perception and the success of the public outreach. | El Dorado County Registrar of Voters |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 7 | By January 1, 2025, the Registrar of Voters should establish a volunteer public advisory board to help monitor election processes, make improvements, and coordinate public outreach/communication. | El Dorado County Board of Supervisors |
| El Dorado | El Dorado-9-Case 24-09 ELECTION INTEGRITY: SEPARATING FACT FROM FICTION | 7 | 7 | Rec | 7 | By January 1, 2025, the Registrar of Voters should establish a volunteer public advisory board to help monitor election processes, make improvements, and coordinate public outreach/communication. | El Dorado County Registrar of Voters |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 1 | The current software system used by food inspectors is functionally inadequate and an impediment to meeting the EHD mission of ensuring restaurant safety. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 2 | Due to a variety of factors, EHD does not currently employ enough inspectors to realistically meet all of its many obligations. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 3 | Salaries for food inspectors appear to be low, given the required educational background and compared to average salaries in similarly situated counties. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 4 | Food inspectors have an overly broad “inventory” of facilities, and the requirement to inspect facilities other than food establishments dilutes the effort to ensure food safety. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 5 | Permit, food inspection, and reinspection fees appear to be low when compared to similar inspection fees charged elsewhere, including those charged by the City of Fresno and other Fresno County departments. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 6 | Subjectivity and inconsistency in inspections are an impediment to the mission of ensuring food safety within Fresno County. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 7 | Code violation enforcement and fine collection appear to be inconsistent and based on the subjectivity of individual inspectors and supervisors. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 8 | EHD’s website is difficult to navigate, not always current, and is a barrier to consumers. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Fin | 9 | EHD appears to be without a policy for its Food Inspectors on the standard use of County automobiles for travel to inspect food facilities. | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 1 | Within 180 days, develop a plan to achieve a functional software system that fully meets inspector needs and commit to the plan’s implementation as soon as financially practicable. (F1) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 10 | Within 180 days, implement an efficient vehicle use policy that ensures 100% of the County cars allocated to EHD for inspectors are used every day instead of the apparent rotation policy used now or transfer them to other County Departments. (F9) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 2 | Within 180 days align current EHD food inspector positions with the department’s goal of inspecting each restaurant four times a year and commit to a staffing plan to realistically achieve that alignment. (F2, F3, F4) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 3 | Conduct a salary study with comparable counties to see if wage adjustments are needed at the various levels of food inspectors and commit to competitive salary levels by not later than 180 days from the day of publication of this report. (F2, F3) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 4 | Reorganize EHD so food inspectors inspect only food facilities, mobile food units, cottage food industry, etc., and not swimming pools, landfills, CUPA, etc. by not later than 180 days from the day of publication of this report. (F4) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 5 | Implement a fee structure that makes EHD a self-supporting division of the County Health Department no later than 180 days from the day of publication of this report. (F5, F6) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 6 | Enforce and collect the permit and inspection/reinspection fees already imposed on food facilities that violate the California Retail Food Code by not later than 180 days from the day of publication of this report. (F5, F6) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 7 | Within 180 days, implement deliberative measures such as random sampling of food inspection reports or inspector norming of reports to reduce subjectivity and increase consistency of evaluations. (F6, F7) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 8 | Re-work EHD’s website so that the food inspection reports are easier for consumers to access by no later than 180 days from the day of publication of this report. (F8) | Fresno County Board of Supervisors |
| Fresno | Fresno-1-Eat At Your Own Risk: The Quiet Reality of Health Inspections in Fresno County | 9 | 10 | Rec | 9 | Require food inspection reports to be complete, timely and regularly updated on the website no later than 180 days from the day of publication of this report. (F8) | Fresno County Board of Supervisors |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Fin | 1 | There were 11 special districts with no website although 3 of these districts had an exemption. | . |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Fin | 2 | There were 19 special districts with partially compliant websites. | . |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Fin | 3 | Twenty-four websites met the five legal website requirements noted on the “District Transparency Certificate of Excellence” Checklist. | . |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Fin | 4 | Not all the websites are as transparent as they could be and only ten special districts: – Biola Community Services District – Clovis Memorial District – Fresno Metropolitan Flood Control District – Fresno-Westside Mosquito Abatement District – Laton Community Services District – Panoche Water District – Pleasant Valley Water District – Sanger-Del Rey Cemetery District – Selma Cemetery District – Selma – Kingsburg – Fowler County Sanitation District received a perfect transparency score based on the “District Transparency Certificate of Excellence” Checklist. | . |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Coalinga-Huron Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Fig Garden Police Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Fowler Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Garfield Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Hills Valley Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Kings River Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Tri Valley Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 1 | All non-exempt special district Board of Directors with no website should create a dedicated website to ensure the district meets the requirements of SB 929 by December 31, 2024. (F1) | Washington Colony Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Coalinga Healthcare District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Coalinga-Huron Library District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Consolidated Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Del Rey Community Services District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Farmers Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Firebaugh Canal Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Fresno Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | James Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Kings River Conservation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Orange Cove Fire Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Orange Cove Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Parlier Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Reedley Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Riverdale Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Riverdale Public Utility District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Sierra Cedars Community Services District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Sierra Kings Health Care District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Tranquillity Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 2 | All special district Board of Directors that ar partially compliant should update their website to ensure they meet the requirements of SB 929 by December 31, 2024. (F2) | Westlands Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Calwa Recreation and Park District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Central Valley Pest Control District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Coalinga-Huron Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Coalinga-Huron Library District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Coalinga-Huron Recreation and Park District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Consolidated Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Consolidated Mosquito Abatement District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Del Rey Community Services District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Farmers Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Fig Garden Police Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Firebaugh Canal Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Fowler Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Fresno County Fire Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Fresno Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Fresno Mosquito and Vector Control District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Garfield Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Hills Valley Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | James Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Kings River Conservation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Kings River Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Kingsburg Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Laguna Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Mercy Springs Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | North Central Fire Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Oak Grove Cemetery District (Fresno) |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Orange Cove Fire Protection District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Orange Cove Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Panache Drainage District (Fresno) |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Parlier Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Pinedale Public Utility District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Reedley Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Riverdale Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Riverdale Public Utility District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Sierra Cedars Community Services District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Sierra Kings Health Care District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Sierra Resource Conservation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Tranquillity Irrigation District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Tri Valley Water District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Washington Colony Cemetery District |
| Fresno | Fresno-2-Fresno County Special District Website Transparency: Seeing Your Dollars At Work | 4 | 3 | Rec | 3 | All special district Board of Directors that are not exempt should use the “District Transparency Certificate of Excellence” Checklist to improve their website transparency by December 31, 2024. (F4) | Westlands Water District |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Fin | F1 | The Finance Department did not identify, or appropriately act upon, indications of fraud in this specific phishing attack. | Finance Department |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Fin | F2 | The Finance Department policies, if correctly followed, would have prevented this fraud from occurring. | Finance Department |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Fin | F3 | Upon learning of the fraud, City officials immediately began to ascertain the magnitude of the loss, the reasons why the loss occurred, and the steps to ensure a fraud of this nature would not occur again. | Finance Department |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Fin | F4 | Today, the Finance Department staff appears to be following policy and exhibiting sound business practices. | Finance Department |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R1 | By December 31, 2024, the Fresno City Council should adopt a written city-wide policy specific to indicators of fraud similar to the Department of Defense, Inspector General’s website (Fraud Detection Resources (dodig.mil)). | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R10 | By March 1, 2025, the Fresno City Council should direct the city manager to provide a written report to the council addressing all the recommendations made in the independent CPA’s “Report on Internal Control – Accounts Payable and Disbursements” (issued on 11/16/2023). | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R11 | By June 30, 2025, the Fresno City Council should ensure all city-wide finance/fiscal affair managers and supervisors attend annual human error prevention and reduction strategy training. | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R2 | By December 31, 2024, the Fresno City Council should ensure only the vendor provided data contained in approved contract documents is utilized when engaging in any financial transaction | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R3 | By December 31, 2024, the Fresno City Council should ensure changes to a vendor’s bank account are verified and reviewed by multiple staff members. | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R4 | By December 31,2024, the Fresno City Council should adopt a city-wide written procedure for changing ACH payments including dollar limits and appropriate accounting controls. | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R5 | By December 31, 2024, the Fresno City Council should ensure that changes to an existing vendor payment method (i.e., physical check to electronic fund transfers) is approved by the Director of Finance | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R6 | By December 31, 2024, the Fresno City Council should ensure that only the Director of Finance is authorized to bypass the prenote process. | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R7 | By March 1, 2025, the Fresno City Council should develop a single, current, authoritative source of Finance Department written policies (including those listed in R1 – R6) for which its employees are held responsible. | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R8 | By March 1, 2025, the Fresno City Council should enjoin the Finance Department, to the extent possible, to avoid relying on “understood” or verbal policies | Fresno City Council |
| Fresno | Fresno-3-GONE PHISHING: HOW THE CITY OF FRESNO FELL VICTIM TO A $613,737 SCAM | 4 | 11 | Rec | R9 | By March 1, 2025, the Fresno City Council should contract with an outside firm to conduct penetration “phishing” tests that identify vulnerabilities in the system. | Fresno City Council |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 1 | Fresno County owns marginal real estate that has little apparent purpose to the County, is not regularly maintained, and is poorly tracked. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 1 | Fresno County owns marginal real estate that has little apparent purpose to the County, is not regularly maintained, and is poorly tracked. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 1 | Fresno County owns marginal real estate that has little apparent purpose to the County, is not regularly maintained, and is poorly tracked. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 1 | Fresno County owns marginal real estate that has little apparent purpose to the County, is not regularly maintained, and is poorly tracked. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 1 | Fresno County owns marginal real estate that has little apparent purpose to the County, is not regularly maintained, and is poorly tracked. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Assessor-Recorder |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 2 | Fresno County’s current ability to track, manage and plan for its current and future real estate needs is problematic given the county’s size and complexity and has likely led to ownership of unnecessary property, less than timely processes, and financial loss. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 3 | The challenges the County faces in reforming its real estate practices appear to be systemic and long-held and will require cultural change and ongoing commitment to accomplish. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 3 | The challenges the County faces in reforming its real estate practices appear to be systemic and long-held and will require cultural change and ongoing commitment to accomplish. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 3 | The challenges the County faces in reforming its real estate practices appear to be systemic and long-held and will require cultural change and ongoing commitment to accomplish. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 3 | The challenges the County faces in reforming its real estate practices appear to be systemic and long-held and will require cultural change and ongoing commitment to accomplish. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 3 | The challenges the County faces in reforming its real estate practices appear to be systemic and long-held and will require cultural change and ongoing commitment to accomplish. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Assessor-Recorder |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 4 | The current staffing level and organizational structure are likely less robust than that required to plan for, fully monitor, or oversee, the County’s real estate holdings. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 5 | Fresno County apparently lacks a comprehensive strategic plan to guide the management of its real estate assets, nor does it appear to have a comprehensive deferred capital maintenance plan adequately funded to fully maintain the County’s buildings over time. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 5 | Fresno County apparently lacks a comprehensive strategic plan to guide the management of its real estate assets, nor does it appear to have a comprehensive deferred capital maintenance plan adequately funded to fully maintain the County’s buildings over time. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 5 | Fresno County apparently lacks a comprehensive strategic plan to guide the management of its real estate assets, nor does it appear to have a comprehensive deferred capital maintenance plan adequately funded to fully maintain the County’s buildings over time. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Assessor-Recorder |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 6 | The system currently used by the County to collect and maintain property data is inadequate given the number of identified errors and incompleteness of property history and other information. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Auditor-Controller/Treasurer-Tax Collector |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Fin | 7 | The processes for leasing property for County use as well as the process of leasing property to others are poorly tracked, fragmented, and likely create the opportunity for error and mistake. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 1 | Develop a deliberate strategy for institutional change in how real estate is viewed, robust enough to effect lasting change which would start with the creation of a real estate/property strategic plan. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 1 | Develop a deliberate strategy for institutional change in how real estate is viewed, robust enough to effect lasting change which would start with the creation of a real estate/property strategic plan. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 1 | Develop a deliberate strategy for institutional change in how real estate is viewed, robust enough to effect lasting change which would start with the creation of a real estate/property strategic plan. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 10 | Implement a Fresno County Building Assessment/ Needs Matrix to be reviewed yearly to help set building and property priorities | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 10 | Implement a Fresno County Building Assessment/ Needs Matrix to be reviewed yearly to help set building and property priorities | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 10 | Implement a Fresno County Building Assessment/ Needs Matrix to be reviewed yearly to help set building and property priorities | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 10 | Implement a Fresno County Building Assessment/ Needs Matrix to be reviewed yearly to help set building and property priorities | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 10 | Implement a Fresno County Building Assessment/ Needs Matrix to be reviewed yearly to help set building and property priorities | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 11 | Establish standardized guidelines for space acquisitions beyond individual department preference that offers consistent quality of space and parking to all county employees based on their needs. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 11 | Establish standardized guidelines for space acquisitions beyond individual department preference that offers consistent quality of space and parking to all county employees based on their needs. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 11 | Establish standardized guidelines for space acquisitions beyond individual department preference that offers consistent quality of space and parking to all county employees based on their needs. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Assessor-Recorder |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 2 | Review and reconcile all County owned real estate, so that an accurate, complete database is established that will aid in management and decision-making which would include the following: Action Items 1 Systematically enter all tax-exempt property transfers by the Assessor’s Office. 2 Acquire deed reading software. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 3 | Select or develop a robust data tool that will provide a foundation for planning and management to include at least the following data items: Data Description 1 Assessor’s Parcel Number 11 Leasable for County income-generating property (Yes or No) 2 Building address 12 If Leasable -> Lease Number Reference 3 Description of property 13 Maintenance information, including responsibility 4 Date of acquisition 14 Is the property not available for use? If so, why? 5 Property size: – Acres 15 Information on upgrades, remodeling 6 Current use of property 16 Insurance coverage 7 Fresno County need ( Mandatory, Not Needed) 17 Environmental risks such as asbestos, underground storage tanks or soil contamination 8 Used or vacant? 18 Demolition costs 9 If Vacant -> Year Vacated 19 Funding source and restrictions 26 10 Condition of land or building (e.g., not suitable for building not suitable for building occupancy, refurbishing, open land, reserved open space) 20 Fresno County Department | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 3 | Select or develop a robust data tool that will provide a foundation for planning and management to include at least the following data items: Data Description 1 Assessor’s Parcel Number 11 Leasable for County income-generating property (Yes or No) 2 Building address 12 If Leasable -> Lease Number Reference 3 Description of property 13 Maintenance information, including responsibility 4 Date of acquisition 14 Is the property not available for use? If so, why? 5 Property size: – Acres 15 Information on upgrades, remodeling 6 Current use of property 16 Insurance coverage 7 Fresno County need ( Mandatory, Not Needed) 17 Environmental risks such as asbestos, underground storage tanks or soil contamination 8 Used or vacant? 18 Demolition costs 9 If Vacant -> Year Vacated 19 Funding source and restrictions 26 10 Condition of land or building (e.g., not suitable for building not suitable for building occupancy, refurbishing, open land, reserved open space) 20 Fresno County Department | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 3 | Select or develop a robust data tool that will provide a foundation for planning and management to include at least the following data items: Data Description 1 Assessor’s Parcel Number 11 Leasable for County income-generating property (Yes or No) 2 Building address 12 If Leasable -> Lease Number Reference 3 Description of property 13 Maintenance information, including responsibility 4 Date of acquisition 14 Is the property not available for use? If so, why? 5 Property size: – Acres 15 Information on upgrades, remodeling 6 Current use of property 16 Insurance coverage 7 Fresno County need ( Mandatory, Not Needed) 17 Environmental risks such as asbestos, underground storage tanks or soil contamination 8 Used or vacant? 18 Demolition costs 9 If Vacant -> Year Vacated 19 Funding source and restrictions 26 10 Condition of land or building (e.g., not suitable for building not suitable for building occupancy, refurbishing, open land, reserved open space) 20 Fresno County Department | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 3 | Select or develop a robust data tool that will provide a foundation for planning and management to include at least the following data items: Data Description 1 Assessor’s Parcel Number 11 Leasable for County income-generating property (Yes or No) 2 Building address 12 If Leasable -> Lease Number Reference 3 Description of property 13 Maintenance information, including responsibility 4 Date of acquisition 14 Is the property not available for use? If so, why? 5 Property size: – Acres 15 Information on upgrades, remodeling 6 Current use of property 16 Insurance coverage 7 Fresno County need ( Mandatory, Not Needed) 17 Environmental risks such as asbestos, underground storage tanks or soil contamination 8 Used or vacant? 18 Demolition costs 9 If Vacant -> Year Vacated 19 Funding source and restrictions 26 10 Condition of land or building (e.g., not suitable for building not suitable for building occupancy, refurbishing, open land, reserved open space) 20 Fresno County Department | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Auditor-Controller/Treasurer-Tax Collector |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 4 | Standardize management and tracking of County owned properties leased to others which would : 1 Provide an overview of leases in the annual property management report in R6 below. 2 Standardize a procedure for cash receipts related to lease payments that all departments can use. 3 Implement policies to insure lease payments are made on a timely basis and what steps to follow when payments are not being made. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 5 | Standardize management and tracking of properties owned by others and leased to the County which would: 1 Develop an updated Fresno County property lease list which would include a unique identifier that would tie to the Controller’s lease listing report, so an easy comparison can be made between the Controller’s required report and the ISD lease report. 2 Review and reconcile all E-contracts for property leases to the ISD list to determine conflicts and resolve issues. 3 Use E-contracts to its advantage by including full, official documentation of leases, and implement a 27 procedure by which the system is regularly updated. 4 Maintain a timeline matrix of all leases to be used in visioning the County’s future footprint, strategic planning, and asset management. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 5 | Standardize management and tracking of properties owned by others and leased to the County which would: 1 Develop an updated Fresno County property lease list which would include a unique identifier that would tie to the Controller’s lease listing report, so an easy comparison can be made between the Controller’s required report and the ISD lease report. 2 Review and reconcile all E-contracts for property leases to the ISD list to determine conflicts and resolve issues. 3 Use E-contracts to its advantage by including full, official documentation of leases, and implement a 27 procedure by which the system is regularly updated. 4 Maintain a timeline matrix of all leases to be used in visioning the County’s future footprint, strategic planning, and asset management. | Fresno County Auditor-Controller/Treasurer-Tax Collector |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 5 | Standardize management and tracking of properties owned by others and leased to the County which would: 1 Develop an updated Fresno County property lease list which would include a unique identifier that would tie to the Controller’s lease listing report, so an easy comparison can be made between the Controller’s required report and the ISD lease report. 2 Review and reconcile all E-contracts for property leases to the ISD list to determine conflicts and resolve issues. 3 Use E-contracts to its advantage by including full, official documentation of leases, and implement a 27 procedure by which the system is regularly updated. 4 Maintain a timeline matrix of all leases to be used in visioning the County’s future footprint, strategic planning, and asset management. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 5 | Standardize management and tracking of properties owned by others and leased to the County which would: 1 Develop an updated Fresno County property lease list which would include a unique identifier that would tie to the Controller’s lease listing report, so an easy comparison can be made between the Controller’s required report and the ISD lease report. 2 Review and reconcile all E-contracts for property leases to the ISD list to determine conflicts and resolve issues. 3 Use E-contracts to its advantage by including full, official documentation of leases, and implement a 27 procedure by which the system is regularly updated. 4 Maintain a timeline matrix of all leases to be used in visioning the County’s future footprint, strategic planning, and asset management. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 5 | Standardize management and tracking of properties owned by others and leased to the County which would: 1 Develop an updated Fresno County property lease list which would include a unique identifier that would tie to the Controller’s lease listing report, so an easy comparison can be made between the Controller’s required report and the ISD lease report. 2 Review and reconcile all E-contracts for property leases to the ISD list to determine conflicts and resolve issues. 3 Use E-contracts to its advantage by including full, official documentation of leases, and implement a 27 procedure by which the system is regularly updated. 4 Maintain a timeline matrix of all leases to be used in visioning the County’s future footprint, strategic planning, and asset management. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 6 | Develop a Property/ Real Estate Management Report and create processes and controls that will regularly (at least annually) put property history, current status, condition and progress toward goals before the Board of Supervisors and senior managers. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 6 | Develop a Property/ Real Estate Management Report and create processes and controls that will regularly (at least annually) put property history, current status, condition and progress toward goals before the Board of Supervisors and senior managers. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 6 | Develop a Property/ Real Estate Management Report and create processes and controls that will regularly (at least annually) put property history, current status, condition and progress toward goals before the Board of Supervisors and senior managers. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 7 | Create a property disposal policy that clearly establishes responsibility for property inventory and discourages the accumulation of un-needed real estate. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 7 | Create a property disposal policy that clearly establishes responsibility for property inventory and discourages the accumulation of un-needed real estate. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 7 | Create a property disposal policy that clearly establishes responsibility for property inventory and discourages the accumulation of un-needed real estate. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 8 | Develop and use Geographic Information Systems (GIS) mapping to post all property owned and leased by Fresno County to the Fresno County website. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 8 | Develop and use Geographic Information Systems (GIS) mapping to post all property owned and leased by Fresno County to the Fresno County website. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 8 | Develop and use Geographic Information Systems (GIS) mapping to post all property owned and leased by Fresno County to the Fresno County website. | Fresno County Chief Operating Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 8 | Develop and use Geographic Information Systems (GIS) mapping to post all property owned and leased by Fresno County to the Fresno County website. | Fresno County Director of Internal Services Department |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 8 | Develop and use Geographic Information Systems (GIS) mapping to post all property owned and leased by Fresno County to the Fresno County website. | Fresno County Director of Public Works and Planning |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 9 | Develop a 3-year Capital Plan (at a minimum) for all major Fresno County projects with the input of all departments. | Fresno County Board of Supervisors |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 9 | Develop a 3-year Capital Plan (at a minimum) for all major Fresno County projects with the input of all departments. | Fresno County Administrative Officer |
| Fresno | Fresno-5-Toward Lasting Improvement: A Review of Fresno County Vacant Property and Real Estate Practices | 7 | 11 | Rec | 9 | Develop a 3-year Capital Plan (at a minimum) for all major Fresno County projects with the input of all departments. | Fresno County Chief Operating Officer |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 1 | The First 5 Glenn County website does not have properly working hyperlinks to all reports and Board meeting agendas and minutes. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 1 | The First 5 Glenn County website does not have properly working hyperlinks to all reports and Board meeting agendas and minutes. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 1 | The First 5 Glenn County website does not have properly working hyperlinks to all reports and Board meeting agendas and minutes. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 2 | First 5 ended their last fiscal year in debt. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 2 | First 5 ended their last fiscal year in debt. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 2 | First 5 ended their last fiscal year in debt. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 3 | First 5 has a Memorandum of Understanding (MOU) with Glenn County Office of Education (GCOE) regarding the financials for First 5. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 3 | First 5 has a Memorandum of Understanding (MOU) with Glenn County Office of Education (GCOE) regarding the financials for First 5. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 3 | First 5 has a Memorandum of Understanding (MOU) with Glenn County Office of Education (GCOE) regarding the financials for First 5. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 4 | First 5 has been overstaffed (above the 1.5 employees recommended for a county the size of Glenn). | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 4 | First 5 has been overstaffed (above the 1.5 employees recommended for a county the size of Glenn). | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 4 | First 5 has been overstaffed (above the 1.5 employees recommended for a county the size of Glenn). | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 5 | There is little to no community engagement and relevant partnerships. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 5 | There is little to no community engagement and relevant partnerships. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 5 | There is little to no community engagement and relevant partnerships. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 6 | Program and employee evaluations are limited or outdated. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 6 | Program and employee evaluations are limited or outdated. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 6 | Program and employee evaluations are limited or outdated. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 7 | First 5 is missing last fiscal year’s report and audit. (2022 – 2023). | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 7 | First 5 is missing last fiscal year’s report and audit. (2022 – 2023). | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Fin | 7 | First 5 is missing last fiscal year’s report and audit. (2022 – 2023). | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 1 | Properly working links should be posted in a reasonable amount of time. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 1 | Properly working links should be posted in a reasonable amount of time. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 1 | Properly working links should be posted in a reasonable amount of time. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 2 | First 5 should create a financial sustainability plan to move towards a balanced budget in the next fiscal year. This includes exploring diversified funding sources, seeking grants and partnerships, and implementing costsaving measures without compromising the quality and impact of programs. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 2 | First 5 should create a financial sustainability plan to move towards a balanced budget in the next fiscal year. This includes exploring diversified funding sources, seeking grants and partnerships, and implementing costsaving measures without compromising the quality and impact of programs. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 2 | First 5 should create a financial sustainability plan to move towards a balanced budget in the next fiscal year. This includes exploring diversified funding sources, seeking grants and partnerships, and implementing costsaving measures without compromising the quality and impact of programs. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 3 | More stringent monitoring through the Board of Commissioners should be kept regarding the finances. There should be yearly review and revision of the MOU with GCOE. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 3 | More stringent monitoring through the Board of Commissioners should be kept regarding the finances. There should be yearly review and revision of the MOU with GCOE. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 3 | More stringent monitoring through the Board of Commissioners should be kept regarding the finances. There should be yearly review and revision of the MOU with GCOE. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 4 | The number of staff should be balanced with the budget allotted and the work force that is necessary for the limited programs currently offered. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 4 | The number of staff should be balanced with the budget allotted and the work force that is necessary for the limited programs currently offered. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 4 | The number of staff should be balanced with the budget allotted and the work force that is necessary for the limited programs currently offered. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 5 | Collaborate with community stakeholders, including healthcare providers, educational institutions, and social service agencies that can help leverage resources and share expertise. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 5 | Collaborate with community stakeholders, including healthcare providers, educational institutions, and social service agencies that can help leverage resources and share expertise. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 5 | Collaborate with community stakeholders, including healthcare providers, educational institutions, and social service agencies that can help leverage resources and share expertise. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 6 | Prioritize ongoing program and employee evaluations to assess the effectiveness and impact of its initiatives. Update as needed. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 6 | Prioritize ongoing program and employee evaluations to assess the effectiveness and impact of its initiatives. Update as needed. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 6 | Prioritize ongoing program and employee evaluations to assess the effectiveness and impact of its initiatives. Update as needed. | Glenn County Board of Supervisors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 7 | Complete, submit, and post missing fiscal year report and audit. | First 5 Glenn County |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 7 | Complete, submit, and post missing fiscal year report and audit. | Board of Directors |
| Glenn | Glenn-1-First 5 Glenn County: How does it serve our community? | 7 | 7 | Rec | 7 | Complete, submit, and post missing fiscal year report and audit. | Glenn County Board of Supervisors |
| Glenn | Glenn-2-Glenn County Care Court: Community Assistance, Recovery and Empowerment. | 1 | 1 | Fin | 1 | The Glenn County CARE Court program represents a significant step forward in addressing the mental health crisis in the state but lacks visibility | Glenn County Board of Supervisors |
| Glenn | Glenn-2-Glenn County Care Court: Community Assistance, Recovery and Empowerment. | 1 | 1 | Rec | 1 | We recommend a broader outreach program. To ensure that all entities, medical professionals, and anyone else able to refer to this program has knowledge of it. | Glenn County Board of Supervisors |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 1 | The response we received showed Glenn County IT being proactive in trying to stay ahead of the game. | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 1 | The response we received showed Glenn County IT being proactive in trying to stay ahead of the game. | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 1 | The response we received showed Glenn County IT being proactive in trying to stay ahead of the game. | County of Glenn |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 2 | Districts are only required to provide cybersecurity training once a year to staff. | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 2 | Districts are only required to provide cybersecurity training once a year to staff. | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 2 | Districts are only required to provide cybersecurity training once a year to staff. | County of Glenn |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 3 | Not all city departments utilize the same network backups and third-party security firms. | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 3 | Not all city departments utilize the same network backups and third-party security firms. | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Fin | 3 | Not all city departments utilize the same network backups and third-party security firms. | County of Glenn |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 1 | Continue the diligence and employee training and testing, in striving to keep ahead of the “bad guys”. | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 1 | Continue the diligence and employee training and testing, in striving to keep ahead of the “bad guys”. | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 1 | Continue the diligence and employee training and testing, in striving to keep ahead of the “bad guys”. | County of Glenn |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 2 | Due to evolving threats and past incidents, all districts should provide basic IT refresher training throughout the year to remind staff of the importance of cybersecurity in their daily operations by December 2024 | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 2 | Due to evolving threats and past incidents, all districts should provide basic IT refresher training throughout the year to remind staff of the importance of cybersecurity in their daily operations by December 2024 | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 2 | Due to evolving threats and past incidents, all districts should provide basic IT refresher training throughout the year to remind staff of the importance of cybersecurity in their daily operations by December 2024 | County of Glenn |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 3 | If possible, consolidate all departments under the same umbrella for continuity and efficiency by June 2025. | City of Willows |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 3 | If possible, consolidate all departments under the same umbrella for continuity and efficiency by June 2025. | City of Orland |
| Glenn | Glenn-3-Glenn County Cyber Security and Disaster Preparedness: Lessons Learned | 3 | 3 | Rec | 3 | If possible, consolidate all departments under the same umbrella for continuity and efficiency by June 2025. | County of Glenn |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Orland Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Willows Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Hamilton Unified school district |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Plaza School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Stoney Creek School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Capay Joint Union Elementary School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Lake Elementary |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Princeton Joint Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 1 | ‘- Every school in the county has areas in need of improvement that should be addressed. | Glenn County Sheriff |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Orland Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Willows Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Hamilton Unified school district |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Plaza School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Stoney Creek School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Capay Joint Union Elementary School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Lake Elementary |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Princeton Joint Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Fin | 2 | Glenn County schools lack funding for needed security upgrades due to budget constraints. | Glenn County Sheriff |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Orland Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Willows Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Hamilton Unified school district |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Plaza School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Stoney Creek School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Capay Joint Union Elementary School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Lake Elementary |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Princeton Joint Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 1 | Schools should reference their individual threat assessment reports from GCOE and then budget, set goals, and timelines for security upgrades by June 2025. | Glenn County Sheriff |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Orland Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Willows Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Hamilton Unified school district |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Plaza School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Stoney Creek School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Capay Joint Union Elementary School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Lake Elementary |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Princeton Joint Unified School District |
| Glenn | Glenn-4-Glenn County Schools: When disaster strikes, are Glenn County schools prepared? | 2 | 2 | Rec | 2 | School districts should seek funding for improvements through grant programs, local bond measures and other possible means by December of 2025 | Glenn County Sheriff |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 1 | The Arcata Fire District can no longer invest in the Vehicle Replacement Fund to purchase new engines. This results in high maintenance costs for old equipment and periods of time when engines are out of service. (R1, R2, R3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 1 | The Arcata Fire District can no longer invest in the Vehicle Replacement Fund to purchase new engines. This results in high maintenance costs for old equipment and periods of time when engines are out of service. (R1, R2, R3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 2 | Current staffing and equipment of the Arcata Fire District is not sufficient to respond to service calls. Increased population and higher structures in the District, including those at California State Polytechnic University, Humboldt, will result in greater danger and risk to people and property. (R1, R2, R3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 2 | Current staffing and equipment of the Arcata Fire District is not sufficient to respond to service calls. Increased population and higher structures in the District, including those at California State Polytechnic University, Humboldt, will result in greater danger and risk to people and property. (R1, R2, R3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 3 | California State Polytechnic University, Humboldt receives services from, but is not required to financially contribute to the Arcata Fire District. This results in the Arcata Fire District providing services without receiving compensation, further diminishing Arcata Fire District resources. (R1, R2, R3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 3 | California State Polytechnic University, Humboldt receives services from, but is not required to financially contribute to the Arcata Fire District. This results in the Arcata Fire District providing services without receiving compensation, further diminishing Arcata Fire District resources. (R1, R2, R3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 4 | The Measure F Special Tax will expire in 2030 which will eliminate over thirty percent of current Arcata Fire District revenue. A loss of that much income will force the Arcata Fire District to reduce staff and services, increasing the risk of personal injury and property damage during calls for emergency service. (R1, R2, F3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 4 | The Measure F Special Tax will expire in 2030 which will eliminate over thirty percent of current Arcata Fire District revenue. A loss of that much income will force the Arcata Fire District to reduce staff and services, increasing the risk of personal injury and property damage during calls for emergency service. (R1, R2, F3) | The City of Arcata City Council |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 4 | The Measure F Special Tax will expire in 2030 which will eliminate over thirty percent of current Arcata Fire District revenue. A loss of that much income will force the Arcata Fire District to reduce staff and services, increasing the risk of personal injury and property damage during calls for emergency service. (R1, R2, F3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 4 | The Measure F Special Tax will expire in 2030 which will eliminate over thirty percent of current Arcata Fire District revenue. A loss of that much income will force the Arcata Fire District to reduce staff and services, increasing the risk of personal injury and property damage during calls for emergency service. (R1, R2, F3) | California State Polytechnic University- Humboldt |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 5 | The 2006 Benefit Assessment Tax is not indexed to rise with inflation, resulting in the Benefit Assessment Tax becoming an increasingly insufficient source of revenue. This can result in a reduction of service and deterioration of Arcata Fire District facilities and capabilities to handle emergency calls. (R1, R2, R3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 5 | The 2006 Benefit Assessment Tax is not indexed to rise with inflation, resulting in the Benefit Assessment Tax becoming an increasingly insufficient source of revenue. This can result in a reduction of service and deterioration of Arcata Fire District facilities and capabilities to handle emergency calls. (R1, R2, R3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 5 | The 2006 Benefit Assessment Tax is not indexed to rise with inflation, resulting in the Benefit Assessment Tax becoming an increasingly insufficient source of revenue. This can result in a reduction of service and deterioration of Arcata Fire District facilities and capabilities to handle emergency calls. (R1, R2, R3) | California State Polytechnic University- Humboldt |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 6 | The Arcata Fire District, with the cooperation of the City of Arcata and California State Polytechnic University, Humboldt, formed a working group and hired a consultant to develop a Standards of Cover report. The findings of this study will guide the Arcata Fire District in developing procedures and standards for ensuring and improving Arcata Fire District public safety. (R4) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Fin | 6 | The Arcata Fire District, with the cooperation of the City of Arcata and California State Polytechnic University, Humboldt, formed a working group and hired a consultant to develop a Standards of Cover report. The findings of this study will guide the Arcata Fire District in developing procedures and standards for ensuring and improving Arcata Fire District public safety. (R4) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 1 | The Arcata Fire District use social media, traditional print and electronic media, and radio to inform the public using of impending financial difficulties. This is to take place by no later than December 31, 2024. (F1, F2, F3, F4, F5) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 1 | The Arcata Fire District use social media, traditional print and electronic media, and radio to inform the public using of impending financial difficulties. This is to take place by no later than December 31, 2024. (F1, F2, F3, F4, F5) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 2 | By June 30, 2026, the Arcata Fire District propose a ballot measure revising the 2006 Benefit Assessment Tax by updating rates and including an inflation adjustment clause. (F1, F2, F3, F4, F5) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 2 | By June 30, 2026, the Arcata Fire District propose a ballot measure revising the 2006 Benefit Assessment Tax by updating rates and including an inflation adjustment clause. (F1, F2, F3, F4, F5) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 3 | The Arcata Fire District promote a ballot measure to generate a permanent special tax to, at a minimum, match income generated by Measure F. This is to be completed by December 31, 2026 in order to be on the 2028 Humboldt County Election Ballot. (F1, F2, F3, F4, F5) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 3 | The Arcata Fire District promote a ballot measure to generate a permanent special tax to, at a minimum, match income generated by Measure F. This is to be completed by December 31, 2026 in order to be on the 2028 Humboldt County Election Ballot. (F1, F2, F3, F4, F5) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 4 | The Arcata Fire District continue to coordinate the working group with the City of Arcata and California State Polytechnic University, Humboldt, to establish Standards of Cover. (F6) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 4 | The Arcata Fire District continue to coordinate the working group with the City of Arcata and California State Polytechnic University, Humboldt, to establish Standards of Cover. (F6) | The City of Arcata City Council |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 4 | The Arcata Fire District continue to coordinate the working group with the City of Arcata and California State Polytechnic University, Humboldt, to establish Standards of Cover. (F6) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 4 | The Arcata Fire District continue to coordinate the working group with the City of Arcata and California State Polytechnic University, Humboldt, to establish Standards of Cover. (F6) | California State Polytechnic University- Humboldt |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 5 | The Arcata Fire District explore with California State Polytechnic University, Humboldt, opportunities for the University to offer financial assistance or establish reimbursement fees in recognition of the impacts of its tax-exempt status to be initiated by December 31, 2024. (F2, F3) | The Arcata Fire District Board of Directors |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 5 | The Arcata Fire District explore with California State Polytechnic University, Humboldt, opportunities for the University to offer financial assistance or establish reimbursement fees in recognition of the impacts of its tax-exempt status to be initiated by December 31, 2024. (F2, F3) | Arcata Fire District Chief |
| Humboldt | Humboldt-1-Arcata Fire District | 6 | 5 | Rec | 5 | The Arcata Fire District explore with California State Polytechnic University, Humboldt, opportunities for the University to offer financial assistance or establish reimbursement fees in recognition of the impacts of its tax-exempt status to be initiated by December 31, 2024. (F2, F3) | California State Polytechnic University- Humboldt |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 1 | F1: The Crisis Alternative Response Eureka program demonstrates a successful, proactive model for compassionately providing Eureka with community based, high-quality, easy-access mental health and substance use mobile crisis services. These services help people to live better lives and benefit everyone in our community. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 2 | F2: When people are housed, mentally stable, and free of substance abuse, they use less community resources, resulting in significant savings to our community. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 3 | R3: Unless other funding for the Mobile Intervention and Services Team is secured prior to the 2026-2027 fiscal year, the Humboldt County Board of Supervisors provide sufficient funds to continue this program. This evaluation and potential financial commitment is to be completed by no later than April 1, 2026. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 4 | F4: Behavioral health and substance use programs that rely on grant funding for ongoing operations and staffing are always at risk of losing that funding. This reliance on grant funding places programs within Humboldt County at risk. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 5 | F5: The newest version of the Mobile Intervention and Services Team uses Medi-Cal billing to access federal reimbursements for services provided. This revenue stream may be more sustainable than some used in the past, resulting in a more viable program. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 6 | F6: The program that allows the Mobile Intervention and Services Team to bill Medi-Cal and to receive reimbursements for services provided ends March 31, 2027, with no guarantee of continued funding. Without this revenue stream the MIST program may need to be reduced or eliminated. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 7 | F7: The newest version of the Mobile Intervention and Services Team does not have a revenue stream for clients not covered by Medicare and Medicaid, which may result in a shortage of funding. Without a reliable funding source for these clients parts of the Mobile Intervention and Services Team may not be sustainable. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 8 | F8: The Department of Health and Human Services and the Mobile Intervention and Services Team have chronic difficulties filling open positions. Without stable staffing, the program cannot be effective | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 9 | F9: During the 2022-2023 State of California Behavioral Health Justice Intervention Service’s one-year grant, the Humboldt County Department of Health and Human Services and the Humboldt County Sheriff’s Office did not adequately track calls for service involving law enforcement and staff from the Mobile Intervention and Services Team program. This resulted in incomplete data which could be used to improve the program. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Fin | 9 | F9: During the 2022-2023 State of California Behavioral Health Justice Intervention Service’s one-year grant, the Humboldt County Department of Health and Human Services and the Humboldt County Sheriff’s Office did not adequately track calls for service involving law enforcement and staff from the Mobile Intervention and Services Team program. This resulted in incomplete data which could be used to improve the program. | The Humboldt County Sheriff |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Rec | 1 | R1: The Humboldt County Board of Supervisors commission a study to determine the cost/benefit relationship between providing Mobile Intervention and Services Team services to at-risk citizens versus continuing to use other community resources for untreated people. This study is to be completed by no later than June 30, 2025. For funding recommendations, see the wording below Recommendation #5. (F2, F3) | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Rec | 2 | R2: The Humboldt County Board of Supervisors provide permanent funding for the Mobile Intervention and Services Team to cover services that cannot be reimbursed by Medi-Cal. This funding is to be available by no later than July 1, 2025. For funding recommendations, see the wording below Recommendation #5. (F4, F5, F6, F7, F8) | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Rec | 3 | R3: Unless other funding for the Mobile Intervention and Services Team is secured prior to the 2026-2027 fiscal year, the Humboldt County Board of Supervisors provide sufficient funds to continue this program. This evaluation and potential financial commitment is to be completed by no later than April 1, 2026. For funding recommendations, see the wording below Recommendation #5. (F4, F5, F6, F7, F8) | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Rec | 4 | R4: The Humboldt County Department of Health and Human Services and the Humboldt County Sheriff’s Office develop and enact a plan to document calls for service where both the Mobile Intervention and Services Team and the Humboldt County Sheriff’s Office respond. This is to be completed by no later than January 1, 2025. (F9) | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-2-Behavioral Health Street Outreach | 9 | 4 | Rec | 4 | R4: The Humboldt County Department of Health and Human Services and the Humboldt County Sheriff’s Office develop and enact a plan to document calls for service where both the Mobile Intervention and Services Team and the Humboldt County Sheriff’s Office respond. This is to be completed by no later than January 1, 2025. (F9) | The Humboldt County Sheriff |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 1 | The Humboldt County Animal Shelter manual is comprehensive, clear, and defines roles and tasks for staff and volunteers. The manual makes it easier for staff and volunteers to understand their job duties. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 10 | Several educational and trade programs are offered to the wards, which can help prevent recidivism. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 11 | Due to a lack of personnel, staff is required to put in mandatory overtime. This lack of personnel can cause burnout and low retention of staff | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 12 | Juvenile Correctional Officers are paid $3.50 per hour less than Correctional Deputies but with similar responsibilities and training. This lower wage makes it difficult to attract qualified staff. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 13 | There is no rain gutter in the area leading from the basketball court to the grass area. The lack of a rain gutter can cause staff and wards to get wet, leading to the potential for slip-and-fall accidents and repeatedly soaked clothing. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 14 | The Humboldt County Correctional Facility roof leaks. This leaking results in more maintenance and upkeep and could negatively impact living and working conditions for inmates and staff, as well as incur additional expenses to the County. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 15 | The wall-mounted parallel bar exercise equipment at the Humboldt County Correctional Facility needs repair. The torn padded section provides a location to hide contraband and may limit some exercise options. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 16 | When attending deaths where other people are also present, the Coroner’s Office staff is accompanied by volunteer clergy, who counsel and console traumatized people. This counselling may assist survivors of the deceased during a difficult time. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 17 | Student interns and community volunteers contribute many hours to the Coroner’s Office, allowing paid staff to focus on other necessary duties. This results in interns obtaining valuable clinical experience, and Humboldt County paying less money from its budget for the Coroner’s office. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 18 | The Humboldt County Coroner-Public Administrator does not have a Policy and Procedures Manual for the coroner portion of the job that clearly defines job duties, relying instead on on-the-job training practices. These practices can lead to different interpretations of duties, tasks, and responsibilities. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 19 | In the autopsy room, there is one bare plywood counter partially covered with contact paper and another with plastic laminate. This can result in contamination of evidence and unsanitary working conditions. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 2 | The number of euthanasia’s in 1998 of over 4,000 animals was reduced to 78 cats and dogs in 2021. This reduction saves money, reduces stress, and is appreciated by the public. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 20 | All Humboldt County Coroner-Public Administrators use one shared code to enter the locked evidence and property storage area, leaving no way to track and identify who has entered these areas. This use of only one shared code can lead to questions about a clear chain of custody, potentially compromising investigations. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 21 | In one evidence room the Grand Jury observed a bare wall with exposed electrical wires and components. These exposed electrical components are at risk of damage and may pose a danger to stored property and human safety. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 22 | The Humboldt County Coroner’s Office does not have a central computerized data system listing personal property. This could lead to a lack of accountability for lost or misplaced property. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 23 | The Sempervirens Psychiatric Health Facility provides a caring behavioral health staff and programs, resulting in a better quality of life for patients in crisis. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 24 | Sempervirens Psychiatric Health Facility has a serious shortage of staff, resulting in additional stress on existing staff that may affect patient care. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 25 | The Humboldt County Sheriff’s Work Alternative Program grounds are orderly and generally well-maintained with minimal inmate supervision needed. This results in a good work environment where skills learned by inmates can translate into life skills including farming and construction. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 26 | The Humboldt County Sheriff’s Work Alternative Program produces meat and vegetables for jail meals thus reducing food costs for the Humboldt County Correctional Facility. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 27 | The Humboldt County Sheriff’s Work Alternative Program’s Farm invites volunteers to assist. This helps save money and allows the facility to be accepted by neighborhood residents. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 28 | The Humboldt County Sheriff’s Work Alternative Program has a drainage pond several feet below the walking area with minimal fencing between the two. Without adequate fencing to secure this drainage pond, a visitor, officer, or inmate could fall into the pond. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 29 | The Humboldt County Sheriff’s Work Alternative Program is short-staffed, requiring overtime for deputies. There are times when only one deputy is on duty. This can cause exhaustion and stress. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 3 | The Humboldt County Animal Shelter roof has been leaking for several years, causing damage to the building. The leaking roof could result in further damage. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 4 | Outdoor parking lot entry lights are dysfunctional or absent. This lack of lighting leads to safety concerns for staff and clients. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 5 | Outdoor yard area lighting is dysfunctional or absent. This lack of lighting may lead to fewer evening adoptions. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 6 | The California Department of Corrections and Rehabilitation, Eel River Conservation Camp #31 provides inmates with firefighting skills, which can result in future employment with the California Department of Forestry and Fire Protection. These skills can help formerly incarcerated people obtain steady employment that may help prevent recidivism. | . |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 7 | The California Department of Corrections and Rehabilitation, Eel River Conservation Camp #31 provides inmates with training in areas including culinary arts, gardening, and construction. This training can help formerly incarcerated people obtain steady employment that may help prevent recidivism. | . |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 8 | The California Department of Corrections and Rehabilitation, Eel River Conservation Camp #31, warehouse emergency fire safety equipment is not adequately maintained or inspected recently. This can result in danger to employees, inmates, and property during a fire. | . |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Fin | 9 | The current staff is dedicated to helping wards make a positive transition into the community after time spent in the Humboldt County Juvenile Detention Center. This positive transition can help prevent recidivism. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 1 | The Humboldt County Sheriff repair the roof. The repair is to be completed by October 31, 2024. For funding recommendations see the wording below Recommendation #2 | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 10 | The Humboldt County Sheriff develop or purchase a computer software system to inventory and track deceased people’s personal property that is not criminal evidence. This recommendation is to be completed by July 1, 2025. For funding recommendations see the wording below Recommendation #12. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 11 | The Humboldt County Sheriff repair walls in the evidence room to protect exposed electrical components by December 30, 2024. For funding recommendations see the wording below Recommendation #12 | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 12 | The Humboldt County Sheriff replace all work surfaces in the autopsy room with stainless steel or a similar non-permeable material. This recommendation is to take place by June 30, 2025. For funding recommendations see the wording below Recommendation #12. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 13 | The Department of Health and Human Services fill at least half of the vacant positions at Sempervirens no later than January 1, 2025. For funding recommendations see the wording below Recommendation #13. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 14 | The Humboldt County Sheriff install a secure fence with a locked gate around the drainage pond by no later than July 30, 2025. For funding recommendations see the wording below Recommendation #15. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 15 | The Humboldt County Sheriff ensure that a minimum of six filled Sheriff’s Deputy positions are assigned to the Sheriff’s Work Alternative Program Farm by December 31, 2024. For funding recommendations see the wording below Recommendation #15 | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 2 | The Humboldt County Sheriff repair or replace inoperable outside parking, exterior, and visitation lights. This is to be completed by October 31, 2024. For funding recommendations see the wording below Recommendation #2. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 3 | The California Department of Corrections and Rehabilitation and the California Department of Forestry and Fire Protection ensure that all fire safety equipment and facilities at the California Department of Corrections and Rehabilitation, Eel River Conservation Camp #31 are in working condition. This is to be completed by November 30, 2024. | . |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 4 | The Humboldt County Board of Supervisors adjust the Juvenile Correctional Officers pay scale to be more competitive with that of Correctional Deputies. This is to take place by July 1, 2025. For funding recommendations see the wording below Recommendation #5. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 5 | The Humboldt County Probation Department coordinate with Humboldt County Public Works to install a rain gutter above the walkway to the grass area by October 1, 2024. For funding recommendations see the wording below Recommendation #5. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 6 | The Humboldt County Sheriff repair the leaks in the Humboldt County Correctional Facility roof. This repair is to be completed by December 31, 2024. For funding recommendations see the wording below Recommendation #7. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 7 | The Humboldt County Sheriff repair the padded parts of the wall-mounted parallel bar exercise equipment, or replace it with new equipment, by no later than October 31, 2024. For funding recommendations see the wording below Recommendation #7. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 8 | The Humboldt County Sheriff create a policy and procedures manual for the coroner portion of the Coroner-Public Administrator position. This manual is to be written and distributed by December 31, 2024. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-6-Custody & Correction | 29 | 15 | Rec | 9 | The Humboldt County Sheriff install a keypad lock to all areas in the Coroner-Public Administrator’s Office that store property or evidence. This keypad lock must track and store the information on all people who access these areas by person, time, and date. This recommendation is to be completed by December 31. 2024. For funding recommendations see the wording below Recommendation #12. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 1 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not describe the transaction as a proposed property exchange under California Education Code section 17536 and did not specify both properties involved. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 1 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not describe the transaction as a proposed property exchange under California Education Code section 17536 and did not specify both properties involved. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 2 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not identify the person or persons with whom the designated Eureka City Schools negotiator may negotiate – specifically, the name (identity) of the principal members and financial backers of AMG Communities – Jacobs, LLC. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 2 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not identify the person or persons with whom the designated Eureka City Schools negotiator may negotiate – specifically, the name (identity) of the principal members and financial backers of AMG Communities – Jacobs, LLC. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 3 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not include the proposed text of Resolution 23-24-023 and Agreement. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 3 | Public notice of the pending real-estate decision prior to the December 14, 2023, Eureka City Schools Trustee meeting did not include the proposed text of Resolution 23-24-023 and Agreement. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 4 | Eureka City Schools Trustees did not fully vet AMG Communities-Jacobs, LLC to establish the bona-fide identity of its members and its financial integrity and discuss this information in open session. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision and its potential relationship to other local public policy issues. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 4 | Eureka City Schools Trustees did not fully vet AMG Communities-Jacobs, LLC to establish the bona-fide identity of its members and its financial integrity and discuss this information in open session. Therefore, the public did not have an opportunity to be informed and to question the details of the pending decision and its potential relationship to other local public policy issues. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 5 | Resolution 23-24-023 and Agreement was introduced and voted on within 2½ hours on December 14, 2023. The Eureka City Schools Trustees acted hastily without sufficient prudence and due diligence. This deprived the public of information and adequate explanation and communication regarding terms and conditions or sufficient opportunity to consider, respond or question the transaction. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 5 | Resolution 23-24-023 and Agreement was introduced and voted on within 2½ hours on December 14, 2023. The Eureka City Schools Trustees acted hastily without sufficient prudence and due diligence. This deprived the public of information and adequate explanation and communication regarding terms and conditions or sufficient opportunity to consider, respond or question the transaction. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 6 | The Eureka City Schools Trustees conducted unrecorded, secret, undocumented, and undisclosed negotiations. This deprived the public of adequate explanation and communication regarding terms and conditions, or sufficient opportunity to consider, respond or question the transaction during open sessions, and prevented the Humboldt County Civil Grand Jury from determining whether Eureka City Schools Trustees complied with the California Government Code during closed sessions. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Fin | 6 | The Eureka City Schools Trustees conducted unrecorded, secret, undocumented, and undisclosed negotiations. This deprived the public of adequate explanation and communication regarding terms and conditions, or sufficient opportunity to consider, respond or question the transaction during open sessions, and prevented the Humboldt County Civil Grand Jury from determining whether Eureka City Schools Trustees complied with the California Government Code during closed sessions. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 1 | : Pursuant to California Government Code section 54957.2 the Eureka City Schools Trustees designate a clerk or other officer or employee to attend each closed session and keep and enter in a confidential minute book a record of topics discussed and decisions made at the meeting. This recommendation is to be done by December 31, 2024. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 1 | : Pursuant to California Government Code section 54957.2 the Eureka City Schools Trustees designate a clerk or other officer or employee to attend each closed session and keep and enter in a confidential minute book a record of topics discussed and decisions made at the meeting. This recommendation is to be done by December 31, 2024. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 2 | Although the time for immediate cure and correct action has expired, the Eureka City Schools Trustees make details of the Jacobs property negotiations and ongoing status of the transaction known to the public by October 1, 2024. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 2 | Although the time for immediate cure and correct action has expired, the Eureka City Schools Trustees make details of the Jacobs property negotiations and ongoing status of the transaction known to the public by October 1, 2024. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 3 | The Eureka City Schools Trustees adopt and implement procedures to assure compliance with the spirit and intent, as well as the literal and technical requirements, of the Brown Act with respect to public notice and participation to avoid the deficiencies noted in this report. This recommendation is to be done by March 31, 2025. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 3 | The Eureka City Schools Trustees adopt and implement procedures to assure compliance with the spirit and intent, as well as the literal and technical requirements, of the Brown Act with respect to public notice and participation to avoid the deficiencies noted in this report. This recommendation is to be done by March 31, 2025. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 4 | The Eureka City Schools Trustees create audio and video recordings of all open sessions of Eureka City Schools Trustee meetings. This recommendation is to be done by December 31, 2025. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 4 | The Eureka City Schools Trustees create audio and video recordings of all open sessions of Eureka City Schools Trustee meetings. This recommendation is to be done by December 31, 2025. | Eureka City Schools |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 5 | The Eureka City Schools Trustees and staff engage in comprehensive Brown Act training conducted by independent experts not connected with Eureka City Schools or California School Boards Association. This recommendation is to be done by December 31, 2025. | Board of Trustees |
| Humboldt | Humboldt-7-Eureka City Schools | 6 | 5 | Rec | 5 | The Eureka City Schools Trustees and staff engage in comprehensive Brown Act training conducted by independent experts not connected with Eureka City Schools or California School Boards Association. This recommendation is to be done by December 31, 2025. | Eureka City Schools |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 1 | Humboldt County Human Resources is now sending exit questionnaires to all departing County employees. Analysis of these responses may allow Humboldt County Human Resources to determine strategies to improve recruitment and retention. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 1 | Humboldt County Human Resources is now sending exit questionnaires to all departing County employees. Analysis of these responses may allow Humboldt County Human Resources to determine strategies to improve recruitment and retention. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 10 | Unlike many other counties, Humboldt County Human Resources does not have a single comprehensive policies and procedures manual for hiring. This lack of direction could lead to misunderstanding and ignorance of hiring procedures. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 10 | Unlike many other counties, Humboldt County Human Resources does not have a single comprehensive policies and procedures manual for hiring. This lack of direction could lead to misunderstanding and ignorance of hiring procedures. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 11 | Humboldt County Human Resources does not have or use a standard set of metrics for the completion of hiring steps, hiring timeframe, recruitment success, or retention. Without these metrics, it is hard to evaluate hiring performance for county employment. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 11 | Humboldt County Human Resources does not have or use a standard set of metrics for the completion of hiring steps, hiring timeframe, recruitment success, or retention. Without these metrics, it is hard to evaluate hiring performance for county employment. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 12 | Performance evaluations of Human Resources staff are not always conducted annually. This results in performance and accountability being difficult to assess. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 12 | Performance evaluations of Human Resources staff are not always conducted annually. This results in performance and accountability being difficult to assess. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 2 | The Humboldt County Sheriff’s Office has longer hiring times than other county positions due to necessary written and oral testing, and required background checks. However, overlapping testing and interviews have allowed them to shorten the hiring process by weeks. This shortened hiring time increases the likelihood of successful recruitment. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 2 | The Humboldt County Sheriff’s Office has longer hiring times than other county positions due to necessary written and oral testing, and required background checks. However, overlapping testing and interviews have allowed them to shorten the hiring process by weeks. This shortened hiring time increases the likelihood of successful recruitment. | The Humboldt County Sheriff |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 3 | Many departments continue to be short-staffed, including Humboldt County Human Resources itself. Productivity decreases when staffing is inadequate, and the workload for individual staff increases, affecting employee retention | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 3 | Many departments continue to be short-staffed, including Humboldt County Human Resources itself. Productivity decreases when staffing is inadequate, and the workload for individual staff increases, affecting employee retention | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 4 | The average length of time from announcement to hire is on a par with other counties, but the process still takes months. This long time reduces the qualified pool of applicants and potentially forces the hiring department to start over. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 4 | The average length of time from announcement to hire is on a par with other counties, but the process still takes months. This long time reduces the qualified pool of applicants and potentially forces the hiring department to start over. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 5 | Hiring times are longer for departments that do not work efficiently or proactively with Humboldt County Human Resources during the hiring steps to provide subject matter experts and oral examiners. Longer hiring times make it more likely that applicants will give up, endangering the success of finding and hiring qualified employees. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 5 | Hiring times are longer for departments that do not work efficiently or proactively with Humboldt County Human Resources during the hiring steps to provide subject matter experts and oral examiners. Longer hiring times make it more likely that applicants will give up, endangering the success of finding and hiring qualified employees. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 6 | The California Department of Human Resources controls the hiring of Merit System Staffing positions. Until Humboldt County Human Resources has control, the lengthy hiring process will continue to delay filling positions and may cause applicants to withdraw, making the recruitment less successful | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 6 | The California Department of Human Resources controls the hiring of Merit System Staffing positions. Until Humboldt County Human Resources has control, the lengthy hiring process will continue to delay filling positions and may cause applicants to withdraw, making the recruitment less successful | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 6 | The California Department of Human Resources controls the hiring of Merit System Staffing positions. Until Humboldt County Human Resources has control, the lengthy hiring process will continue to delay filling positions and may cause applicants to withdraw, making the recruitment less successful | The Department of Health and Human Services |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 7 | As of a 2020 survey, county pay levels are low relative to similar counties. This hinders both recruitment and retention across many departments. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 8 | As of a 2020 survey, the cost of medical benefits to employees is high relative to similar counties. This high cost hinders both recruitment and retention across many departments. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 9 | Humboldt County Human Resources has fewer strategies to improve recruitment and retention compared to some other counties. Having fewer strategies could hinder both recruitment and retention. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Fin | 9 | Humboldt County Human Resources has fewer strategies to improve recruitment and retention compared to some other counties. Having fewer strategies could hinder both recruitment and retention. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 1 | Current Humboldt County Human Resources vacancies be filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation #10 | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 1 | Current Humboldt County Human Resources vacancies be filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation #10 | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 10 | Humboldt County Human Resources conduct performance evaluations annually for all Human Resources staff, to be completed by no later than June 30, 2025 | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 2 | The Humboldt County Human Resources Assistant Director position be funded and filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation #10. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 2 | The Humboldt County Human Resources Assistant Director position be funded and filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation #10. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 3 | The three positions in Humboldt County Human Resources that were funded by expired federal grants be funded and filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 3 | The three positions in Humboldt County Human Resources that were funded by expired federal grants be funded and filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 3 | The three positions in Humboldt County Human Resources that were funded by expired federal grants be funded and filled by no later than June 30, 2025. For funding recommendations see the wording below Recommendation | The Department of Health and Human Services |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 4 | Humboldt County Human Resources develop a ‘best practices’ guide and training program for all hiring departments to use to speed up the hiring steps, to be completed by no later than June 30, 2025. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 5 | Humboldt County Human Resources implement additional hiring and retention strategies by no later than July 1, 2025. For funding recommendations see the wording below Recommendation | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 5 | Humboldt County Human Resources implement additional hiring and retention strategies by no later than July 1, 2025. For funding recommendations see the wording below Recommendation | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 6 | Humboldt County Human Resources continue the conversion process of becoming an Approved Local Merit System county, to be completed by no later than March 31, 2025. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 6 | Humboldt County Human Resources continue the conversion process of becoming an Approved Local Merit System county, to be completed by no later than March 31, 2025. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 7 | The Humboldt County Board of Supervisors adjust compensation levels to be competitive with other counties, to be done when the county budget situation improves. For funding recommendations see the wording below Recommendation | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 7 | The Humboldt County Board of Supervisors adjust compensation levels to be competitive with other counties, to be done when the county budget situation improves. For funding recommendations see the wording below Recommendation | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 8 | Humboldt County Human Resources develop a single comprehensive internal hiring policies and procedures manual, to be completed by no later than March 31, 2025. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 8 | Humboldt County Human Resources develop a single comprehensive internal hiring policies and procedures manual, to be completed by no later than March 31, 2025. | The Department of Humboldt County Human Resources |
| Humboldt | Humboldt-8-Humboldt County Hiring | 12 | 10 | Rec | 9 | Humboldt County Human Resources develop metrics to measure the completion of hiring steps, hiring timeframe, recruitment success, and retention, to be completed by no later than March 31, 2025. | The Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F1 | Humboldt County does not have an independent means for oversight and review of critical incidents and allegations of misconduct involving the Humboldt County Sheriff’s Office. This lack of oversight and review can lead to public misunderstanding and mistrust of law enforcement. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F1 | Humboldt County does not have an independent means for oversight and review of critical incidents and allegations of misconduct involving the Humboldt County Sheriff’s Office. This lack of oversight and review can lead to public misunderstanding and mistrust of law enforcement. | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F2 | Humboldt County does not have an independent means for oversight and review of critical incidents and allegations of misconduct involving the Humboldt County Sheriff’s Office. This lack of oversight and review can lead to a misunderstanding by law enforcement of public expectations | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F2 | Humboldt County does not have an independent means for oversight and review of critical incidents and allegations of misconduct involving the Humboldt County Sheriff’s Office. This lack of oversight and review can lead to a misunderstanding by law enforcement of public expectations | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F3 | Humboldt County does not have an adequate means to review critical incidents independent of and external to existing law enforcement agencies. This lack of oversight and review can lead to a public misunderstanding and mistrust of law enforcement. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F3 | Humboldt County does not have an adequate means to review critical incidents independent of and external to existing law enforcement agencies. This lack of oversight and review can lead to a public misunderstanding and mistrust of law enforcement. | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F4 | Humboldt County does not have an effective forum to review alleged misconduct by law enforcement independent and external from existing law enforcement agencies. This lack of an independent and external forum can lead to public misunderstanding and mistrust of law enforcement. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Fin | F4 | Humboldt County does not have an effective forum to review alleged misconduct by law enforcement independent and external from existing law enforcement agencies. This lack of an independent and external forum can lead to public misunderstanding and mistrust of law enforcement. | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R1 | By December 31, 2025, the Humboldt County Board of Supervisors enact a county ordinance pursuant to Government Code section 25303.7 to create and fund a Humboldt County Sheriff’s Office Civilian Oversight Board with subpoena power and subject to the Brown Act. For funding recommendations see the wording below recommendation #2. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R1 | By December 31, 2025, the Humboldt County Board of Supervisors enact a county ordinance pursuant to Government Code section 25303.7 to create and fund a Humboldt County Sheriff’s Office Civilian Oversight Board with subpoena power and subject to the Brown Act. For funding recommendations see the wording below recommendation #2. | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R2 | By December 31, 2025, the Humboldt County Board of Supervisors, pursuant to Government Code section 25303.7, create and fund a Humboldt County Sheriff’s Office of Inspector General with subpoena power. For funding recommendations see the wording below recommendation #2. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R2 | By December 31, 2025, the Humboldt County Board of Supervisors, pursuant to Government Code section 25303.7, create and fund a Humboldt County Sheriff’s Office of Inspector General with subpoena power. For funding recommendations see the wording below recommendation #2. | Humboldt County Sheriff |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R3 | The Humboldt County Civil Grand Jury recommends that the Humboldt County Board of Supervisors fund the expenses listed in R1 and R2 from existing appropriations in the current fiscal year. If current appropriations are not sufficient, the Grand Jury recommends that the Board of Supervisors, at its next earliest opportunity, pursue additional funding from an appropriate agency, including state or federal agencies. | Humboldt County Board of Supervisors |
| Humboldt | Humboldt-9-Sheriff’s Office Oversight | 4 | 3 | Rec | R3 | The Humboldt County Civil Grand Jury recommends that the Humboldt County Board of Supervisors fund the expenses listed in R1 and R2 from existing appropriations in the current fiscal year. If current appropriations are not sufficient, the Grand Jury recommends that the Board of Supervisors, at its next earliest opportunity, pursue additional funding from an appropriate agency, including state or federal agencies. | Humboldt County Sheriff |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Fin | 1 | During the inspection it was noted the dining area is understaffed by officers and can present a significant risk of violence towards inmates and staff. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Fin | 2 | During an inspection of the housing area, it was observed that the showers showed difficulty warming shower water. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Fin | 3 | The ICGJ also noted an inconsistency in the entry process for all visitors at the facility. Staff indicated that approved form of identification required for entry did not include foreign identification to include identification issued by the Mexican Consulate. However, the California Department of Corrections and Rehabilitations indicates these forms of identification are acceptable. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Fin | 4 | The facility is well run, with extensive inmate programs to include a peer support pilot program. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Rec | 1 | Increase staffing of dining area during meal periods. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Rec | 2 | Have maintenance inspect water system. | . |
| Imperial | Imperial-1-Calipatria State Prison | 4 | 3 | Rec | 3 | Clarify the policy and training to staff so the procedure for entry to the facility is consistent with information posted on the State’s website. | . |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Fin | 1 | The record of compliance with California HSC’s requirements for annual fire safety inspections in Inyo County has been largely consistent over the last five years. | Bishop Fire and Independence FPD |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Fin | 2 | Many of the local fire protection districts in Inyo County lack the necessary resources or qualifications to conduct annual fire safety inspections. | Local fire protection districts in Inyo County |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Fin | 3 | Special District fire chiefs may delegate the responsibility for conducting fire safety inspections to the Office of the State Fire Marshal (via CalFire), another district chief or employee, or a private firm that provides inspection services. | Special District fire chiefs |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Fin | 4 | The Board of Directors of Inyo County’s fire protection districts are not in compliance with Health & Safety Code requirements to accept and make public fire safety inspection reports in their districts. | Board of Directors of Inyo County’s fire protection districts |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Bishop Rural Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Bishop City Council |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Big Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Independence Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Lone Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Olancha Community Service District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 1 | Each fire department, that is not currently in compliance, reach compliance with the requirements for annual fire safety inspections under sections 13146.2, 13146.3 and 13146.4 of the California Health & Safety Codes no later than December 31, 2024 | Sothern Inyo Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Bishop Rural Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Bishop City Council |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Big Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Independence Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Lone Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Olancha Community Service District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 2 | The Board of Directors of each fire department develops a plan that details how their departments will achieve and maintain compliance with fire safety inspection requirements no later than October 31, 2024, that includes the following: (F1, F4): Determine who will be responsible for conducting fire safety inspections; Compile and maintain a list of all schools and other facilities in their district which require inspections; Determine a procedure for the chief to present inspection reports to the board at their annual budget meeting | Sothern Inyo Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Bishop Rural Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Bishop City Council |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Big Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Independence Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Lone Pine Fire Protection District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Olancha Community Service District’s Board of Directors |
| Inyo | Inyo-1-Fire and Life Safety Inspections | 4 | 3 | Rec | 3 | The Board of Directors of each fire department receives all fire safety inspection reports at their annual budget meeting. The Board of Directors makes a formal resolution that includes posting inspection reports on the department website or making them available to the public at the fire station no later than October 31, 2024. | Sothern Inyo Fire Protection District’s Board of Directors |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Fin | 1 | F1. A significant hazardous condition currently exists in the public area of the library due to improperly secured bookshelves. | Mike Errante |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Fin | 1 | F1. A significant hazardous condition currently exists in the public area of the library due to improperly secured bookshelves. | Nate Greenberg |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Fin | 2 | F2. Bookshelves like those in the Independence Library were installed in other libraries and may not be adequately secured. | Mike Errante |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Fin | 3 | F3. There is a well-documented history of persistent clutter, obstructed access and other safety related issues in the public and non-public areas in the Independence library. | Nate Greenberg |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Fin | 4 | F4. The process for ensuring safety related issues in the Independence Library are identified, mitigated and prevented from reoccurring is ineffective. | Nate Greenberg |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Rec | 1 | R1. Close the public area of the library and restrict employee access until the bookshelves are inspected and secured according to the manufacturer’s recommendations. | Mike Errante |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Rec | 1 | R1. Close the public area of the library and restrict employee access until the bookshelves are inspected and secured according to the manufacturer’s recommendations. | Nate Greenberg |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Rec | 2 | R2. Survey bookshelves in other Inyo County Libraries like those in the Independence Library to ensure they are properly secured at those locations by October 1, 2024. | Mike Errante |
| Inyo | Inyo-3-Safety Issues At Independence Library | 4 | 3 | Rec | 3 | R3. Initiate a management and review process that will ensure safety issues are addressed promptly at the Independence Library and do not consistently reoccur by January 1, 2025. | Nate Greenberg |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F2 | Although the County and City PWDs routinely restripe roadways based on length of time since they were last painted, they do not currently have a systematic method to ensure that roadway marking retroreflectivity is continually at or above a minimum level as required by the new standard. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F2 | Although the County and City PWDs routinely restripe roadways based on length of time since they were last painted, they do not currently have a systematic method to ensure that roadway marking retroreflectivity is continually at or above a minimum level as required by the new standard. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F3 | The County and City PWDs are not currently restriping all markings that are waterbased paint with glass beads within their expected service life timeframe of between 6 months to 3 years. The glass beads wear off and the paint fades before the markings can be refreshed. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F3 | The County and City PWDs are not currently restriping all markings that are waterbased paint with glass beads within their expected service life timeframe of between 6 months to 3 years. The glass beads wear off and the paint fades before the markings can be refreshed. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F5 | The County and City PWD databases used for determining their respective roadway striping schedules do not include sufficient historical data to effectively track and schedule the replacement of roadway markings in accordance with the new standard. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F5 | The County and City PWD databases used for determining their respective roadway striping schedules do not include sufficient historical data to effectively track and schedule the replacement of roadway markings in accordance with the new standard. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F6 | A reduction in the frequency of application of thermoplastic paint instead of waterbased paint may justify the additional costs. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F6 | A reduction in the frequency of application of thermoplastic paint instead of waterbased paint may justify the additional costs. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F6 | For citizen complaints, both the City and County websites/apps are difficult to navigate to report problems related to roadway markings. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | F6 | For citizen complaints, both the City and County websites/apps are difficult to navigate to report problems related to roadway markings. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | f1 | Both the County and the City PWDs are aware of the new requirement to develop a method for maintenance of retroreflectivity but neither have yet formalized, adopted, or implemented their respective methods. | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Fin | f1 | Both the County and the City PWDs are aware of the new requirement to develop a method for maintenance of retroreflectivity but neither have yet formalized, adopted, or implemented their respective methods. | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R1 | . By January 1, 2025, review the guidance provided by the FHWA in their Technical Report SA-22-028, and determine the most appropriate maintenance method, or combination of methods, that will be developed to assure minimum retroreflectivity levels will be maintained for the roadway markings within their jurisdictions. (Finding 1) | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R1 | . By January 1, 2025, review the guidance provided by the FHWA in their Technical Report SA-22-028, and determine the most appropriate maintenance method, or combination of methods, that will be developed to assure minimum retroreflectivity levels will be maintained for the roadway markings within their jurisdictions. (Finding 1) | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R2 | . By February 1, 2025, develop the formal written Method for Maintaining Pavement Marking Retroreflectivity that will be used to systematically track and schedule replacing or refreshing roadway markings that fall below the minimum retroreflectivity requirements. (Finding 2) | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R2 | . By February 1, 2025, develop the formal written Method for Maintaining Pavement Marking Retroreflectivity that will be used to systematically track and schedule replacing or refreshing roadway markings that fall below the minimum retroreflectivity requirements. (Finding 2) | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R3 | By April 1, 2025, perform an analysis to determine whether, and consequently where, it would be cost beneficial to restripe the roadways in their respective jurisdictions with thermoplastic paint. (Findings 3 and 4) | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R3 | By April 1, 2025, perform an analysis to determine whether, and consequently where, it would be cost beneficial to restripe the roadways in their respective jurisdictions with thermoplastic paint. (Findings 3 and 4) | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R4 | . By June 1, 2025, develop the database required to establish a roadway marking schedule. The database should consider the agencies policies and practices regarding the use of pavement marking materials and should include information specific to the roadway, average daily traffic, and weather conditions of the local area. (Finding 5) | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R4 | . By June 1, 2025, develop the database required to establish a roadway marking schedule. The database should consider the agencies policies and practices regarding the use of pavement marking materials and should include information specific to the roadway, average daily traffic, and weather conditions of the local area. (Finding 5) | Bakersfield City Council |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R5 | By November 1, 2024, the Kern County and Bakersfield City websites/apps should be modified to include a user friendly, specific service request for roadway markings. (Finding 6) | Kern County Board of Supervisors |
| Kern | Kern-10-Roadway Marking Reflectivity | 6 | 5 | Rec | R5 | By November 1, 2024, the Kern County and Bakersfield City websites/apps should be modified to include a user friendly, specific service request for roadway markings. (Finding 6) | Bakersfield City Council |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 1 | District Board meetings were held at several different locations and on different days of the month in the past, making it difficult for the public to plan and attend meetings. The lack of transparency ended up with a lack of public input. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 2 | District Board meetings were held at several different locations and on different days of the month in the past, making it difficult for the public to plan and attend meetings. The lack of transparency ended up with a lack of public input. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 3 | Proposed grants for funding were not always placed on the meeting’s agenda for required public comment before acting on a request. Some grants were improperly approved without an application, letter of intent, or the knowledge of purposed expenses and/or expected outcomes. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 4 | Minutes of Board meetings do not reflect any accountability of grant expenses or the proposed benefit to the community that would be provided by the grants. Minutes are very brief and do not name the Board Members present, resulting in the lack of public transparency. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 5 | Board Members’ stipends varied from member to member, and from year to year, without explanation, as per the State Controller’s Reports. It is unknown if some of the dollar amounts include hours of labor paid to Board Members. The Monthly Board stipends were changed without being placed on the agenda or through the resolution process and without public input or explanation. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 6 | Without a written policy, resolution, or ordinance approved by the Board in a public meeting, paying a board member to work an hourly rate may violate Government Code and FPPC guidelines. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 7 | District files including historical minutes, LAFCo documents, and Board Members’ Form 700 documentation are currently stored in totes at the home of a Board Member. These District files are not open for public review, therefore lacking transparency. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Fin | 8 | The District’s website is under development. The webpage links to Bylaws are outdated and not complete. The Mission Statement is blank, and the FAQs appear to be generic. Many other links to sections are vague, confusing the public. | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 1 | Continue to update and maintain their website to meet all the requirements of California Health and Safety Code §32139, to include Board Members’ contact information. This will be an on-going activity requiring monthly updates. (Finding 8) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 2 | Develop and publish a grant application form and the process for awarding annual grants. This application should explain the purpose of the grant, budget of expenses, and expected outcomes when the project is completed. The approved application form should be available to the public by September 1, 2024. (Findings 3 and 4) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 3 | Develop and publish, with community input, District Bylaws and operation procedures that reflect the current operation of the District. Bylaws should be posted on their website by October 1, 2024. (Findings 6 and 8) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 4 | Seek an official legal opinion on the process of hiring a Board Member to perform work for the District, and update the Rules and Regulations’ requirements for hiring Board Members. If needed, seek the return of funds paid for hours of work performed by Board Members. Bylaws and/or Rules and Regulations should reflect the process to hire Board Members to do work by November 1, 2024. (Finding 6) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 5 | Develop an Annual Budget with income, expenses, and expected grants for the year. Explore budget options to provide for an office, a secure storage space, access to legal counsel, and a part-time clerical employee to respond to public inquires and perform dayto-day activities by December 31, 2024. (Findings 1 and 7) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 6 | Post agendas and important District related notices in all (three) US Post Offices within the District boundaries, other visible public locations, and publish a copy in the local newspaper’s calendar of events. This process should be in place by September 1, 2024. (Finding 2) | Southwest Healthcare District |
| Kern | Kern-11-SOUTHWEST HEALTHCARE DISTRICT | 8 | 7 | Rec | 7 | Locate and rent/lease a facility to be used as the District’s Office with a phone, email, secure file storage capabilities, and a place to hold monthly public meetings at the same location. The public should be informed of the office location by December 31, 2024. (Findings 1 and 2) | Southwest Healthcare District |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F1 | The Wastewater Treatment Plant has been neglected resulting in an urgent situation to become State compliant. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F10 | The Policies and Procedures governing the District are not available on the CSD website, resulting in a lack of transparency. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F11 | CSD Ordinance 160 does not explain the Administrative Citation enforcement process regarding collection of fines, trash facility access suspension and termination of services, causing complaints. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F12 | Much of the 40 acres of property on Pellisier Road purchases by the CSD may be underutilized. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F13 | The library, situated two miles from the center of Stallion Springs, is not easily accessible to residents with limited transportation. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F14 | The Stallion Springs Police Department is engaged with the community and preforms its duties professionally and impartially with limited personnel and struggles to be competitive. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F15 | The Public Works Department is doing an excellent job for the community with minimal staffing. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F2 | The State Time Schedule Order deadline is quickly approaching (2025), with insufficient CSD funds to make necessary improvements to satisfy the State mandates. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F3 | The failure to implement scheduled sewer rate increases, which have now expired, has caused operational and capital improvement costs to be underfunded requiring a new Prop 218 study to be conducted. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F4 | The progress of Grant application submitted to the CWSRF in November 2021 is not being routinely monitored. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F5 | If grants are rejected, than a loan maybe more economical for the sewer customers over the necessity of installing an engineered system on their parcels, which could cost. between $10,000-$20,000. An example of the loan repayment: | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F6 | The reasons for the sewer rate increases not being implemented annually, and the financial situation of the Wastewater Treatment Plant, were not communicated effectively to the affected customers. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F7 | It is not practical to expect residents to attend board meetings as their only source of information due to scheduling and space limitations, leaving them uninformed. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F8 | The CSD followed CA Public Contract Code 22030 regarding the water meter replacement project; however, residents were not completely informed of the bidding process, causing distrust. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Fin | F9 | The CSD failed to identify the contents of records to be destroyed in the Board Meeting agenda of August 2023, creating suspicion. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R1 | A contingency plan to service affected sewer customers in the event of treatment facility closure due to non-compliance should be put in place by the CSD no later than July 1, 2024. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R10 | The CSD ensure that records are properly labeled per CA Govt Code 60201 in the board meeting agendas and allow time for approval from the Board prior to destruction, effective July 1, 2024. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R11 | The CSD update their website to include Policies and Procedures by July 1, 2024. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R12 | The CSD Board amend Ordinance 160 to specifically state the authority of the district to suspend health related services(water, sewer, or trash) as permitted by law, in the enforcement of Administrative Citations, This recommendation should be implemented by July 1, 2024. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R13 | The CSD revisit alternate uses by July 1, 2024, of the surplus acreage as explored by the previous General Manager on the board meeting agenda of March 19, 2019. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R14 | The CSD consider the feasibility by July 1, 2024, of relocating the library to a more accessible location for the residents of Stallion Springs. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R15 | The CSD consider by July 1, 2024, initiating a special assessment tax to find additional staff for Police and Public Works. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R2 | The CSD initiate a new sewer rate increase study in accordance with Prop. 218 by July 1, 2021, to ensure that future operating costs and capital improvements are funded. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R3 | The CSD implement future scheduled increases as recommended by all Prop. 218 studies | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R4 | The CSD assign a watchdog no later than July 1, 2024, to track the grant application process monthly and report to the General Manager. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R5 | The CSD should, by July 1, 2024, diligently investigate the feasibility of securing a loan for State mandated Wastewater Treatment Plant capital improvements. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R6 | The CSD should keep affected customers informed of any deferred sewer rate increases within 30 days of deferment. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R7 | Effective by July 1, 2024, the CSD should timely communicate important issues with all affected residents, using bill inserts, The Bridge Newsletter and/or Town Hall meetings. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R8 | The CSD keep the affected customers informed semi-annually of the Wastewater Treatment Plant’s financial situation, effective July 1, 2024. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-12-STALLION SPRINGS COMMUNITY SERVICES DISTRICT | 15 | 15 | Rec | R9 | Effective by July 1, 2024 the CSD should hold Town Hall or Special meetings to promote transparency with the residents for future major projects requiring bids. | Stallion Springs Community Services District Board of Directors |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 1 | Delayed response times to complaints of illegal fireworks in the neighborhood during the July 4th holiday causes citizens to become frustrated. | Kern County Fire Department (KCFD) |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 1 | Delayed response times to complaints of illegal fireworks in the neighborhood during the July 4th holiday causes citizens to become frustrated. | Police Department |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 2 | Since the KCFD informs citizens of the dangers of deep-frying turkeys during the Thanksgiving holiday, and the dangers of having dried Christmas trees in the home during the Christmas holiday, citizens should also be made aware of the dangers of illegal fireworks during the July 4th holiday. | KCFD |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 2 | Since the KCFD informs citizens of the dangers of deep-frying turkeys during the Thanksgiving holiday, and the dangers of having dried Christmas trees in the home during the Christmas holiday, citizens should also be made aware of the dangers of illegal fireworks during the July 4th holiday. | City or County Government |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 3 | Monitoring social media for sales of illegal fireworks may be a useful resource. | Police Department |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 3 | Monitoring social media for sales of illegal fireworks may be a useful resource. | Information Technology Department |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 4 | Drones have proven to be useful in locating illegal fireworks in neighborhoods by flying at high altitudes covering wider areas. | City or County Government |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Fin | 4 | Drones have proven to be useful in locating illegal fireworks in neighborhoods by flying at high altitudes covering wider areas. | Police Department |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Rec | 1 | The KCFD develop a response team to monitor illegal fireworks complaints during the July 4th holiday beginning June 1, 2024. (Finding 1) | Kern County Fire Department (KCFD) |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Rec | 2 | The KCFD increase public outreach through Public Service Announcements (e.g., newspaper, radio, social media, billboards) regarding dangers and repercussions of possessing and using illegal fireworks during the July 4th holiday beginning June 1, 2024. (Finding 2) | KCFD |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Rec | 3 | The KCFD create a task force to search social media for the sale of illegal fireworks beginning June 1, 2024. (Finding 3) | KCFD |
| Kern | Kern-13-The Kern County Fire Department | 4 | 4 | Rec | 4 | The Kern County Board of Supervisors initiate a feasibility study to possibly allocate additional funds to the Kern County Fire Department budget for the purchase of drones and training of personnel by June 1, 2024. (Finding 4) | Kern County Board of Supervisors |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 1 | The EKHCD Board meeting agendas are posted in a timely manner on their website. Meetings are held in a small office on North Loop Boulevard and made accessible via Zoom. Unfortunately, the live audio-visual feed is low quality and does not show all Board Members participating in the meeting. The audio-visual shortcomings can be distracting, therefore making the flow of information difficult for the public to follow. Board Members sit facing the camera, meaning that they sit with their backs to the public. This makes it difficult for the Board to engage with community members. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 2 | Not all previous meetings are available for the public to review. In addition, some archived Zoom videos are poor quality, as the sound frequently cuts out, and Board Members in some meetings used only the audio without the visual aspect. This does not meet the requirements of AB 2449. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 3 | Board Meetings are scheduled for 5:00 pm and usually begin on time; however, one board member frequently arrives late or attends via Zoom from a different location. This disrupts the flow of the meeting. Zooming from an alternate location raises the question by the Grand Jury, “Can this member be considered part of the quorum, and is the remote location open to the public?” This may not meet the requirement of AB 2449. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 4 | Board Members generally follow the guidelines of The Brown Act, and their legal counsel provides guidance in times of uncertainty; however, Robert’s Rules of Order are not always followed. Some Board Members have been observed using cell phones throughout the meeting and engaging in side conversations, some behind notepads preventing the public from hearing the topic of conversation. Some Board Members also sporadically leave the courtroom for a few minutes, thus affecting the quorum status. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 5 | The aftermath of the fire at the building on Bay Avenue revealed that the building was not up to current building codes. The building sustained fire, water, and structural damages resulting in an unsafe condition. Asbestos was also detected during an inspection. Code upgrades may not be covered by their insurance claim, leaving the EKHCD to pay for their upgrades. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 6 | Annexation of Ridgecrest Regional Hospital will benefit Eastern Kern County with improved access to healthcare and governmental funding sources. During the annexation process, the EKHCD will have to update their Administrative Code of Operating Procedures and Municipal Service Review (MSR) to include the operations of RRH facilities and its other entities. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 7 | The EKHCD Board opted not to fill a position left vacant in 2023. This has led to voting difficulties and maintaining a quorum. Three Board Member positions will be open for election in November 2024, filling all five seats. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Fin | 8 | The EKHCD website is well maintained; however, the Staff and Board Meeting Minutes webpages need to be updated regularly and made available to the public. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 1 | Relocate the Board meetings to a room that can accommodate the entire Board and the public. Audio-visual equipment should be properly positioned so that all Board Members can be seen and heard at the same time anytime there is a quorum. This should be in place by September 1, 2024. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 2 | Ensure both Board Meeting minutes and videos are made available to the public prior to the next meeting. This should be in place by September 1, 2024. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 3 | Change the Board Meeting to a time that is more convenient to accommodate all Board Members and the public. This will reduce the meeting distractions (Board Members coming in late and having to leave the room) and ensure a quorum is met at all times. This should be completed by September 1, 2024. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 4 | Establish and adhere to a decorum policy for the Board Meetings to ensure public transparency. Follow Robert’s Rules of Order, eliminate cell phone usage, and reduce side bar conversations during the meeting. This should be in place by September 1, 2024. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 5 | Work with California City’s Building Planning Department to ensure that repairs of the Bay Avenue Building will be up to current building codes. This should be initiated by September 1, 2024. | East Kern Health Care District |
| Kern | Kern-2-East Kern Health Care District | 8 | 6 | Rec | 6 | Develop and publish a strategic plan with the Ridgecrest Regional Hospital on how to use the annexation to benefit all residents of Eastern Kern County with convenient access to medical healthcare. This should be in place November 30, 2024. | East Kern Health Care District |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Fin | 1 | The Grand Jury finds that the District is financially insolvent and is facing multiple critical issues. The District has shown that it does not have the means or ability to rectify these issues. This has caused the citizens of the District to face water insecurity. | The Inyokern Community Services District |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Fin | 1 | The Grand Jury finds that the District is financially insolvent and is facing multiple critical issues. The District has shown that it does not have the means or ability to rectify these issues. This has caused the citizens of the District to face water insecurity. | The Kern County Board of Supervisors |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Fin | 1 | The Grand Jury finds that the District is financially insolvent and is facing multiple critical issues. The District has shown that it does not have the means or ability to rectify these issues. This has caused the citizens of the District to face water insecurity. | The Kern County Local Agency Formation Commission (LAFCo) |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Rec | 1 | The District contact the Kern County Local Agency Formation Commission, and the Kern County Board of Supervisors to initiate reorganization by October 1, 2024. (Finding 1) | The Inyokern Community Services District |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Rec | 2 | The Kern County Board of Supervisors work in cooperation with Kern County Local Agency Formation Commission to develop a plan by December 31, 2024, to reorganize the District in accordance with California Government Code §56375. (Finding 1) | The Kern County Board of Supervisors |
| Kern | Kern-3-INYOKERN COMMUNITY SERVICES DISTRICT | 1 | 2 | Rec | 2 | The Kern County Board of Supervisors work in cooperation with Kern County Local Agency Formation Commission to develop a plan by December 31, 2024, to reorganize the District in accordance with California Government Code §56375. (Finding 1) | The Kern County Local Agency Formation Commission (LAFCo) |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Fin | 1 | The KCSO’s website needs to be updated as it contains misinformation on the Work Release Program | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Fin | 2 | The WRP work vans have no identification markings, and when in the neighborhoods, this causes some concerns for private citizens. (Appendices 3 and 4) | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Fin | 3 | The different colored vests that participants are currently wearing can cause confusion as to whether or not they are with the WRP | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Fin | 4 | It is apparent that the Sheriff’s Support Supervisor and three Sheriff’s Support Technicians assigned to the WRP are the glue that ensures the program runs seamlessly | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Rec | 1 | Update the Work Release Program Website by October 1, 2024. (Finding 1) | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Rec | 2 | Have “Kern County Sheriff” identification markings placed on the work vans by January 1, 2025. (Finding 2) | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Rec | 3 | Ensure that all WRP participants are wearing orange safety vests with identification markings by September 1, 2024. (Finding 3) | Kern County Sheriff |
| Kern | Kern-4-KERN COUNTY SHERIFF’S OFFICE WORK RELEASE PROGRAM | 4 | 4 | Rec | 4 | Reclassify the job position title for the Sheriff’s Support Specialist to Sheriff’s Records Supervisor, and the Sheriff’s Support Technician to Sheriff’s Record Specialist, by February 1, 2025. (Finding 4) | Kern County Sheriff |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 1 | The District has a website with public information about the operations and services that the District provides. Unfortunately, it is not well maintained with up-to-dateinformation and does not meet all the requirements of Cal Health and Safety Code§32139. Additionally, contact information is not available for each Board Member. Thewebsite fails to provide transparency to the public. Furthermore, the Grand Jury wasdenied access to contact information of Board Members, causing a delay in thisinvestigation | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 10 | The Board President signed several contracts with vendors and expanded the scope of existing contracts without board approval or public comments. The public has the right to know before action is taken with vendor contracts that are over $25,000 and to reviewthe purpose of such contracts. | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 11 | As per the District’s Bylaws, ARTICLE 1, SCOPE AND PURPOSE, Section 3.Purposes:(c.) To conduct educational and research activities essential to the attainment of its purpose.This District has done a great job of meeting this purpose by offeringCertified Nursing Assistant Classes open to the public to help fill staffing shortages. (See Appendix B) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 12 | The use of seven credit cards by employees leads to excessive spending; the monthlybalance as of September 28, 2023, was $259,462.65. The use of paying routine expensesby credit card does not have the needed checks and balances with justifications for eachexpense. Not knowing the purpose of each charge leaves the public questioning how their funds are being used. | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 13 | The Grand Jury attended District Regular Board Meetings in person and via Zoom, withthe following observations: meetings started on time with a quorum of the Board, staffmembers, and the public present. Legal counsel was live via Zoom to offer advice during the meetings and tracking the motions. Complete board meeting agendas andpackets were available for the public. The meetings were conducted in an orderlymanner with some discussions from Board Members and staff.The Grand Jury did not observe a sign showing that there was a meeting taking place on the front door of the building or outside of the meeting room door, as required. TwoBoard Members and staff members had their backs to the public, making it difficult to hear when they were speaking. The large TV monitor was not fully visible to the entirepublic, giving the impression that it is not important to attend meetings and participate in the District’s business.The CEO used the meetings to explain some of the plans he thinks would benefit theDistrict and to meet the healthcare needs of the community. There was also discussionabout hiring an additional law firm, developing an organizational chart, and creatingguidelines for the CEO duties. | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 14 | During a fact-finding visit to the District and its facilities, the Grand Jury noticed an empty lot belonging to the District that is not being utilized nor properly maintained.(See Appendix E). This is ideal for future growth. | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 15 | The Grand Jury observed and verified through interviews and videos of board meetingsthat the current HVAC system for the DDSNF needs repair and/or replacement. Theuse of portable fans and coolers creates a health and safety concern for the patients,staff, and visitors | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 16 | The Grand Jury could not verify through Board meeting minutes and/or videos ofmeetings, or from the Kern County Elections Office, that all current Board Memberstook and subscribed to the Oath or Affirmation of Office before performing the dutiesof a Board Member. This lack of documentation questions the authority of the Board to act and violates California Government Code | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 17 | he District has been spending in excess of $340,000 with (Accounting and BusinessConsulting Firm) without defined expectations, outcomes, and end dates. This has thepotential to lead to out-of-control spending and being locked into future expenses | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 18 | The Board did not follow District Bylaws by holding the yearly officer election at theDecember 2023 Board Meeting. This gives the impression that officers are elected forthe duration of their tenure. | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 19 | The funds being spent on legal fees are not being properly monitored | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 2 | The Board delegates the routine operations of the District to the CEO. As per theDistrict’s Bylaws, Board Members shall refrain from interfering in the day-to-dayoperations; however, they are responsible for implementing policies, retaining legalcounsel, and making financial decisions in the best interest of the District. Members of the Board may approve contracts after discussion at public board meetings. Members of the Board or the Board President have no authority to sign contracts and agreementswithout approval of the Board, at an open board meeting, with public input. However,the Board President, without Board approval and public input, signed many contractsand agreements (Engagement Letters). | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 3 | The Bylaws do not indicate the date of ratification nor the date of last revision. TheBylaws need to be reviewed and updated to reflect the current operation of the District,including the duties assigned to the officers and to the District administration with theuse of an organizational chart. Discussions of updating the Bylaws have taken place at board meetings, with no action. As per Article XV, The Board of Directors will reviewthese Bylaws at least biennially and alter them to conform to changes in the law and thestandards of the Joint Commission on Accreditation of Healthcare Organization. Nothaving an organizational chart and defined roles and responsibilities for theadministrative staff indicates a lack of public transparency and fails to provide structurefor daily operations | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 4 | Three newly appointed Board Members apparently communicated via phone and text messages in a wheel hub meeting and/or a serial meeting (see glossary) prior to the firstday of service at the December 12, 2022 District Board Meeting. The minutes of that meeting do not reflect a swearing of the oath of office for the three new Board Members.Each new member took the oath of office with a notary public at different times, daysearlier or days and months later. This would be a violation of the CaliforniaConstitution, Government Code, and The Brown Act | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 5 | Reportedly, the Board President continued to text and/or call other Board Members priorto District Board Meetings to get the members’ positions and/or discussion of District business. Such conversations would be a Brown Act violation | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 6 | Records of the Board Members completing the required FPPC and The Brown Acttrainings were not made available to the Grand Jury or to the public, showing a lack of transparency and dedication to the duties of a Board Member. (See Appendix D) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 7 | As per the retainer agreement, dated December 14, 2022, with the newly hired legalcounsel,Commencing December 14, 2022, the firm will provide advice to [NamedBoard Member] and will handle any other matter and provide any advice as requestedby the District.This appears to give personal legal counsel to the Named Board Memberwith the invoices paid by the Districts’ public funds. This gives the impression that thenew legal counsel firm is engaged, first and foremost, to represent the Named Board Member, and then the District | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 8 | In accordance with the District’s Bylaws, regular meetings shall be held on the fourthThursday of each month. However, the District’s website indicates that for calendar year2021, the Board held 28 meetings, of which 16 were special meetings. The website hasalso recorded 17 meetings (12 regular and 5 special) for the 2022 calendar year. In 2023,the District held at least 19 meetings (11 regular and 8 special). The question is, why somany back-to-back special meetings? Apparently, there was a lack of planning for themonthly agendas that led to using special meetings to handle the District’s business.Public transparency may be in question as to the justification for having so manymeetings. Is the public being properly informed of the District’s business before action is taken? | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Fin | 9 | The District’s meeting agenda and minutes for the meeting of July 12, 2023, indicatedthat the Board adjourned into closed session. Nevertheless, the report on actions takenfrom the closed session, as required by The Brown Act, to engage with (Accounting andBusiness Consulting Firm) for up to $178,000, was not on the agenda. There was nopublic information, RFP, or retainer letter provided for inspection prior to theconsideration of this item. This item does not meet the requirements for a closed sessionaccording to The Brown Act. Such actions of the Board may have also violated Healthand Safety Code, Division 23, Chapter 2, Article 2, Section 32138, and lacks publictransparenc | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 1 | Establish protocols regarding the use of General Counsel and any outside counsel. Thisis to be completed before July 1, 2024. (Finding 19) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 10 | Dedicate funding for the replacement or upgrading of the HVAC system in the DDSNF.Eliminating the use of portable fans and cooling systems in summer months will mitigate the risk of a safety hazard and improve patient care. This should be included in the next budget by July 1, 2024. (Finding 15) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 11 | Update and maintain the District’s website at least monthly to meet all the requirementsof CA Health and Safety Code §32139, and include biographies, photos, and contactinformation of Board Members and administrative staff, allowing for better publicaccess to the District and increasing transparency. This should be in place by June 1, 2024. (Findings 1 and 8) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 12 | Refocus and redirect goals toward patient care and staff morale. Excessive administrative staff turnover takes focus away from patient care. This should begin by June 1, 2024. (Findings 2 and 3) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 13 | Invite medical staff from both facilities to report to the Board and public at regularmonthly meetings or on a regular basis, to discuss patient care, patient satisfaction,Centers for Medicare and Medicaid Services (CMS) complaints, and employee morale.This item should be placed on the June 2024 Board Meeting Agenda. (Finding 13 | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 14 | Re-evaluate and streamline the use of outside vendor contracts to a single contract pervendor including a defined description, scope of expected outcomes, and with a definitetimeframe of completion. This should be completed by June 1, 2024.(Findings 12 and 17) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 2 | By June 1, 2024, the District should re -seat the Board Member who was removed in December 2022. (Findings 4 and 16 | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 3 | Seek a decision from the California Superior Court or an opinion of the California StateAttorney General’s Office, not the opinion of a hired law firm, on the legal grounds to seat and/or remove Board Members. The process should be initiated by June 1, 2024.(Findings 4 and 16) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 4 | Use the RFP with a “competitive means” process to award contracts for goods andservices over $25,000, and seek public input before awarding contracts. This processneeds to be included in the District’s procedures before June 1, 2024.(Findings 9 and 10) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 5 | Publish by June 1, 2024, the Code of Ethics Policy for Board Members that had beendiscussed at previous board meetings. (Findings 4, 5, 6 and 7) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 6 | Re-arrange the board meeting room so that all Board Members can address the publicdirectly (facing the public) and be heard by the public. The use of a public addresssystem would be beneficial. Consider re -locating the TV monitor for better visibility forall that attend the meeting. This would be more welcoming for the public to attend. Thisshould be in place by June 1, 2024. (Finding 13) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 7 | By June 1, 2024, place all future contracts over $25,000 on the Board’s agenda to bediscussed and approved by the Board before being signed and implemented by theBoard President and/or CEO. This allows the public to have input in actions of theBoard. (Findings 2, 9, 10 and 17) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 8 | Curtail and re -evaluate the excessive use of credit cards. The lack of accountability ofseven cards and the risk of misuse may outweigh the benefit of the card usage. The useof purchase orders has the advantage of tracking the monthly spending and allows for prior approval before spending. This should be incorporated into next year’s budget andspending procedures by July 1, 2024. (Finding 12) | North Kern South Tulare Hospital District Board of Directors |
| Kern | Kern-9-North Kern South Tulare Hospital District | 19 | 14 | Rec | 9 | Develop and publish on the District’s website, and in binder form for each BoardMember to use as a reference, a complete set of the Board Policies and ProceduresHandbook. This should include procedures to approve contracts, monthly stipends forBoard members, approved users of credit cards, timing for ethics and Brown ActTraining, duties and responsibilities of Board Members, and for contracts requiring an RFP. This should be completed by June 1, 2024. (Findings 1, 2 and 3 | North Kern South Tulare Hospital District Board of Directors |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Fin | 1 | The Kings County Assessor/Clerk/Recorders Office online presence lacks examples of documents used by County and City departments, and the requirements to record those legal documents are not available. | . |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Fin | 2 | County departments in Kings County and cities in Kings County do not have a physical in- house manual of examples and requirements showing how to record legal documents specific to their particular department. | . |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Fin | 3 | Communication between the Kings County Assessor/Clerk/Recorders Office, County departments, and the departments of the four incorporated cities in Kings County could be improved as to the recording of documents because the requirements seemingly change frequently. | . |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Fin | 4 | Documents presented for recording are treated inconsistently. | . |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Rec | 1 | Include on the Kings County Assessor/Clerk/Recorders Office website, templates and examples of documents frequently used by City and County departments and the requirements that need to be met to record those legal documents. | Kings County Assessor/Clerk/Recorder |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Rec | 2 | Each department should produce its own manual of commonly used documents, templates, examples of those documents, what information is required, and how it should be presented to be acceptable for recording in the Kings County Assessor/Clerk/Recorders Office. | Kings County Assessor/Clerk/Recorder |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Rec | 3 | An emphasis should be placed on the importance of frequent communication by both County of Kings departments, City departments, and the Assessor/Clerk/Recorders Office. | Kings County Assessor/Clerk/Recorder |
| Kings | Kings-2-CG KC Recorders Off Rec of Doc#6FINAL | 4 | 4 | Rec | 4 | The Kings County Assessor/Clerk/Recorders Office should conduct more frequent training of personnel to provide consistent, uniform information and service to County and City departments in Kings County. | Kings County Assessor/Clerk/Recorder |
| Kings | Kings-3-CG LAFCO Policy Proc Manual#10 FINAL | 2 | 2 | Fin | 1 | The Kings County LAFCO Policies and Procedures Manual was last updated on March 22, 2006 (18 years ago). | Kings County LAFCO |
| Kings | Kings-3-CG LAFCO Policy Proc Manual#10 FINAL | 2 | 2 | Fin | 2 | The Kings County LAFCO MSR for Cities and Community Districts was last updated on October 24, 2007 (17 years ago). | Kings County LAFCO |
| Kings | Kings-3-CG LAFCO Policy Proc Manual#10 FINAL | 2 | 2 | Rec | 1 | The Kings County LAFCO Policies and Procedures Manual should be reviewed and/or updated every five years. | Kings County LAFCO |
| Kings | Kings-3-CG LAFCO Policy Proc Manual#10 FINAL | 2 | 2 | Rec | 2 | The Kings County LAFCO MSR should be reviewed and/or updated every five years. | Kings County LAFCO |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Fin | F1 | The Dual Enrollment Program is an important way to expand educational opportunities, improve the community, and improve economic mobility while helping to meet California’s growing workforce needs. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Fin | F2 | Wonderful Agriculture Career Prep Program allows first-generation students to receive a head start on their college education and create a culture of high expectations for the community. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Fin | F3 | Two of Avenal High School administrators and one teacher were awarded the SDCOE (Category #7) Lighthouse Award in November of 2023. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Rec | R1 | Avenal High School administration and staff continue to support their students with programs and services which lead to academic excellence. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Rec | R2 | Avenal High School administration and staff should continue to work with the Wonderful Agriculture Career Prep Program which provides educational opportunities for Avenal High School students. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-5-H&E Avenal High Awards FINAL | 3 | 3 | Rec | R3 | Reef-Sunset Unified School District should provide public recognition for these achievements both for students and staff. The Kings County Civil Grand Jury commends Avenal High School administrative staff and teachers for their outstanding achievements and hard work. | Reef-Sunset Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F1 | At the beginning of every school year parents and students are provided with handbooks that lay out the expectations, responsibilities, and rules that apply to a student and the repercussions of their conduct. This gives adequate notification of what is expected of students and parents. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F1 | At the beginning of every school year parents and students are provided with handbooks that lay out the expectations, responsibilities, and rules that apply to a student and the repercussions of their conduct. This gives adequate notification of what is expected of students and parents. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F2 | The Corcoran administrator in charge of the original investigation followed the Corcoran Joint Unified School Policy and Procedures | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F2 | The Corcoran administrator in charge of the original investigation followed the Corcoran Joint Unified School Policy and Procedures | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F3 | The Corcoran High School website does have a link/method for students to report incidents of bullying, sexual assault, etc. anonymously | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F3 | The Corcoran High School website does have a link/method for students to report incidents of bullying, sexual assault, etc. anonymously | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F4 | The complainants were not made aware or did not clearly understand the appeals process. Decisions made by the Local School Board may be appealed to the County Board of Education. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F4 | The complainants were not made aware or did not clearly understand the appeals process. Decisions made by the Local School Board may be appealed to the County Board of Education. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F5 | The Administrative Hearing Panel did not follow the school administrator’s recommendations regarding this incident. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F5 | The Administrative Hearing Panel did not follow the school administrator’s recommendations regarding this incident. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F6 | The School Board did not follow the school administrator’s recommendations regarding this incident. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Fin | F6 | The School Board did not follow the school administrator’s recommendations regarding this incident. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R1 | Parents should read and take seriously the Parent Handbook that is provided at the beginning of each school year to know what is expected as well as what resources and recourses are available. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R1 | Parents should read and take seriously the Parent Handbook that is provided at the beginning of each school year to know what is expected as well as what resources and recourses are available. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R2 | School administrators should continue to be familiar with and follow the Corcoran Joint Unified School Policy and Procedures. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R2 | School administrators should continue to be familiar with and follow the Corcoran Joint Unified School Policy and Procedures. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R3 | Open communication should be continuous and made a priority between students, parents, and school staff/administration. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R3 | Open communication should be continuous and made a priority between students, parents, and school staff/administration. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R4 | Parents should be encouraged to read and understand the parent handbook. Parents should contact the school when questions arise. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R4 | Parents should be encouraged to read and understand the parent handbook. Parents should contact the school when questions arise. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R5 | The Administrative Hearing Panel should follow the recommendations of the administrators and staff of their schools. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R5 | The Administrative Hearing Panel should follow the recommendations of the administrators and staff of their schools. | Kings County Board of Education |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R6 | The school board should follow the administrators and staff’s recommendations of their schools and not be swayed by the rumblings of the general public. | Corcoran Joint Unified School District Board of Trustees |
| Kings | Kings-6-H&ECorcoran High Complaint#7FINAL | 6 | 6 | Rec | R6 | The school board should follow the administrators and staff’s recommendations of their schools and not be swayed by the rumblings of the general public. | Kings County Board of Education |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Fin | 1 | The Corcoran Cemetery District has improved the upkeep of the Corcoran Cemetery grounds. | Corcoran Cemetery District |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Fin | 2 | The Corcoran Cemetery District has not produced a publicly available professional type of brochure. | Corcoran Cemetery District |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Fin | 3 | The Corcoran Cemetery District currently offers a single page typed “clean up” schedule that is only posted at the office door, entrances to the cemetery and in the local newspaper. | Corcoran Cemetery District |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Rec | 1 | The Corcoran Cemetery District should continue to prioritize the upkeep and maintenance of the Corcoran Cemetery grounds. | Corcoran Cemetery District |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Rec | 2 | The Corcoran Cemetery District should immediately create a professional brochure in English and Spanish, that makes it clear to the community the burial service options, grave sites costs, and what all cemetery policies are. | Corcoran Cemetery District |
| Kings | Kings-7-LPS Corcoran Cemetery Once More Final | 3 | 3 | Rec | 3 | The Corcoran Cemetery District should add a “clean up” schedule to their professional brochure. | Corcoran Cemetery District |
| Lassen | Lassen-1-Report of Tours of Lassen County Detention Centers | 0 | 0 | Rec | . | . | . |
| Lassen | Lassen-1-Report of Tours of Lassen County Detention Centers | 0 | 0 | Rec | . | . | . |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Fin | 1 | It is clear that the City of Susanville has positioned itself for the challenges of homelessness and is staying ahead of the problem. | . |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R1 | Lassen County Board of Supervisors should form a committee and hold quarterly collaborative meetings (if not already occurring), to include Lassen County Housing, Lassen County Health & Human Services representatives, Fish & Game, California Highway Patrol (CHP), Lassen County Sheriff, Susanville Police Department, Susanville Parks & Recreation, County and City Supervisor representatives, and concerned/affected citizens, with reports to appropriate local media. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R2 | The 2024-2025 Civil Grand Jury should follow up regarding the use of grant funds for the homeless. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R3 | The County should hire or create a media liaison or Public Information Officer (PIO) to communicate between government agencies and the general public. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R4 | The City and the County should continue to establish ordinances to enforce camping regulations on public property. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R5 | The City and the County should establish a joint committee with Caltrans, California Fish & Game, and other regulatory agencies to monitor the Susan River for camping and protect the environment of the river and any contamination. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R6 | The City and the County should continue enforcement of ordinances already established. | City Administrator |
| Lassen | Lassen-3-Report of the Homeless Committee On The Matter of City of Susanville and Lassen County Homelessness | 1 | 7 | Rec | R7 | The 2024-2025 Civil Grand Jury should continue to monitor the enforcement of camping along the Susan River. | City Administrator |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 1 | There is an enormous cell phone issue at middle and high schools in LA County. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 1 | There is an enormous cell phone issue at middle and high schools in LA County. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 1 | There is an enormous cell phone issue at middle and high schools in LA County. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 2 | Many of the schools visited by the committee observed older buildings on the campuses that require renovations and restoration. Administrators at schools would like structures such as ceiling repairs and lighting fixtures repairs accelerated. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 2 | Many of the schools visited by the committee observed older buildings on the campuses that require renovations and restoration. Administrators at schools would like structures such as ceiling repairs and lighting fixtures repairs accelerated. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 2 | Many of the schools visited by the committee observed older buildings on the campuses that require renovations and restoration. Administrators at schools would like structures such as ceiling repairs and lighting fixtures repairs accelerated. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 3 | Many of the schools visited require additional “traffic bumps” at the schools as drivers coming to the schools are speeding and careless while driving near pedestrians. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 3 | Many of the schools visited require additional “traffic bumps” at the schools as drivers coming to the schools are speeding and careless while driving near pedestrians. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 3 | Many of the schools visited require additional “traffic bumps” at the schools as drivers coming to the schools are speeding and careless while driving near pedestrians. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 3 | Many of the schools visited require additional “traffic bumps” at the schools as drivers coming to the schools are speeding and careless while driving near pedestrians. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 3 | Many of the schools visited require additional “traffic bumps” at the schools as drivers coming to the schools are speeding and careless while driving near pedestrians. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 4 | Schools in LA County have a complicated variety of school problems: smoking cigarettes, vaping, smoking marijuana, bullying and fighting. Many of these things occur in or near school bathrooms. | Los Angeles Police Department |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 4 | Schools in LA County have a complicated variety of school problems: smoking cigarettes, vaping, smoking marijuana, bullying and fighting. Many of these things occur in or near school bathrooms. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 4 | Schools in LA County have a complicated variety of school problems: smoking cigarettes, vaping, smoking marijuana, bullying and fighting. Many of these things occur in or near school bathrooms. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Fin | 4 | Schools in LA County have a complicated variety of school problems: smoking cigarettes, vaping, smoking marijuana, bullying and fighting. Many of these things occur in or near school bathrooms. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 1 | All schools should investigate and consider purchasing and installing cellphone lockers in their classrooms as many students abuse the use of cellphones in the classrooms. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 1 | All schools should investigate and consider purchasing and installing cellphone lockers in their classrooms as many students abuse the use of cellphones in the classrooms. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 1 | All schools should investigate and consider purchasing and installing cellphone lockers in their classrooms as many students abuse the use of cellphones in the classrooms. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 2 | LAUSD, Culver City Unified School District and Torrance Unified School District should pay close attention to reports of leaky ceilings in school buildings, which once reported will expedite the repair and other remediation. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 2 | LAUSD, Culver City Unified School District and Torrance Unified School District should pay close attention to reports of leaky ceilings in school buildings, which once reported will expedite the repair and other remediation. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 2 | LAUSD, Culver City Unified School District and Torrance Unified School District should pay close attention to reports of leaky ceilings in school buildings, which once reported will expedite the repair and other remediation. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 3 | LAUSD, Culver City Unified School District and Torrance Unified School District Principals should work with the Board of Supervisors, city council members and school superintendents to get approval for installation of “traffic bumps” in all areas surrounding their school thus helping to slow down traffic and prevent car accidents or injury to students. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 3 | LAUSD, Culver City Unified School District and Torrance Unified School District Principals should work with the Board of Supervisors, city council members and school superintendents to get approval for installation of “traffic bumps” in all areas surrounding their school thus helping to slow down traffic and prevent car accidents or injury to students. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 3 | LAUSD, Culver City Unified School District and Torrance Unified School District Principals should work with the Board of Supervisors, city council members and school superintendents to get approval for installation of “traffic bumps” in all areas surrounding their school thus helping to slow down traffic and prevent car accidents or injury to students. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 3 | LAUSD, Culver City Unified School District and Torrance Unified School District Principals should work with the Board of Supervisors, city council members and school superintendents to get approval for installation of “traffic bumps” in all areas surrounding their school thus helping to slow down traffic and prevent car accidents or injury to students. | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 3 | LAUSD, Culver City Unified School District and Torrance Unified School District Principals should work with the Board of Supervisors, city council members and school superintendents to get approval for installation of “traffic bumps” in all areas surrounding their school thus helping to slow down traffic and prevent car accidents or injury to students. | Culver City Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 4 | Install cameras near boys and girls restrooms which will help the following school problems: a. Observe students with vapers, cigarettes, marijuana going into and coming out of restrooms b. Observe any potential for a student’s unwanted sexual harassment of another c. Observe student bullying as it happens d. Observe potential student drug sales at the school e. Observe potential students involvement in gang activity | Los Angeles Police Department |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 4 | Install cameras near boys and girls restrooms which will help the following school problems: a. Observe students with vapers, cigarettes, marijuana going into and coming out of restrooms b. Observe any potential for a student’s unwanted sexual harassment of another c. Observe student bullying as it happens d. Observe potential student drug sales at the school e. Observe potential students involvement in gang activity | Los Angeles Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 4 | Install cameras near boys and girls restrooms which will help the following school problems: a. Observe students with vapers, cigarettes, marijuana going into and coming out of restrooms b. Observe any potential for a student’s unwanted sexual harassment of another c. Observe student bullying as it happens d. Observe potential student drug sales at the school e. Observe potential students involvement in gang activity | Torrance Unified School District |
| Los Angeles | Los Angeles-10-School Safety | 4 | 4 | Rec | 4 | Install cameras near boys and girls restrooms which will help the following school problems: a. Observe students with vapers, cigarettes, marijuana going into and coming out of restrooms b. Observe any potential for a student’s unwanted sexual harassment of another c. Observe student bullying as it happens d. Observe potential student drug sales at the school e. Observe potential students involvement in gang activity | Culver City Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.1 | Student are more likely to seek counseling when services are available in schools. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.2 | Although total number of clinic visits are captured, the number of unique visitors to the clinic is not captured or available in the REDcap system. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.3 | Principals and counselors involved with the WBCs need additional services for students. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.4 | Other providers than PPLA were not considered to provide student related services in WBCs. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.5 | Program Director cites the need to hire additional staff, however, not enough funding is available. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.6 | Not enough comprehensive metrics based on data collected in the WBCs to make qualitative analysis of the WBC’s progress. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Fin | 10.7 | WBCs, and those measures need to be collected and reported back from the start of the program. | . |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.1 | The DPH should evaluate the current system for capturing visits to the WBCs (REDcap) to see if the system is appropriate and can be improved, or if it needs to be replaced. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.1 | The DPH should evaluate the current system for capturing visits to the WBCs (REDcap) to see if the system is appropriate and can be improved, or if it needs to be replaced. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.1 | The DPH should evaluate the current system for capturing visits to the WBCs (REDcap) to see if the system is appropriate and can be improved, or if it needs to be replaced. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.2 | Relevant Data Analysis metrics need to be developed by the Program Director. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.2 | Relevant Data Analysis metrics need to be developed by the Program Director. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.2 | Relevant Data Analysis metrics need to be developed by the Program Director. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Los Angeles County Office of Education |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Montebello Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.3 | Measures of success or outcomes need to be developed in cooperation with stakeholders, especially with administration of the high schools with WBCs. These measures must be collected and reported from the beginning of the program. | Lynwood Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Los Angeles County Office of Education |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Montebello Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.4 | The Program Director should develop standards describing accountability for the practices in use for the WBCs in high schools. | Lynwood Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.5 | The Program, Director should make a survey of programs used to evaluate the effectiveness of the Wellbeing Centers. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.5 | The Program, Director should make a survey of programs used to evaluate the effectiveness of the Wellbeing Centers. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.5 | The Program, Director should make a survey of programs used to evaluate the effectiveness of the Wellbeing Centers. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Los Angeles County Office of Education |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Los Angeles Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Montebello Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.6 | The Department of Public Health needs to develop a process to consistently distribute Wellbeing Center Reports, and ensure information is shared across all schools that host a Wellbeing Center. | Lynwood Unified School District |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.7 | Other Healthcare providers should be considered to provide student related services for any future Wellbeing Centers. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.7 | Other Healthcare providers should be considered to provide student related services for any future Wellbeing Centers. | Los Angeles County Office of Chief Executive |
| Los Angeles | Los Angeles-13-Wellbeing Centers | 7 | 7 | Rec | R10.7 | Other Healthcare providers should be considered to provide student related services for any future Wellbeing Centers. | Los Angeles County Department of Public Health |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Fin | 1.1 | DCFS does not have adequate records to determine the number of orphaned children in the system. | . |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Fin | 1.2 | DCFS is not authorized currently to conduct DNA testing independent of a court order. It is limited to establishing paternity. | . |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Rec | R1.1 | BOS direct DCFS to review data collection procedures when processing children new to the system to include orphan status, allowing DCFS to establish whether or not a child is a true orphan or if there are known relatives for placement. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Rec | R1.1 | BOS direct DCFS to review data collection procedures when processing children new to the system to include orphan status, allowing DCFS to establish whether or not a child is a true orphan or if there are known relatives for placement. | Los Angeles County Department of Children and Family Services |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Rec | R1.2 | BOS and DCFS work with Court to expand authority to include genetic DNA testing when a true orphan has been identified. This will allow judges to expedite the testing process and potential placement. | Los Angeles County Department of Children and Family Services |
| Los Angeles | Los Angeles-3-Deoxyribonucleic Acid (DNA) | 2 | 2 | Rec | R1.2 | BOS and DCFS work with Court to expand authority to include genetic DNA testing when a true orphan has been identified. This will allow judges to expedite the testing process and potential placement. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.1 | Serious injuries and fatalities connected with micromobility devices are steadily rising. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.10 | Senate Bill 381 requires the Mineta Transportation Institute to study injuries caused by e-bikes and how to improve rider safety. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.2 | Some communities are rejecting vendors. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.3 | Some electric scooter manufacturers offer liability insurance and some do not. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.4 | There is limited enforcement on violators riding on sidewalks, going in the wrong direction on streets, or exceeding the electric scooter speed limits. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.5 | There is no warning to pedestrians when an individual riding an e-scooter or e-bike is approaching people on the sidewalk. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.6 | Costs associated with micromobility device-related injuries create an economic burden on cities and businesses. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.7 | Most riders of e-bikes and e-scooters are not wearing helmets. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.8 | There is no official (internet, television, periodicals, social media, etc.) campaign associated with electric scooter or electric bike safety for operators and pedestrians provided by (add who you think should be providing this). | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Fin | 2.9 | There is inconsistency among the primary sellers of electric scooters as to the availability of liability insurance. | . |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Los Angeles Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Long Beach Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Los Angeles County Sheriff’s Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | City Council City of Long Beach |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Glendale |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Santa Monica |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | and Santa Clarita |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.1 | Ensure LAPD, LBPD, other local municipal law enforcement agencies and campus police agencies and other local law enforcement agencies enforce electric scooters prohibition against riding on sidewalk, helmet requirements, and speed limits. | Los Angeles Community College District |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.2 | Municipal governments should update permit agreements to require electric scooter manufacturers to offer liability insurance. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.2 | Municipal governments should update permit agreements to require electric scooter manufacturers to offer liability insurance. | Los Angeles County Chief Executive Office |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.2 | Municipal governments should update permit agreements to require electric scooter manufacturers to offer liability insurance. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.2 | Municipal governments should update permit agreements to require electric scooter manufacturers to offer liability insurance. | City Council |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.2 | Municipal governments should update permit agreements to require electric scooter manufacturers to offer liability insurance. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | Los Angeles County Chief Executive Office |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | City Council |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.3 | Local Agencies should create local ordinances to make mandatory the use of helmets while riding any of the e-bikes or e-scooters. | Los Angeles County Department of Public Works |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Los Angeles Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Long Beach Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Los Angeles County Sheriff’s Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | City Council City of Long Beach |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Glendale |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Santa Monica |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | and Santa Clarita |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.4 | Law enforcement agencies (LAPD, LBPD, Community College Campus Police) should create a campaign to educate pedestrians and operators to use safety equipment, e.g., helmets. | Los Angeles Community College District |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Los Angeles Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Long Beach Police Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Los Angeles County Sheriff’s Department |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | City Council City of Long Beach |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Glendale |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Santa Monica |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | and Santa Clarita |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.5 | Law enforcement agencies (LAPD, LBPD, and Community College Campus Police) should create e-bike and e-scooter User Education Course (similar to driver education for autos). | Los Angeles Community College District |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.6 | Municipal governments should update permit agreements to require electric scooter and electric bike manufacturers to add some type of warning signal on their devices such as a horn or buzzer. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.6 | Municipal governments should update permit agreements to require electric scooter and electric bike manufacturers to add some type of warning signal on their devices such as a horn or buzzer. | Los Angeles County Chief Executive Office |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.6 | Municipal governments should update permit agreements to require electric scooter and electric bike manufacturers to add some type of warning signal on their devices such as a horn or buzzer. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.6 | Municipal governments should update permit agreements to require electric scooter and electric bike manufacturers to add some type of warning signal on their devices such as a horn or buzzer. | City Council |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.6 | Municipal governments should update permit agreements to require electric scooter and electric bike manufacturers to add some type of warning signal on their devices such as a horn or buzzer. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.7 | LA County Board of Supervisors, Los Angeles County CEO, and Los Angeles City Mayor and City Council, and other major local city governments should support the passage of AB 381. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.7 | LA County Board of Supervisors, Los Angeles County CEO, and Los Angeles City Mayor and City Council, and other major local city governments should support the passage of AB 381. | Los Angeles County Chief Executive Office |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.7 | LA County Board of Supervisors, Los Angeles County CEO, and Los Angeles City Mayor and City Council, and other major local city governments should support the passage of AB 381. | City of Los Angeles |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.7 | LA County Board of Supervisors, Los Angeles County CEO, and Los Angeles City Mayor and City Council, and other major local city governments should support the passage of AB 381. | City Council |
| Los Angeles | Los Angeles-7-Micromobility Devices | 10 | 7 | Rec | R2.7 | LA County Board of Supervisors, Los Angeles County CEO, and Los Angeles City Mayor and City Council, and other major local city governments should support the passage of AB 381. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 1 | The collection of Quimby fees are grossly inadequate | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 2 | The Quimby Act is not meeting the need for parks | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 3 | All LAC and LA parks need to have more natural, green open space, and by extension, less concrete for the environmental health of its population | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 4 | The City of Los Angeles has almost $290 Million in available funds for parks | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 5 | There are inadequate hydration stations in LAC and LA parks | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Fin | 6 | There is inadequate information online and in LAC and LA parks with specific instructions regarding staging areas in parks for LACs and LAs emergency preparedness plans for future disasters | . |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 1 | The City and County of Los Angeles should review and consider raising Quimby fees to purchase more park land. | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 2 | LAC and LA City Park Departments should consider issuing bonds and measures for park acquisition and development like the Land and Water Conservation Funds, which was established in 1964 at no cost to the taxpayer, the Outdoors Equity Program, Los Angeles County Measure A, and the California Parks, Environment, Energy, and Water Bond Measure, to help areas that are park-poor | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 3 | The City of Los Angeles should consider using the funds available from Quimby and other fees to purchase park space. | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 4 | LAC and LA development should not be approved in areas that are park poor until enough land is acquired in those areas before more development is approved. | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 5 | LAC and LA City should complete a study and target areas that are park-poor to evaluate the reason why these areas are park poor and develop remedies. | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 6 | LAC and LA City should consider issuing bonds in addition to charging developers Quimby fees to purchase land for park development | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 7 | LAC and LA City should realign land use zoning to increase the available land for parks. | Los Angeles County Regional Planning |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Los Angeles County Board of Supervisors |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Los Angeles County Office of the Chief Executive |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Mayor |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | City of Los Angeles |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Los Angeles City Council |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Los Angeles County Department of Parks and Recreation |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | City of Los Angeles Department of Recreation and Parks |
| Los Angeles | Los Angeles-8-Quimby Park Fees | 6 | 8 | Rec | 8 | LAC and LA City should consider exploring options to make more timely use of available Quimby funds. | Los Angeles County Regional Planning |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Fin | 1 | The MCGJ finds that a classroom in the Education Department has a roof leak. | . |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Fin | 2 | The MCGJ finds the vocational programs and educational programs offered at CCWF assist inmates with employment opportunities upon release | . |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Fin | 3 | The MCGJ finds that the PUPS program has a positive effect on inmates/trainers, staff, and the administration. | . |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Rec | 1 | The MCGJ recommends that, even though the roof leak in the Education Classroom has been fixed on MCGJ’s return visit on January 17, 2023, CCWF needs a replacement plan for the roofs | Governor Gavin Newsom |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Rec | 2 | The MCGJ recommends that the Warden of CCWF needs to continue to research and implement innovative programs | Governor Gavin Newsom |
| Madera | Madera-1-Central California Women’s Facility | 3 | 3 | Rec | 3 | . The MCGJ recommends CCWF continue to offer the PUPS program for the benefit of the trainer/handlers, staff, and administration | Governor Gavin Newsom |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F1 | The MCGJ finds that the City has followed the 2009 Lease by establishing the Golf Course Advisory Committee to inspect, discuss, and report monthly to the City with findings and recommendations about MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F10 | The MCGJ finds that the use of CI money has been discussed by the City and SGM as being used for deferred maintenance at the MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F11 | The MCGJ finds that the City Tax Collector has no system to track businesses within the City to ensure that the City is receiving prompt and continuous tax payments. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F12 | The MCGJ finds that the City of Madera has had discussions about writing one coherent consolidated MMGC Lease with SGM. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F13 | The MCGJ finds that the City has repeatedly failed to ascertain or confirm the true identity of SGM’s purported subtenant(s) at the MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F14 | The MCGJ finds that SGM appears to have two subtenants: Smokehouse for the food service, and the undisclosed bar operator GROUP. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F15 | The MCGJ finds that the Interim Fire Marshal recommended that the MMGC be brought up to both the ADA requirements and the City Building Code due to serious violations. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F16 | The MCGJ finds that the City has failed to ensure that its tenant and subtenants at the MMGC have performed their daily maintenance obligations under the Lease | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F2 | The MCGJ finds there is no current Inventory list of City owned personal property and fixtures located at the MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F3 | The MCGJ finds that after 13 years the City has enforced one section in the Lease by requiring SGM to pay for the 2023 mandatory annual USGA report which was received in August 2023. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F4 | The MCGJ finds that the City’s PCS has failed to inspect, inventory, or comment to the 2022 consultant’s 96-page ADA report evaluating the conditions at the MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F5 | The MCGJ finds that the City has failed to understand the Lease and the series of nine amendments that have generated confusion hindering the orderly exercise, reasonable oversight, and enforcement over the MMGC tenants, maintenance, and capital improvement obligations. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F6 | The MCGJ finds that the City business license application processing has no written procedures and thus no safeguards against fraudulent applications. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F7 | The MCGJ finds that the logos and name Madera Municipal Golf Course are often omitted from signage, scorecards, announcements, menus, events, websites, etc. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F8 | The MCGJ finds that the golf course kitchen and bar have not been operated by Sugar Pine Smokehouse. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Fin | F9 | . The MCGJ finds that the City made the written statement that no applications or City business licenses exist for GROUP. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R1 | The MCGJ recommends that this GCAC continue its monthly oversight of MMGC. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R10 | The MCGJ recommends that the City enforce the maintenance provisions in Lease Section 16 to require SGM to pay for all deferred maintenance. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R11 | The MCGJ recommends that the City enact adequate tracking systems to ensure that businesses are paying taxes to the City within 30 days from the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R12 | The MCGJ recommends that the City complete negotiations and memorialize the product of the negotiations into one modern consolidated Lease within 90 days from the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R13 | The MCGJ recommends that the City recognize that SGM has represented its subtenant as Smokehouse and commence all appropriate actions to determine and correct the subtenant’s true identity of the kitchen/dining and bar operator(s) within 30 days of the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R14 | The MCGJ recommends that the City investigate this subtenant discrepancy and take appropriate action within 7 days of the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R15 | The MCGJ recommends that the City and SGM take action to correct these violations and complete the required work to avoid serious potential liability within 30 days of the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R16 | The MCGJ recommends that the City enforce timely maintenance at the MMGC immediately. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R2 | The MCGJ recommends that the City create an Inventory list of property and fixtures it owns at the golf course within 90 days of the publication of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R3 | The MCGJ recommends that SGM continue to provide the mandatory annual USGA advisory reports | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R4 | The MCGJ recommends that the City have the PCS physically inspect and provide a written report to the City Council on each observation noted in the 96-page ADA Consultant’s MMGC report within 90 days of receipt of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R5 | The MCGJ recommends that the City assign a person or department responsible for following up on all contracts to determine contractual performance and to enforce violations of required performance within 90 days of receipt of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R6 | The MCGJ recommends that the City enact written procedures for reviewing and processing Business license applications within 30 days of this report. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R7 | The MCGJ recommends that the City correct the omission and take action to either enforce this Lease requirement or delete the requirement within 30 days. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R8 | The MCGJ recommends that the City require proof of the identity of the tenants and /or subtenants operating the kitchen and the bar and obtain a copy of the ABC liquor license within seven days. | . |
| Madera | Madera-2-City of Madera Fails to Enforce the Golf Course Contract Requirements Madera Municipal Golf Course | 16 | 16 | Rec | R9 | The MCGJ recommends that the City seek the maximum fines and penalties against GROUP within seven days of publication of this report. | . |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F1 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the water challenges. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F1 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the water challenges. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F1 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the water challenges. | Madera County Public Work |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F1 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the water challenges. | City of Chowchilla Public Works |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F2 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the sewer challenges. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F2 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the sewer challenges. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F2 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the sewer challenges. | Madera County Public Work |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F2 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the sewer challenges. | City of Chowchilla Public Works |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F3 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the road challenges. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F3 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the road challenges. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F3 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the road challenges. | Madera County Public Work |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F3 | The MCGJ finds Fairmead is in dire need of assistance to mitigate the road challenges. | City of Chowchilla Public Works |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F4 | The MCGJ finds that the HSRA has entered into a MOU agreement with the FCF that fails to include any timelines or deadlines for performance. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F4 | The MCGJ finds that the HSRA has entered into a MOU agreement with the FCF that fails to include any timelines or deadlines for performance. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F4 | The MCGJ finds that the HSRA has entered into a MOU agreement with the FCF that fails to include any timelines or deadlines for performance. | Fairmead Community & Friends |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F5 | The MCGJ finds that it is uncertain how the HSRA route will impact Fairmead. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F5 | The MCGJ finds that it is uncertain how the HSRA route will impact Fairmead. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Fin | F5 | The MCGJ finds that it is uncertain how the HSRA route will impact Fairmead. | Fairmead Community & Friends |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R1 | The MCGJ recommends that the Board of Supervisors create a work group with the HSRA and FCF to establish timelines, monitor the progress, and report to the Board of Supervisor annually regarding the water system conditions by October 1, 2024. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R1 | The MCGJ recommends that the Board of Supervisors create a work group with the HSRA and FCF to establish timelines, monitor the progress, and report to the Board of Supervisor annually regarding the water system conditions by October 1, 2024. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R1 | The MCGJ recommends that the Board of Supervisors create a work group with the HSRA and FCF to establish timelines, monitor the progress, and report to the Board of Supervisor annually regarding the water system conditions by October 1, 2024. | Madera County Public Work |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R2 | The MCGJ recommends that the Board of Supervisors create a work group with the City of Chowchilla, FCF, and HSRA to establish timelines, monitor progress, and report to the Board of Supervisors annually regarding the implementation of the sewer system by October 1, 2024. | Fairmead Community & Friends |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R2 | The MCGJ recommends that the Board of Supervisors create a work group with the City of Chowchilla, FCF, and HSRA to establish timelines, monitor progress, and report to the Board of Supervisors annually regarding the implementation of the sewer system by October 1, 2024. | City of Chowchilla Public Works |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R2 | The MCGJ recommends that the Board of Supervisors create a work group with the City of Chowchilla, FCF, and HSRA to establish timelines, monitor progress, and report to the Board of Supervisors annually regarding the implementation of the sewer system by October 1, 2024. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R2 | The MCGJ recommends that the Board of Supervisors create a work group with the City of Chowchilla, FCF, and HSRA to establish timelines, monitor progress, and report to the Board of Supervisors annually regarding the implementation of the sewer system by October 1, 2024. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R3 | The MCGJ recommends that the Board of Supervisors direct the County of Madera Road Department to submit a plan to the Board of Supervisors addressing the road repairs, including a timeline for completion, by October 1, 2024. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R3 | The MCGJ recommends that the Board of Supervisors direct the County of Madera Road Department to submit a plan to the Board of Supervisors addressing the road repairs, including a timeline for completion, by October 1, 2024. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R3 | The MCGJ recommends that the Board of Supervisors direct the County of Madera Road Department to submit a plan to the Board of Supervisors addressing the road repairs, including a timeline for completion, by October 1, 2024. | Madera County Public Works |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R4 | The MCGJ recommends that the Madera County Board of Supervisors, the HSRA, and FCF establish timelines and deadlines for each provision included in the MOU agreement by October 1, 2024. | Fairmead Community & Friends |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R4 | The MCGJ recommends that the Madera County Board of Supervisors, the HSRA, and FCF establish timelines and deadlines for each provision included in the MOU agreement by October 1, 2024. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R4 | The MCGJ recommends that the Madera County Board of Supervisors, the HSRA, and FCF establish timelines and deadlines for each provision included in the MOU agreement by October 1, 2024. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R5 | The MCGJ recommends that Madera County, FCF, and HSRA determine the exact Fairmead HSRA route and determine the affected properties by October 1, 2024. | Madera County Board of Supervisors |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R5 | The MCGJ recommends that Madera County, FCF, and HSRA determine the exact Fairmead HSRA route and determine the affected properties by October 1, 2024. | City of Chowchilla City Council |
| Madera | Madera-3-Fairmead: Waiting for a Train | 5 | 5 | Rec | R5 | The MCGJ recommends that Madera County, FCF, and HSRA determine the exact Fairmead HSRA route and determine the affected properties by October 1, 2024. | Fairmead Community & Friends |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Fin | F1 | The MCGJ finds that the tax-sharing contract between Madera County and the cities of Madera and Chowchilla should be more equitable based on the number of animal intakes per jurisdiction. | Madera County Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Fin | F2 | The 2023-2024 MCGJ finds, and agrees with previous findings, that the MCAS facility is inadequate to meet Madera County’s current needs and future growth. | MCAS |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Fin | F2 | The 2023-2024 MCGJ finds, and agrees with previous findings, that the MCAS facility is inadequate to meet Madera County’s current needs and future growth. | Madera County Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Fin | F3 | The 2023-2024 MCGJ finds, and agrees with previous MCGJ findings, that staffing shortages persist due to the significant gap between the budgeted number of full-time equivalent employees and the actual number of positions filled. | Madera County Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Fin | R1 | The MCGJ recommends that the Board of Supervisors renegotiate the tax-sharing contract between the County of Madera and the cities of Madera and Chowchilla regarding the MCAS funding within 90 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Rec | R2 | The MCGJ recommends that the Board of Supervisors propose a new plan to complete the renovation of the current MCAS facility or the construction of a new facility within 90 days of the MCGJ report posting. | Madera Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Rec | R3 | The MCGJ recommends that the Board of Supervisors remove the hiring freeze affecting MCAS within 90 days of the posting of the MCGJ report. | Madera County Board of Supervisors |
| Madera | Madera-4-Madera County Animal Services: It’s A Dog’s Life | 4 | 4 | Rec | R4 | The MCGJ recommends that MCAS develop and adopt a written Policy and Procedure Manual within 180 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 1 | The current Strategic Plan – Mission 2023 has expired. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 2 | The Madera County BOS did not have a plan for moving forward once the Strategic Plan expired. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 3 | Individual Focus Areas identified on BOS Agenda Packet Agenda Item Submittal forms are often grouped together or completely omitted with no explanation or rationale provided. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 4 | In reviewing Agenda Packets, no agenda item was found that made reference to an annual Report Card, which would provide an update on the status of the Plan and, provide the public with information, and increase transparency. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 5 | Madera County and the City of Madera officials are in conflict regarding Government relations. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Fin | 6 | The current Strategic Plan – Mission 2023 did not take into consideration goals for the future. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 1 | In order to permit time until a new Strategic Plan is developed and published, at the next regularly scheduled BOS meeting after receipt of this Report the Madera County BOS document and publish a statement indicating that the Strategic Plan – Mission 2023 stands as its statement of Creating a countywide Culture of Excellence until that time when a new Plan is in place. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 2 | Prior to and included in the process of developing a new Strategic Plan, the BOS will determine policies and procedure for having a new Plan in place prior to the previous Plan’s expiration date. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 3 | After receipt of this Report and at the next regularly scheduled BOS meeting all Departments take into consideration how and why Focus Areas are grouped and/or omitted from Agenda Items Submittal forms and provide explanation in the space provided. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 4 | Prior to the publishing of the version of the Strategic Plan, the Madera County BOS work with the City of Madera City Council to develop a plan for improved working relations so that process can be identified and published in the new Plan. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 5 | To improve public information and transparency, the Madera County BOS develop a specific plan for the presentation of an annual update at BOS meetings of current status of the Plan. | . |
| Madera | Madera-7-Madera County Strategic Plan – Mission 2023 | 6 | 6 | Rec | 6 | For the next version of the Strategic Plan, the Madera County BOS identify specific goals for a growing, aging, and technologically advanced population. | . |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 1 | The MCGJ finds that MBHS’ long-term staffing shortage has had a detrimental effect on the engagement and retention rate of those utilizing the services, as well as employee morale. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 2 | The MCGJ finds that MBHS has insufficient professional development training for their employees, not just for the benefit of the staff, but also supporting their own goal of being able to grow their own professionals in response to the workforce crisis. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 3 | The MCGJ finds that the outreach efforts are inadequate to the Hispanic/Latino population. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 4 | The MCGJ finds that the sterile nature of the facilities where services are conducted do not support the therapeutic environment essential for connection. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 5 | The MCGJ finds that the new C.A.R.E.S mobile crisis team is a very valuable resource for the county, however, it lacks sufficient public exposure to develop awareness and trust in the community. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 6 | The MCGJ finds that MBHS is not providing support to their employees regarding their own well-being and mental health. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Fin | 7 | The MCGJ wants to commend the staff of MBHS for their dedication and commitment to improving the wellness of the community. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 1 | The MCGJ recommends that MBHS submit a recruitment and retention plan that includes salary increases and incentives to the Board of Supervisors within 120 days of the MCGJ report posting, addressing the long-standing staffing shortage. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 2 | The MCGJ recommends that MBHS update its Workforce Training Policy to expand the number of professional development training sessions and certifications available to employees, with costs incurred by MBHS within 120 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 3 | The MCGJ recommends that MBHS add Spanish-language media outlets to their outreach efforts to the Hispanic/Latino community within 120 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 4 | The MCGJ recommends that MBHS consult with a professional within 120 days of the MCGJ report posting to improve the interior of the treatment areas and create a more therapeutic environment. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 5 | The MCGJ recommends that MBHS coordinate press releases, local news coverage, and social media campaigns to highlight the C.A.R.E.S. team and their services within 120 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-8-Madera County’s Behavioral Health Services | 7 | 6 | Rec | 6 | The MCGJ recommends that MBHS implement an internal program to support the well-being and mental health of its employees within 120 days of the MCGJ report posting. | Madera County Board of Supervisors |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Fin | F1 | The MCGJ finds that VSP has overpopulated the facility and is far exceeding the designed capacity limits. | Valley State Prison Warden |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Fin | F1 | The MCGJ finds that VSP has overpopulated the facility and is far exceeding the designed capacity limits. | Governor Gavin Newsom |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Fin | F2 | The MCGJ finds that VSP provides a multi-faceted environment with the goal of rehabilitation and the reduction of recidivism. | Valley State Prison Warden |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Fin | F2 | The MCGJ finds that VSP provides a multi-faceted environment with the goal of rehabilitation and the reduction of recidivism. | Governor Gavin Newsom |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Rec | R1 | The MCGJ recommends that VSP meet the State-authorized capacity by October 1, 2024. | Valley State Prison Warden |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Rec | R1 | The MCGJ recommends that VSP meet the State-authorized capacity by October 1, 2024. | Governor Gavin Newsom |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Rec | R2 | The MCGJ recommends that VSP continue to develop the multi-faceted environment for the purpose of rehabilitation and the reduction of recidivism. | Valley State Prison Warden |
| Madera | Madera-9-Valley State Prison | 2 | 2 | Rec | R2 | The MCGJ recommends that VSP continue to develop the multi-faceted environment for the purpose of rehabilitation and the reduction of recidivism. | Governor Gavin Newsom |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 1 | The Board struggled with the basics of organizational management and a lack of any significant progress on achieving core district goals for several years. However, the Grand Jury found that beginning in 2024 they turned a corner and improvements are happening quickly. The Board is to be commended for these improvements. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 10 | Violations of Brown Act: Meeting agendas did not have an appropriate level of detail and attachments were missing. There were also concerns by the public that serial meetings between some of the Board members were happening. There has been a clear effort by the Board in 2024 to address these issues and they are to be commended. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 11 | The reinvention of MCHCD, post affiliation, and the significant and public financial and administrative issues with the District, along with the fact that an MSR has not been completed in 10 years, should have initiated a LAFCo MSR. | Mendocino LAFCo |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 12 | After two years of struggling to complete the volume of work required of them, the present Board voted 4-1 to hire or contract with an agency administrator (general manager), and contracted with a financial expert as a temporary CFO. This staff support has made clear improvements in progress toward the district goals. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 13 | The budgets have no written guidelines that could be shared with the Grand Jury and there was a lack of clarity about use of funds. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 14 | The Board has not proactively reached out to the general public in an open forum for their input and discussion regarding the public needs, the future of healthcare at the coast, or the role of the MCHCD. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 15 | The Board has struggled to create from scratch what has already been successfully implemented in other health care districts. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 16 | It is unacceptable that there is no Bylaws or Policy requirement to take AB1234 Brown Act and Ethics training, or official record that all Board directors had taken the required AB1234 training. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 17 | The public has continually expressed concerns with transparency and with the financial management capabilities of the Board. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 18 | Incoming Board members are not expected to have the knowledge necessary to run a health care district, but little training or support is provided to bring them up to speed. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 19 | While due focus has been given to the retrofit, the Board does not have a comprehensive facilities plan and therefore have been more reactive than proactive in their maintenance responsibilities as a landlord. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 2 | All versions of the Bylaws found contained a section that stated, “At least three signed copies of the Bylaws shall be maintained on file in the District office and a current copy maintained on the district website. Each director shall be given a copy of the Board Bylaws and Policy Manual.” It was clear that Directors had neither received the Bylaws nor the Policy Manual. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 20 | The lack of a five-year strategic plan has contributed to public confusion regarding the role and mission of the MCHCD, and the lack of a clearly outlined future path has prevented the public from having faith that the Board is leading the district in the right direction. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 3 | It is unacceptable that a copy of the Bylaws, properly approved by Board vote, signed and dated by the Secretary, and documented in the minutes, could not be found. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 4 | All the versions of the MCHCD Bylaws the Grand Jury viewed contained most of what is needed; however, the Bylaws still need work and do not meet the current role and structure of the District. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 5 | Without a usable Policies Manual, significant issues with finances, recordkeeping, comity, etc. hampered the Board from completing their duties to the public. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 6 | Some agendas and many meeting minutes were missing from the website and Board records. This delayed and could jeopardize the audits and, therefore, the retrofit project. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 7 | There were no audits conducted for several years, placing the District in a precarious legal and financial position, and contributing to significant public distrust because of the lack of transparency. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 8 | There are several versions of the Mission Statement on the website and in Board documentation. It’s not clear what the current approved Mission and Vision statements are, and none of them properly reflect the MCHCDs current role, hindering its ability to function cohesively. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Fin | 9 | The Board has done little to educate and inform the public about the Board’s new role and mission since the affiliation with Adventist Health, causing confusion and contributing to mistrust in the public. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 1 | Update Bylaws, vote for approval and document in minutes, sign, date, and post on the MCHCD website. Distribute to all Board Directors. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 10 | Take advantage of CSDA certification programs: (F17) A. Get CSDA Transparency Certificate of Excellence, and a District of Distinction Accreditation. B. Encourage at least one member of the Board annually to get a Certificate of Special District Governance to serve as a resource for the Board. C. If a permanent General Manager (Director) is hired, encourage them to get a Special District Essential Leadership Skills Certificate. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 11 | Gather and provide training options to new Board members upon election or appointment, as outlined in Discussion. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 12 | Define and vote on the guidelines for using funds from all budgets. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 13 | Create a public advisory committee of 10-20 members of the public as described in the Discussion section. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 14 | Review other health care district’s websites and open dialogue with other health care district boards and the CSDA regarding ideas for policies, bylaws, and best practices. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 15 | Clarify and develop the facilities plan before lease negotiations begin later this year. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 16 | Develop a five-year MCHCD Strategic Plan. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 17 | Develop an onboarding process and manual that outlines the expectations of Board members (roles and responsibilities), requirements (such as Brown Act and Ethics), and resources available (such as training). | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 18 | Provide a Municipal Service Review on MCHCD on a priority basis. | Mendocino LAFCo |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 2 | Include in MCHCD Bylaws or Policies a requirement that all Board members take a Brown Act and Ethics training that meets AB1234 requirements upon taking office, and post verification of completion on the website. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 3 | Update or create MCHCD Policies, including, but not limited to: IT and Security, Document Retention and Handling, Financial Record Keeping and Reporting, Board Administration, and Comity. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 4 | Agree and vote upon the mission statement of MCHCD. Post it on the website and include it in the MCHCD Bylaws and in the Policies Manual. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 5 | Complete all tasks needed to enable auditors to complete audits for the last three years (this includes providing all missing minutes and agendas, approved, signed, and posted on the website). | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 6 | Complete an educational campaign for the public to help them understand the Mission and scope of authority of MCHCD | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 7 | Initiate community outreach as outlined in Discussion to gain insight into public priorities and needs. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 8 | Post minutes and agendas in a timely manner, and adhere to Brown Act requirements regarding agendas, and meetings. | MCHCD Board of Directors |
| Mendocino | Mendocino-1-MCHCD Sick. But returning to health | 20 | 18 | Rec | 9 | Provide adequate professional staffing (i.e., a full-time general manager, and part time admin and finance support) to support the Board. This could be accomplished using a consultant model, hiring support staff, or some combination of the two. | MCHCD Board of Directors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 1 | No matter what efficiencies are put in place, the most effective measure by far is addressing low staffing issues. Low staffing leads to late reports, late filings, and extended time in the system that indisputably causes trauma and harms children. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 10 | Mendocino County does not have a QA department in FCS to provide quality services and correct systems that can lead to problems. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 11 | Reducing overtime requires filling open staff positions and increasing salaries to boost morale and reduce burnout. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 12 | It is difficult to decipher the FCS budget. Lack of specific line items causes lack of transparency and understanding of how the money is used. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 13 | Based on funding from the State of California and Mendocino County to FCS, it appears that the County could increase staff positions and/orsalariesin FCS, thus boosting morale and reducing burnout | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 14 | Mendocino County Human Resources continues to struggle with recruiting new workers for FCS. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 15 | Applications for new county employees within FCS can take up to six months to process, resulting in some interested and capable workers choosing to abandon the process and seek employment elsewhere. Advertised positions consistently have a short deadline for application | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 16 | Contributing to short-staffing, there islack of a pool of applicants who have expressed interest in positions. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 17 | Understaffing at FCS leads to high caseloads and low worker morale, frequently contributing to high worker turnover and a lack of experienced workers. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 18 | The current four-day workweek and Friday office closure within Mendocino County FCS are detrimental to public access to services. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 19 | Social Worker Assistants regularly do field work rather than the Social Worker, who uses that time to complete mandated reports. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 2 | FCS employees demonstrate a genuine passion for the work of improving the lives of children. Short-staffing, missed deadlines and excessive overtime means they are unable to provide the quality of services desired. Consequently, staff suffers from moral injuries and burnout. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 20 | Vocational Assistant positions could be used for transportation duty, but positions are unfilled. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 21 | Currently, Mendocino County’s Office of the Ombudsman does not offer services to provide immediate advocacy for children prior to approaching FCS but offers only Aging and Adult Services. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 22 | There is an underutilized state-wide computer system, CWS/CMS, developed to help social workers. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 3 | 24% of children in foster care in Mendocino County are Native children. Since communication and attention to Native children and tribal issues is crucial, increasing attendance and participation in the established Round Tables could be productive. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 4 | Out-of-county placement of dependent children negatively impacts the availability of social workers to perform work for children placed in-County because of the additional travel time needed to complete mandated visits | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 5 | When a social worker is absent or the position is unfilled, there is no regular provision to fill the open position. This consistently contributes to a backlog of court reports to be filed with the court. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 6 | Usually there are no consequences for or incentives to prevent FCS from filing late court reports. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 7 | FCS regularly fails to meet the legally mandated timelines for the filing of court reports. This results in some court proceedings having to be continued, to the detriment of children, families, and the court. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 8 | When FCS fails to meet legally mandated timelines for the filing of court reports they are not providing the children and families with due process, possibly creating a civil rights violation liability for Mendocino County | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Fin | 9 | The System Improvement Plan has been out of date since 2021, contributing to a lack of accountability. | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 1 | FCS work with Human Resources to address and increase staffing. (To be completed by October 2024) F1 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 10 | Mendocino County implement a QA department in FCS. (To be completed by May 2025) F10 | Mendocino County Board of Supervisors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 11 | FCS immediately fill vacant staff positions. (To be completed by October 2024) F11 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 12 | Prior to the beginning of Fiscal Year 2025-26, the County budget provide more transparency concerning decoding and identifying line items and specifics of distribution and allocation of funds for FCS. (To be completed by January 2025) F12 | Mendocino County Board of Supervisors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 13 | Mendocino County use monies in the FCS budget for staffing, reducing overtime and salary adjustments. (To be completed by January 2025) F13 | Mendocino County Board of Supervisors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 14 | FCS work with County Human Resources to streamline the hiring process so it takes no more than two months between a candidate’s application and a decision by the County. (To be completed by October 2024) F15, F16 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 15 | Advertised positions should not have an application deadline. (To be completed by October 2024) F15 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 16 | There be a permanent open application process to create a pool of qualified people for all FCS Vocational Assistants, Social Services Assistants, Social Worker, and Social Worker Supervisor positions (To be completed by October 2024) F14, F15, F16 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 17 | FCS address understaffing which leads to high caseloads and low worker morale, frequently contributing to high worker turnover, a toxic culture and lack of experienced workers. (To be completed by October 2024) F15, F16, F17 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 18 | Mendocino County and FCS explore ways to keep the FCS offices open 5 days a week while allowing employees to maintain their four-day/ten-hour shifts by implementing staggered schedules. (To be completed by January 2025) F18 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 19 | Increase staffing, including the three unfilled Vocational Assistant positions, to alleviate the problem of using Social Workers and Social Worker Assistants for transportation of children. (To be completed by October 2024) F16, F19, F20 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 2 | FCS management provide increased and ongoing therapy forstaff desiring it. (To be completed by October 2024) F2 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 20 | The Office of the Ombudsman be expanded to include services for children, allowing for immediate advocacy prior to approaching FCS. (To be completed by May 2025) F21 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 21 | FCS use all possible means to reference the California DSS Ombudsperson for information and assistance. (To be completed by October 2024) F21 | Mendocino County Board of Supervisors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 22 | FCS management provide training for the use of the California state-wide computer system, CWS/CMS case management system, and assure the system is used to its fullest advantage. (To be completed by October 2024) F22 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 23 | The Mendocino County Board of Supervisors create a committee whose sole mission is to independently and accurately evaluate the status of timely court filings by FCS. They will report their findings quarterly to the Board of Supervisors. (To be completed by October 2024) F7, F9, F10 | Mendocino County Board of Supervisors |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 3 | Since 24% of children in foster care are Native American, further attention be given by FCS to improve relations and communication with ICWA representatives. Involvement in established Round Tables needs to increase in order to assure adequate attention to Native children. (To be completed by October 2024) F3 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 4 | Rather than sending Mendocino County social workers to make routine monthly visits to foster children in other states and counties, Mendocino County should explore arrangements for visits by 12 the Social Services agencies where Mendocino County foster children are placed. (To be completed by October 2024) F4 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 5 | FCS management find ways to provide coverage for absent Social Workers to alleviate heavy caseloads for other staff members. (To be completed by October 2024) F5 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 6 | FCS management develop incentives for staff members’ timely reports. (To be completed by October 2024) F6 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 7 | FCS management and social workers develop a strategic plan that will eliminate late court reports. (To be completed by October 2024) F7, F8 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 8 | FCS expand their attractive and informative Face Book advertising to other websites, including Mendocino County’s, for all job openings. (To be completed by October 2024) F14 | . |
| Mendocino | Mendocino-2-The Broken Process at Family and Chidren Services | 22 | 23 | Rec | 9 | FCS management be required to encourage immediate approval of a new SIP plan that addresses FCS staffing issues. (To be completed by October 2024) F9 | . |
| Merced | Merced-5-Iris Garrett Juvenile Justice Complex | 2 | 2 | Fin | 1 | Finding Community Service opportunities for those who have been released is challenging. | Probation Department |
| Merced | Merced-5-Iris Garrett Juvenile Justice Complex | 2 | 2 | Fin | 2 | Lack of signage indicating which building is the Iris Garrett Juvenile Justice Center (IGJJC) | Garrett Juvenile Justice Center Board |
| Merced | Merced-5-Iris Garrett Juvenile Justice Complex | 2 | 2 | Rec | 1 | The Probation Department continue to seek business partners who will allow youth to complete Community Service time. | The Probation Department |
| Merced | Merced-5-Iris Garrett Juvenile Justice Complex | 2 | 2 | Rec | 2 | Purchase and install IGJJC signage on or directly in front of the facility | The IGJJC Board |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 1 | Multiple mental health services and programs are available on-site but greater access to a variety of different services would be beneficial. | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 1 | Multiple mental health services and programs are available on-site but greater access to a variety of different services would be beneficial. | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 1 | Multiple mental health services and programs are available on-site but greater access to a variety of different services would be beneficial. | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 2 | The JLCC continues to be out of compliance with Title 15, Section 1027 Number of Personnel, specifically staffing shortages, retention of staff and attracting new lateral staff as well as recruits. | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 2 | The JLCC continues to be out of compliance with Title 15, Section 1027 Number of Personnel, specifically staffing shortages, retention of staff and attracting new lateral staff as well as recruits. | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 2 | The JLCC continues to be out of compliance with Title 15, Section 1027 Number of Personnel, specifically staffing shortages, retention of staff and attracting new lateral staff as well as recruits. | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 3 | Some staff are leaving employment with Merced County Sheriff’s Department and seeking jobs with other agencies that offer higher salaries, more incentives, and better working conditions. | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 3 | Some staff are leaving employment with Merced County Sheriff’s Department and seeking jobs with other agencies that offer higher salaries, more incentives, and better working conditions. | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 3 | Some staff are leaving employment with Merced County Sheriff’s Department and seeking jobs with other agencies that offer higher salaries, more incentives, and better working conditions. | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 4 | Merced County Sheriff’s Department presence on social media increased, highlighting the department and advertising current employment opportunities. | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 4 | Merced County Sheriff’s Department presence on social media increased, highlighting the department and advertising current employment opportunities. | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 4 | Merced County Sheriff’s Department presence on social media increased, highlighting the department and advertising current employment opportunities. | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 5 | A general lack of maintenance exists at the facility putting staff and inmates at significant risk of injury or death. | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 5 | A general lack of maintenance exists at the facility putting staff and inmates at significant risk of injury or death. | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 5 | A general lack of maintenance exists at the facility putting staff and inmates at significant risk of injury or death. | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Fin | 5 | A general lack of maintenance exists at the facility putting staff and inmates at significant risk of injury or death. | Merced County Director of Public Works |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 1 | Continue to provide a variety of programs and mental health services (F1) | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 1 | Continue to provide a variety of programs and mental health services (F1) | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 1 | Continue to provide a variety of programs and mental health services (F1) | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 2 | The Merced County Sheriff’s Department along with the Merced County conducts exit interviews to determine reasons for exiting employment with Merced County. This could apply to all department heads and the CEO’s office. (F3) | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 2 | The Merced County Sheriff’s Department along with the Merced County conducts exit interviews to determine reasons for exiting employment with Merced County. This could apply to all department heads and the CEO’s office. (F3) | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 2 | The Merced County Sheriff’s Department along with the Merced County conducts exit interviews to determine reasons for exiting employment with Merced County. This could apply to all department heads and the CEO’s office. (F3) | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 3 | Merced County conducts extensive salary, incentive, and benefits package research on agencies that former employees seek employment with. (F3) | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 3 | Merced County conducts extensive salary, incentive, and benefits package research on agencies that former employees seek employment with. (F3) | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 3 | Merced County conducts extensive salary, incentive, and benefits package research on agencies that former employees seek employment with. (F3) | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 4 | The Merced County CEO’s office developed a competitive package for current and potential staff. (F3) | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 4 | The Merced County CEO’s office developed a competitive package for current and potential staff. (F3) | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 4 | The Merced County CEO’s office developed a competitive package for current and potential staff. (F3) | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 5 | The Merced County Sheriff’s Office and Merced County Public Works Departments collaborate to create and implement a preventative maintenance plan, thus being proactive instead of reactive. (F5) | Merced County Board of Supervisors |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 5 | The Merced County Sheriff’s Office and Merced County Public Works Departments collaborate to create and implement a preventative maintenance plan, thus being proactive instead of reactive. (F5) | Merced County Sheriff |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 5 | The Merced County Sheriff’s Office and Merced County Public Works Departments collaborate to create and implement a preventative maintenance plan, thus being proactive instead of reactive. (F5) | Merced County CEO |
| Merced | Merced-6-John Latorraca Correctional Center | 5 | 5 | Rec | 5 | The Merced County Sheriff’s Office and Merced County Public Works Departments collaborate to create and implement a preventative maintenance plan, thus being proactive instead of reactive. (F5) | Merced County Director of Public Works |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 1 | The Board fails to follow the guidelines set forth in both their MCSD Governance Team Handbook and their MCSD Board of Education Protocols. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 10 | The District does not have written procedure(s) in place for individuals filing complaints including which form to complete, who to file it with, process after filing, etc. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 2 | The Board violated the Brown Act on multiple occasions. • Text messages and emails indicated Trustees engaged in serial meetings because a majority of the full board obtains information 81 about the other members’ views on a particular subject outside of a public meeting. • Text messages and emails indicated Trustees engaged in discussion of closed session topics outside of closed session amongst themselves and with non-Board members. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 3 | The District violated Education Code 35145, 35163 by not having minutes of Board meetings available to the Public. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 4 | Since September 26, 2023, no links to Board Meetings have been posted on the District website under the Board Meeting Video Archive tab, as the writing of this report. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 5 | Inappropriate behaviors of the Board, specifically facial expressions, side conversations, and verbal criticism from one trustee towards another occurred on multiple occasions. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 6 | The Board has failed to approve Board minutes for multiple meetings. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 7 | The District has failed to prepare and include prior board meeting minutes on multiple consent agendas. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 8 | The Board Trustees have displayed open hostility towards one another in public meetings and have used their Censure Policy to silence one another in Board meetings | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Fin | 9 | The District does not have an employee handbook for certificated or classified employees. | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 1 | The Board should regularly review their MSCD Governance Team Handbook. (F1) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 10 | The District should create and follow a written procedure for individuals filing complaints. (F10) | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 11 | The Board should follow their governing policies as written, including but not limited to their MCSD Governance Team Handbook and the MCSD Board of Education Protocols. (F1, F2, F5, F8) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 2 | The Board should review their MSCD Board of Education Protocols prior to each meeting. (F1) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 3 | The Board along with the Superintendent should be required to attend Brown Act training, at minimum once a year or more frequently if violations exist. (F2) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 4 | The District should create and follow a process regarding Board minutes: an example of this process could include typing minutes of prior Board meetings, making those minutes available at the next Board meeting for Board approval, and publishing approved Board minutes for public viewing within one week of Board approval. (F3, F4, F6, F7) | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 5 | The Board should follow their MCSD Governance Team Handbook as it relates to engaging in private conversations during Board meetings. (F5) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 6 | The Board’s MCSD Governance Team Handbook states the following: • Operate openly, with trust and integrity. • Govern in a dignified and professional manner, treating everyone with civility and respect • Maintain a collegial tone, where discussion and debates are thoughtful and respectful. (Tone includes both verbal and non-verbal behaviors.) The Board should follow their MCSD Governance Team Handbook as it is a guide for proper professional behavior to building unity and creating a positive organizational culture in order to govern effectively. (F5) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 7 | The District should post links to Board meeting videos on the MSCD website under the Board Meeting Video Archive tab within a week of the Board meeting. (F4) | . |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 8 | The Board’s Censure policy can be a valuable tool when used correctly and with discretion. The Board should use caution when silencing trustees through the censure process and procedure. (F8) | Merced City School District |
| Merced | Merced-9-Merced City School District – Our Students Deserve More | 10 | 11 | Rec | 9 | The District should create and provide an employee handbook for certificated or classified employees. (F9) | . |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 1 | Current revenues do not provide sufficient margins over expenses to fund community services at prior years’ levels. Without operational changes, the Cannabis Program’s sustainability is in jeopardy, and future funding for community services from this source will be minimal and/or unavailable. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 2 | The 2020 Cannabis Program Strategic Plan, intended to be updated every two years, was not revised until January 2024, causing delays in assessing key metrics and whether program goals are being met. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 3 | Current tax rates have stabilized. Revenues for FY 2024-25 are projected to be consistent with prior years, contributing to the Program’s sustainability if Program expenses are aligned with revenues. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 3 | Current tax rates have stabilized. Revenues for FY 2024-25 are projected to be consistent with prior years, contributing to the Program’s sustainability if Program expenses are aligned with revenues. | Monterey County Treasurer/Tax Collector |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 4 | An internal audit of the Cannabis Program, recommended by the Citygate Report, was not completed, thus risking inefficient operating practices and the potential for inaccurate record keeping. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 4 | An internal audit of the Cannabis Program, recommended by the Citygate Report, was not completed, thus risking inefficient operating practices and the potential for inaccurate record keeping. | Monterey County Auditor-Controller |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 5 | More than 50 cannabis businesses have closed or filed bankruptcy leaving the County with $6M in unpaid taxes, resulting in reduced revenues for community services. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 5 | More than 50 cannabis businesses have closed or filed bankruptcy leaving the County with $6M in unpaid taxes, resulting in reduced revenues for community services. | Monterey County Auditor-Controller |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 5 | More than 50 cannabis businesses have closed or filed bankruptcy leaving the County with $6M in unpaid taxes, resulting in reduced revenues for community services. | Monterey County Treasurer/Tax Collector |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 6 | A community survey indicated that a high priority for cannabis tax revenues should be allocated toward drug education and prevention. However, only a small fraction of the cannabis tax revenues has been allocated toward such programs. The lack of funding for these programs is inconsistent with community priorities and increases the potential for drug abuse and death. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 7 | Illicit activities are one of several major factors contributing to the reduction in funds available for community needs. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 7 | Illicit activities are one of several major factors contributing to the reduction in funds available for community needs. | Monterey County Sheriff/Coroner |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 8 | Criminal/Civil penalties for most illicit business activities may be adjudicated as a misdemeanor by the District Attorney’s office with less than a year probation and/or a fine of $1,000 or less, resulting in an ineffective deterrent system. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Fin | 8 | Criminal/Civil penalties for most illicit business activities may be adjudicated as a misdemeanor by the District Attorney’s office with less than a year probation and/or a fine of $1,000 or less, resulting in an ineffective deterrent system. | Monterey County District Attorney |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 1 | The BOS direct Cannabis Program staff to analyze ways to reduce expenses within the Cannabis operational system, supplementing best practices identified in the Citygate report recommendations to stabilize and grow the Cannabis Tax Assignment Fund by September 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 2 | Cannabis Program Manager complete a Strategic Plan every year and provide the BOS with status updates at each subcommittee meeting by January 31, 2025. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 3 | The BOS support the growth and sustainability of the Cannabis industry by maintaining the current Program tax rates for the next two budget years by September 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 4 | The Office of the Auditor-Controller’s Internal Audit Division (IAD) conduct an internal audit on the Cannabis Program in FY 2023-24 by January 31, 2025. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 4 | The Office of the Auditor-Controller’s Internal Audit Division (IAD) conduct an internal audit on the Cannabis Program in FY 2023-24 by January 31, 2025. | Monterey County Auditor-Controller |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 5 | The Office of the Auditor-Controller’s Internal Audit Division (IAD) conduct an internal audit of cannabis businesses with tax deferral payment plan agreements, including those in tax delinquency by January 31, 2025. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 5 | The Office of the Auditor-Controller’s Internal Audit Division (IAD) conduct an internal audit of cannabis businesses with tax deferral payment plan agreements, including those in tax delinquency by January 31, 2025. | Monterey County Auditor-Controller |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 5 | The Office of the Auditor-Controller’s Internal Audit Division (IAD) conduct an internal audit of cannabis businesses with tax deferral payment plan agreements, including those in tax delinquency by January 31, 2025. | Monterey County Treasurer/Tax Collector |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 6 | The Treasurer-Tax Collector Office develop a timely action plan for those growers in arrears and recommend to the BOS to consider phasing out further tax payment extensions by November 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 6 | The Treasurer-Tax Collector Office develop a timely action plan for those growers in arrears and recommend to the BOS to consider phasing out further tax payment extensions by November 30, 2024. | Monterey County Treasurer/Tax Collector |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 7 | The Director of Public Health identify projects to assist with youth drug awareness/education/prevention and request funding from BOS as a priority allocation from the CTF by September 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 8 | MCSO increase enforcement of the regulations regarding illicit activity by licensed and unlicensed growers by September 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 8 | MCSO increase enforcement of the regulations regarding illicit activity by licensed and unlicensed growers by September 30, 2024. | Monterey County Sheriff/Coroner |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 9 | The District Attorney’s office in cooperation with the Cannabis Program and Sheriff/Coroner’s office increase prosecutorial efforts of unlicensed and underreporting cannabis growers to the maximum extent of the law; by using existing resources, potential grant funding, and assistance from the Cannabis Administrative Prosecutor Program (CAPP) by December 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 9 | The District Attorney’s office in cooperation with the Cannabis Program and Sheriff/Coroner’s office increase prosecutorial efforts of unlicensed and underreporting cannabis growers to the maximum extent of the law; by using existing resources, potential grant funding, and assistance from the Cannabis Administrative Prosecutor Program (CAPP) by December 31, 2024. | Monterey County District Attorney |
| Monterey | Monterey-1-Cannabis Tax Revenues: Highs and Lows | 8 | 9 | Rec | 9 | The District Attorney’s office in cooperation with the Cannabis Program and Sheriff/Coroner’s office increase prosecutorial efforts of unlicensed and underreporting cannabis growers to the maximum extent of the law; by using existing resources, potential grant funding, and assistance from the Cannabis Administrative Prosecutor Program (CAPP) by December 31, 2024. | Monterey County Sheriff/Coroner |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Monterey County Sheriff |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 2 | There has not been a comprehensive public awareness campaign to inform County residents of a specific crisis line number and the new 24/7 (as of January 1, 2024) capacity of the Mobile Crisis Team to respond to individuals experiencing a mental health crisis causing the public to remain unaware of the availability of this resource. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well. | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well. | Monterey County Sheriff |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 4 | SPD and MCSO have not prepared annual training needs assessments and plans as required by their internal policies. Consequently, their training plans are out of date leaving officers and deputies less equipped/prepared to respond to crisis calls for service and putting themselves and the public at risk. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information. | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information. | Monterey County Sheriff |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers | Monterey County Sheriff |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 2 | Monterey County increase its public awareness campaign regarding the Mobile Crisis Team’s 24/7 availability to include more social media posts, news articles, and advertising by July 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Monterey County Sheriff |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 4 | The Salinas Police Chief and the Monterey County Sheriff prioritize the completion of an annual training needs assessment and plan by no later than July 31, 2024, and by the end of each fiscal year thereafter. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Salinas City Council |
| Monterey | Monterey-2-Civil Grand Jury Final Report 23/24 | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 1 | In 2022, there were 662 sworn officers in Monterey County. Those without the 40- hour CIT training, offered twice a year for 35 first responders per session, are unlikely to be as effective at responding to people in crisis, leading to potentially dangerous outcomes for officers and community members. | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 2 | There has not been a comprehensive public awareness campaign to inform County residents of a specific crisis line number and the new 24/7 (as of January 1, 2024) capacity of the Mobile Crisis Team to respond to individuals experiencing a mental health crisis causing the public to remain unaware of the availability of this resource. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 3 | The Mapping Project found no formal collaboration exists among the various entities that respond to people with mental health difficulties who are in crisis. A case-bycase response is not a consistent or effective strategy and does not serve the community well | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 4 | SPD and MCSO have not prepared annual training needs assessments and plans as required by their internal policies. Consequently, their training plans are out of date leaving officers and deputies less equipped/prepared to respond to crisis calls for service and putting themselves and the public at risk. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 4 | SPD and MCSO have not prepared annual training needs assessments and plans as required by their internal policies. Consequently, their training plans are out of date leaving officers and deputies less equipped/prepared to respond to crisis calls for service and putting themselves and the public at risk. | Chief of Police Salinas Police Department |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Fin | 5 | Current standards, policies, practices, operating procedures, and education and training materials are not conspicuously posted on either SPD or MCSO websites causing them to be out of compliance with California Senate Bill 978 and making it more difficult for the public to obtain such information | Chief of Police Salinas Police Department |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers. | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 1 | Monterey County Department of Behavioral Health develop a POST-certified, abbreviated in-service training course on CIT by December 31, 2024, designed for law enforcement officers who have not taken the 40-hour course to be facilitated annually by Field Training Officers. | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 2 | Monterey County increase its public awareness campaign regarding the Mobile Crisis Team’s 24/7 availability to include more social media posts, news articles, and advertising by July 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 3 | Monterey County appoint a liaison to establish regular meetings among entities such as MCBH, LEAs, 911 dispatchers, hospital ER staff, and relevant nonprofit service providers that respond to individuals with mental health difficulties by July 31, 2024. | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 4 | The Salinas Police Chief and the Monterey County Sheriff prioritize the completion of an annual training needs assessment and plan by no later than July 31, 2024, and by the end of each fiscal year thereafter. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 4 | The Salinas Police Chief and the Monterey County Sheriff prioritize the completion of an annual training needs assessment and plan by no later than July 31, 2024, and by the end of each fiscal year thereafter. | Chief of Police Salinas Police Department |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Salinas City Council |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Monterey County Sheriff |
| Monterey | Monterey-4-Monterey County’s Response to Community Members Experiencing a Mental Health Crisis | 5 | 5 | Rec | 5 | The Salinas Police Department and Monterey County Sheriff’s Office conspicuously post all current standards, policies, practices, operating procedures, and education and training materials to their websites by June 30, 2024. | Chief of Police Salinas Police Department |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F1 | During its interviews and tours, the CGJ found that firefighters are uniformly committed to the mission of public safety. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F10 | Most MFD firefighter companies work and live in 70-year-old facilities that have not been thoroughly tested for hazardous building materials potentially endangering their health and safety. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F11 | Responding from the new airport north-side station increases the response time to serve the Fisherman’s Flats/Ryan Ranch/Hwy 68 neighborhoods putting public safety at risk. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F12 | Firefighter companies at the airport south-side modular trailer do not have access to safe inside changing and storage areas for their turnout gear, violating NFPA standards and causing potential harm and distress for firefighters. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F12 | Firefighter companies at the airport south-side modular trailer do not have access to safe inside changing and storage areas for their turnout gear, violating NFPA standards and causing potential harm and distress for firefighters. | Monterey Peninsula Airport District Board |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F13 | Fire engines at the airport south-side modular trailer are exposed to the weather hastening deterioration and increased costs for repair or replacement. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F13 | Fire engines at the airport south-side modular trailer are exposed to the weather hastening deterioration and increased costs for repair or replacement. | Monterey Peninsula Airport District Board |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F14 | No potable water is available inside the south-side modular trailer, compromising the health and safety of the firefighters who work there during daytime hours. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F15 | The MFD currently relies on an outdated two-tone paging system for alerts. Upgrading to a modern Fire Station Alerting system would enhance response times for multi-station emergency calls and bolster public safety. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F15 | The MFD currently relies on an outdated two-tone paging system for alerts. Upgrading to a modern Fire Station Alerting system would enhance response times for multi-station emergency calls and bolster public safety. | Monterey County Board of Supervisors |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F16 | Unreliable CAD software and hardware in the fire apparatus and stations forces firefighters to rely on less comprehensive systems to respond to calls efficiently. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F17 | The MFD does not utilize facility dogs that have been successfully used to enhance wellbeing for first responders and build positive relationships in the community. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F18 | Some MFD staff are unaware of the process to access a City-contracted Licensed Marriage Family Therapist or County Behavioral Health Department personnel which compromises their mental wellness. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F19 | The MFD policies for After-Action Reviews and Critical Incident Stress Management are in draft form leading to confusion or misinterpretation by MFD personnel. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F2 | The City of Monterey has not addressed the issues of aging facilities, increasingly failing fire apparatus, and timely follow-through on mental health services all leading to low staff morale and public endangerment. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F3 | The transition to a consolidated set of policies has not been a priority of the MFD Administration, leading to confusion among staff. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F4 | The MFD is not adhering to its Vehicle & Equipment Replacement Policy as three- quarters of the fire apparatus is at or beyond its lifecycle replacement. This has resulted in a doubling of the repair frequency over the past three years, increasing the workload of the City’s Public Works Department, and affecting apparatus availability for emergencies, thus endangering the public. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F5 | The MFD’s primary tiller truck has been out-of-service for nearly a year and the 25- year-old backup tiller truck has frequent breakdowns often leaving the MFD without an operable 100-foot ladder causing the need to call for mutual aid from other fire departments. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F6 | Having only one certified fire apparatus mechanic serving the Monterey fleet hampers quick repairs and puts the MFD at risk of not having the proper equipment in service to respond to emergencies thus endangering the public. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F7 | All Monterey-owned fire stations are in a significant state of disrepair. Years of neglect and normal wear have resulted in unsafe and unsanitary living and working conditions and contribute to the low morale for MFD personnel. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F8 | Station 13 and the daytime airport south-side modular trailer currently rely on audio alerts with no visual information on 911 calls unlike other Monterey Fire stations limiting available information on the emergency. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Fin | F9 | The extent of the deterioration of the Station 13 training tower is a danger to the station, its firefighters, and the parking area immediately adjacent. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R1 | No recommendation needed. | . |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R10 | The City of Monterey performs a comprehensive assessment to identify potentially hazardous building materials in all MFD fire stations by December 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R11 | The City of Monterey creates a plan for a permanent fire facility to provide faster, 24-hour emergency response coverage for the communities near the Highway 68 corridor by December 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R12 | The City of Monterey, MFD and MPAD Administration collaborate to provide safe and private decontamination changing and storage areas for turnout gear at the airport modular trailer to comply with NFPA standards by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R12 | The City of Monterey, MFD and MPAD Administration collaborate to provide safe and private decontamination changing and storage areas for turnout gear at the airport modular trailer to comply with NFPA standards by October 31, 2024. | Monterey Peninsula Airport District Board |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R13 | Until a permanent facility is constructed, the City of Monterey collaborate with MPAD to provide a protective structure for the fire apparatus at the south-side modular trailer by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R13 | Until a permanent facility is constructed, the City of Monterey collaborate with MPAD to provide a protective structure for the fire apparatus at the south-side modular trailer by October 31, 2024. | Monterey Peninsula Airport District Board |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R14 | The City of Monterey provides a potable water source for the south-side modular trailer by November 30, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R15 | The City of Monterey and MFD Administration collaborate with the County of Monterey to implement a plan and timeline for upgrading to a modern Fire Station Alert system by December 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R15 | The City of Monterey and MFD Administration collaborate with the County of Monterey to implement a plan and timeline for upgrading to a modern Fire Station Alert system by December 31, 2024. | Monterey County Board of Supervisors |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R16 | The City of Monterey ensures all CAD software/hardware is consistently operational in all fire apparatus and stations by November 30, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R17 | The MFD Administration conducts a study to gauge the interest and feasibility of MFD personnel obtaining one or more facility dogs by August 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R18 | The City of Monterey posts at each fire station information regarding the availability of the contracted Licensed Marriage Family Therapist by July 30, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R19 | The MFD Administration finalizes and distributes the AAR and CISM policies ensuring that every critical incident is reported, and after-action mental support services are made available by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R2 | The City of Monterey formalizes its multi-year strategic plan for the MFD that addresses: updating facilities, replacing apparatus, training firefighter staff, and ensuring that the mental health service policy is clearly defined by December 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R3 | The MFD Administration consolidates all MFD policies into a single unified system by September 30, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R4 | The MFD Administration aligns its Monterey Vehicle & Equipment Replacement Policy with NFPA Standards for apparatus replacement by September 30, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R5 | The City of Monterey funds the repair of the primary MFD aerial ladder making it operational by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R6 | The City of Monterey develops a hiring plan or internship program to maintain sufficient certified and appropriately compensated fire mechanics commensurate with the number of fire apparatus by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R7 | The City of Monterey develops a schedule to begin upgrading, renovating, or replacing the MFD fire stations by December 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R8 | The City of Monterey ensures that all visual 911 Center alert system boards function at all MFD stations, including the south-side modular trailer by August 31, 2024. | Monterey City Council |
| Monterey | Monterey-5-Monterey Fire Department: Overdue for Overhaul | 19 | 19 | Rec | R9 | The City of Monterey immediately red-tags and develops a plan to repair or demolish the Station 13 training tower by October 31, 2024. | Monterey City Council |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 1 | A summary of noise complaints is only available inside monthly board packets making it difficult for the public to find and review them, adding to community misunderstanding. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 1 | A summary of noise complaints is only available inside monthly board packets making it difficult for the public to find and review them, adding to community misunderstanding. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 2 | MPAD’s complaint response is not well understood by the community causing frustration. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 2 | MPAD’s complaint response is not well understood by the community causing frustration. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 3 | Although the MPAD has community relations committees, these committees do not effectively communicate, involve, or educate the public regarding air traffic noise resulting in community complaints and dissatisfaction. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Fin | 3 | Although the MPAD has community relations committees, these committees do not effectively communicate, involve, or educate the public regarding air traffic noise resulting in community complaints and dissatisfaction. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 1 | MPAD create a more visible area on its website that shares public complaints and MPAD’s response to them within 72-hours of receipt by October 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 1 | MPAD create a more visible area on its website that shares public complaints and MPAD’s response to them within 72-hours of receipt by October 31, 2024. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 2 | MPAD create a more prominent statement on its website explaining the parameters regarding a 24/7 airport specific to noise management by August 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 2 | MPAD create a more prominent statement on its website explaining the parameters regarding a 24/7 airport specific to noise management by August 31, 2024. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 3 | MPAD create and approve an internal written policy and procedure for responding to citizen noise complaints by August 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 3 | MPAD create and approve an internal written policy and procedure for responding to citizen noise complaints by August 31, 2024. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 4 | MPAD develop a more proactive community outreach program regarding air traffic noise, construction updates, and other information impacting the community by October 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 4 | MPAD develop a more proactive community outreach program regarding air traffic noise, construction updates, and other information impacting the community by October 31, 2024. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 5 | MPAD develop a Citizens Committee to provide community input regarding operations and noise mitigation efforts by October 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 5 | MPAD develop a Citizens Committee to provide community input regarding operations and noise mitigation efforts by October 31, 2024. | MPAD |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 6 | MPAD increase its visibility on social media to convey information regarding the Airport District by October 31, 2024. | Board of Directors |
| Monterey | Monterey-6-Monterey Regional Airport: Understanding Noise | 3 | 6 | Rec | 6 | MPAD increase its visibility on social media to convey information regarding the Airport District by October 31, 2024. | MPAD |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F1 | The Jury found that gang activity and gang association in Napa County are on the rise. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F2 | The Jury found that due to the employment demographics in Napa County, increasing numbers of children are left unsupervised. This situation was exacerbated by the Covid Pandemic. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F3 | The Jury found current gang activity and recruitment is more apparent in middle school and even younger ages. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F4 | The Jury found that despite it having been proved to be successful, vocational curriculum has been eliminated within the NVUSD. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F5 | The Jury found that Napa County has little to no after school activities for teens and preteens. There is a need for organized free programs, including sports and other after school activities. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F6 | The Jury found that gang activity is supported by illegal money-making opportunities which can be attractive to underprivileged youth. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F7 | The Jury found that coordination and communication among law enforcement, educators, and local service providers is not effective. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F8 | The Jury found that data on gang membership and activity is limited and ineffective at gang intervention and prevention. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Fin | F9 | The Jury found that some state legislation and propositions passed by the voters are hindering law enforcement’s ability to interdict gang crime and, in doing so, improve gangs’ ability to make money, which attracts more gang members. | Napa County |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R1 | By December 31, 2024, Napa Valley Unified School District and Napa County Office of Education will implement programs that focus on elementary and middle schools with gang prevention and parental education programs. | Napa Valley Unified School District |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R1 | By December 31, 2024, Napa Valley Unified School District and Napa County Office of Education will implement programs that focus on elementary and middle schools with gang prevention and parental education programs. | Napa County Office of Education |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R2 | By the fall of 2025, Napa Valley Unified School District and Napa County Office of Education restore free high school vocational curriculums (CTE- Career and Technology Education) and partner with local industries to align their course offerings with labor market needs. | Napa Valley Unified School District |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R2 | By the fall of 2025, Napa Valley Unified School District and Napa County Office of Education restore free high school vocational curriculums (CTE- Career and Technology Education) and partner with local industries to align their course offerings with labor market needs. | Napa County Office of Education |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R3 | By the fall of 2025, Napa Valley Unified School District and Napa County Office of Education, to maximize OTS (out of school time), partner with non-profit stakeholders to provide enriching experiences that provide lasting developmental benefits. | Napa Valley Unified School District |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R3 | By the fall of 2025, Napa Valley Unified School District and Napa County Office of Education, to maximize OTS (out of school time), partner with non-profit stakeholders to provide enriching experiences that provide lasting developmental benefits. | Napa County Office of Education |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R4 | By December 31, 2024, Napa Valley Unified School District and Napa County Office of Education establish a bi-annual meeting between the Napa Valley Unified School District, Napa County Office of Education and business community organizations such as Rotary, Elks, Moose, Napa Chamber of Commerce, and the Napa County Hispanic Chamber of Commerce to create job opportunities, internships, and training for credits. | Napa Valley Unified School District |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R4 | By December 31, 2024, Napa Valley Unified School District and Napa County Office of Education establish a bi-annual meeting between the Napa Valley Unified School District, Napa County Office of Education and business community organizations such as Rotary, Elks, Moose, Napa Chamber of Commerce, and the Napa County Hispanic Chamber of Commerce to create job opportunities, internships, and training for credits. | Napa County Office of Education |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R5 | By September 30, 2024, the Napa County Board of Supervisors and Napa City Council identify financial resources to support community efforts to help families in need. | Napa County Board of Supervisors |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R5 | By September 30, 2024, the Napa County Board of Supervisors and Napa City Council identify financial resources to support community efforts to help families in need. | Napa City Council |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R6 | Beginning July 1, 2024, the Napa County Board of Supervisors and Napa City Council support legislation to roll back decriminalizing drug and theft crime | Napa County Board of Supervisors |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R6 | Beginning July 1, 2024, the Napa County Board of Supervisors and Napa City Council support legislation to roll back decriminalizing drug and theft crime | Napa City Council |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R7 | By December 31, 2024, the Napa Valley Unified School District and the Napa County Office of Education strengthen the current stakeholder task force (law enforcement and schools) including non-profits which specialize in gang prevention and intervention and local industries. | Napa Valley Unified School District |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R7 | By December 31, 2024, the Napa Valley Unified School District and the Napa County Office of Education strengthen the current stakeholder task force (law enforcement and schools) including non-profits which specialize in gang prevention and intervention and local industries. | Napa County Office of Education |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R8 | By September 30, 2024, the City of Napa Police Department create a succession plan for the Community Service Officer role in the Juvenile Diversion Program, including program expansion. | City of Napa Police Department |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | Napa County Sheriff |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | City of Napa Police Department |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | City of St. Helena Police Department |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | City of Calistoga Police Department |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | District Attorney’s office |
| Napa | Napa-1-Hitting the Reset Button; Addressing Gangs in Napa County | 9 | 9 | Rec | R9 | By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. | Napa County Probation Department |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 1 | Since the 2016 Napa County Grand Jury report on county websites, the county has increased its senior communication staff, appointed a webmaster, and implemented improved methods of communicating with citizens for routine, non-emergency notifications. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 10 | The enrollment process for Everbridge is cumbersome and not well understood by the citizenry. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 11 | Everbridge has not fulfilled all of its contractual obligations with Napa County. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 12 | Napa County’s staff have improved measures to facilitate communication with citizen’s diverse languages and for those having disabilities or special needs. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 2 | Napa County has made some improvements to provide timely and accurate information to citizens through enhanced website design and performance. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 3 | A sizable portion of Napa County website traffic is via mobile devices. Some website content is not optimized for smaller screened mobile devices. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 4 | The county has not published to citizens a county strategic plan which outlines how to facilitate the distribution, efficiency, and quality of public information. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 5 | Napa County’s overall communication efforts, while focused on “telling Napa County’s story”, is not engaging the community in a two-way conversation which could facilitate citizen engagement. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 6 | Napa County lacks a formally articulated plan to continuously re-evaluate and update its communication strategies adapting to changing digital messaging technologies in order to assure that messaging remains timely, effective, and relevant. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 7 | The switch from Nixle to Everbridge did not go through an RFP or similar evaluation process which has led to disruptions in citizen alert contacts that have not been satisfactorily resolved. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 8 | County emergency notifications using the alert technology Everbridge are not reliably reaching all enrolled citizens, and it is unknown exactly how many residents are receiving messages. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Fin | 9 | The Everbridge emergency notification mobile app for phones and other mobile digital devices is not performing reliably for citizens. | . |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 1 | By December 31, 2024, the Board of Supervisors direct county communications staff to annually implement and publish to county residents an updated strategic communication plan that results in timely and efficient two-way messaging with the public through digital, print, and broadcast media. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 10 | By September 30, 2024, the Sheriff’s Department OES collaborate with Napa County communication staff to address problems with the “Alert Napa County” citizen enrollment process including increased awareness of how to enroll, streamline the enrollment process, and improve citizen’s ability to manage their own alert notification preferences. | Napa County Sheriff |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 2 | By September 30, 2024, the Board of Supervisors direct county senior communications staff to meet with all county department heads to assess their communication needs so that they can message effectively and consistently with their target audiences. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 3 | By September 30, 2024, the Board of Supervisors direct county department communications staff to create a monthly review of county social media accounts, websites, and other digital communication channels to assure that information stays current. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 4 | By September 30, 2024, the Napa County Sheriff direct their communication staff to create a monthly review of their social media accounts, websites, and other digital communication channels to assure that information stays current. | Napa County Sheriff |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 5 | By December 31, 2024, the Board of Supervisors require all county and department websites to offer a live chat feature on each county department website to help citizens get quick answers to their questions and facilitate timely assistance. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 6 | By December 31, 2024, the Board of Supervisors direct county communications staff to develop and make public the metrics and analytics which monitor county efforts to evaluate effective two-way communication strategies with citizens. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 7 | By December 31, 2024, the Board of Supervisors have county communications staff ensure that county initiatives and programs are available to all of our citizens, including those who speak languages other than English and those with special needs or disabilities. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 8 | By December 31, 2024, the Board of Supervisors establish a Napa County Communications Citizen Advisory Board with the goal of providing community input into Napa County communication priorities. | Board of Supervisors |
| Napa | Napa-3-Napa County’s Communication With Its Citizens | 12 | 10 | Rec | 9 | By December 31, 2024, the Sheriff’s Department OES prepare and execute updated plans to fix deficiencies in alert notification measures ensuring that accurate and timely emergency information is disseminated to the public and media when needed. This may require assessing alternative emergency notification system providers to resolve ongoing Everbridge deficiencies. | Napa County Sheriff |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 1 | The Jury found that Napa County has many dedicated people in county agencies and nonprofits who are working hard to help the elderly age gracefully. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 2 | The Jury found that no one appears to be accountable for ensuring that all mandatory reporters know their responsibilities. Many do not have sufficient training to identify elder abuse. Many may not know the correct procedure for reporting elder abuse, exposing them to liability for failing to report. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 3 | The Jury found that the constellation of services available to the elderly is broad and complex making it a challenge for some people to find the resources they need. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 4 | The Jury found that information sources and service delivery are often online. Ongoing efforts to get technology into the hands of the elderly is hampered by their lack of computer literacy resulting in a continuing need for in-person information and services. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 5 | The Jury found that services such as Providence Home Health Napa “Caregiver Resources” and “Information and Assistance” exist to meet the needs of the elderly and their caregivers. These services appear to be underutilized. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 6 | The Jury found that more outreach is needed to make the community aware of elder abuse and available services. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 7 | The Jury found that an affluent population makes Napa County particularly vulnerable to elder financial scams. Experts predict that emerging artificial intelligence technologies will make financial scams a bigger problem. The best deterrent to this type of fraud is for potential victims to have the capability and strategies to identify them beforehand. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 8 | The Jury found that the elderly population in Napa County is increasing. As the elderly population increases, the demand for resources needed to keep them safe will also increase. Additional social workers and mental health therapists will be needed in the county. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Fin | 9 | The Jury found that law enforcement training on how to identify and report elder abuse is limited. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 1 | By September 30, 2024, HHSA develop and annually distribute a simple, brief card or letter to all mandatory reporters in Napa County. This form would inform them of their reporting responsibilities, and how to report and link to online resources for additional information. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 2 | By December 31, 2024, HHSA develop a “Healthy Aging Guide” for Napa County to aid the elderly, families, and caregivers in understanding how to better assess their needs and locate the available resources. Such a guide needs to go far beyond the simple list approach of the current Napa County Aging and Disability Resource Guide. HHSA should utilize county partners such as the Library and County Communications staff as well as other avenues to distribute this to the people who need the information. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 3 | By December 31, 2024, HHSA work in conjunction with the Commission on Aging, the Elder Abuse Task Force, and Healthy Aging Population Initiative (HAPI) to develop and implement a comprehensive communication plan aimed at both the elderly and the wider community. The objectives of this plan are to break down barriers for elder support, increase community engagement and inclusion, educate the community on recognizing and avoiding financial scams, and increase the awareness and understanding of elder abuse. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 4 | HHSA continues ongoing work with the District Attorney’s Office and nonprofit organizations to develop and enhance scam awareness and promote prevention campaigns. The objectives of these campaigns are to assist the elderly to recognize and avoid potential scams and know how to respond if faced with one. | . |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 5 | Beginning July 1, 2024, Napa County HHSA proactively increase their involvement in the California Master Plan for Aging to help shape future programs and be more aware of resources and grant availability. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 6 | Beginning July 1, 2024, law enforcement establish periodic training that reinforces how to recognize and report elder abuse. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 7 | By September 30, 2024, HHSA develop plans for hiring additional social workers and mental health professionals to meet the growing demand of the increasing elderly population. | Board of Supervisors |
| Napa | Napa-5-Raising Awareness of Elder Abuse in Napa County. | 9 | 7 | Rec | 7 | By September 30, 2024, HHSA develop plans for hiring additional social workers and mental health professionals to meet the growing demand of the increasing elderly population. | Napa County Sheriff |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 1 | FSC does not properly account for large amounts of county (and other governmental) funding. This makes it impossible to follow the money. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 10 | It appears that the county has awarded multiple contracts to FSC, without verifying that FSC had required licenses. | Nevada County Board of Supervisors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 11 | The county has not been sufficiently diligent about confirming the validity of contractors’ invoices. | Nevada County Board of Supervisors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 12 | FSC has had frequent, unexplained turnover of key financial personnel. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 2 | FSC does not publish all and may not have conducted some annual financial audits. This makes it more difficult to follow the money. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 3 | FSC’s Board of Directors has allowed other questionable financial practices, such as voting on large non-agenda purchases, voting on audit documents not before the Board, and having pre-signed checks. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 4 | FSC’s day-to-day financial practices do not adequately protect against risk of fraud. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 5 | FSC does not appear to have appropriate California contractor’s licenses for the work that it performs. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 6 | FSC has reduced transparency, making it difficult for the public and the county to monitor and verify proper use of county funding. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 7 | From at least April 2019 through January 2022, FSC, knowing it was subject to the Brown Act, appears to have violated it numerous times. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 8 | FSC has violated its own bylaws. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Fin | 9 | Fire Safe Council of Nevada County is not a responsible, accountable, or appropriate recipient for county (and other governmental) funding. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 1 | FSC’s Board of Directors needs to reform FSC’s financial practices to ensure greater protection against fraud. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 10 | FSCs needs to obtain appropriate contractor’s licenses for the work it performs for the county. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 11 | FSC’s Board of Directors needs to ensure that FSC follows its own bylaws. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 12 | The county should ensure that contractors have required licenses before awarding contracts. | Nevada County Board of Supervisors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 13 | The county needs to reestablish regular processes for auditing invoices on county contracts. | Nevada County Board of Supervisors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 14 | The county should require nonprofit corporations that receive county money to agree to operate consistently with the Brown Act. | Nevada County Board of Supervisors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 15 | FSC’s Board of Directors needs to conduct a thorough investigation into the financial discrepancies this report identifies. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 2 | FSC’s Board of Directors needs to establish consistent accounting practices. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 3 | FSC’s Board of Directors needs to adopt accounting practices that allow accurate tracking of county funding through expenditures. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 4 | FSC’s Board of Directors needs to ensure retention of qualified financial staff. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 5 | FSC’s Board of Directors needs to ensure that qualified financial staff are allowed appropriately to monitor and enforce consistent, proper accounting practices. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 6 | FSC’s Board of Directors should hire an external consultant to determine the cause(s) of the frequent turnover of financial personnel and make recommendations. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 7 | FSC’s Board of Directors needs to establish clear policies governing financial management within the corporation. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 8 | FSC’s Board of Directors needs to ensure that all board members receive training on their responsibilities, including overseeing proper financial practices and accountability, and timely receipt of all reports and budgets. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-1-Fire Safe Council of Nevada County Response to Follow the Money | 12 | 15 | Rec | 9 | FSC’s Board of Directors needs to ensure greater transparency so that Nevada County and the public are able to confirm proper use of county funding. | Fire Safe Council of Nevada County’s Board of Directors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Fin | 1 | The county pension plan currently lacks the funds to meet foreseeable pensionpayment obligations, having only about 68% of the necessary funds. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Fin | 2 | If unfunded liabilities continue to rise, the county will have to increase revenues by increasing taxes, reduce expenses and the operations they fund (or a combination of the two), or become unable to make pension payments. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Fin | 3 | Because of economic fluctuations and existing unfunded liabilities, the county has decided that issuing bonds is not a good way to address the problem. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Fin | 4 | The constant rise in CalPERS’s-required annual amortization payments shows that CalPERS predictions of financial recovery are highly questionable. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Fin | 5 | The county does not appear to have any realistic plan to address the steady increases in the total amount of unfunded debt the county and its taxpayers will owe its retirees | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Rec | 1 | The county should consider offering voters the opportunity to approve a special tax to resolve the unfunded-liabilities problem. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Rec | 2 | If the county decides not to approach the problem through a special tax, it should, within six months, produce a comprehensive plan to eliminate the unfunded pension liabilities. | Nevada County Board of Supervisors |
| Nevada | Nevada-2-Nevada County’s Ability to Meet Future Pension Obligations | 5 | 3 | Rec | 3 | The county should consider withdrawing from CalPERS and employing an institutional investment advisor with a better performance record than CalPERS achieves. | Nevada County Board of Supervisors |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 1 | All Placer County Cemetery Districts are well managed financially, and most annual budgets keep expenditures below revenues. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 2 | All cemetery districts have reserves in accordance with their size, population, and tax income base. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 3 | The two smallest districts, Colfax and Tahoe, have very limited cash and endowment reserves. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 4 | All Placer County Cemetery Districts are well-maintained in accordance with their surroundings including the historical cemeteries. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 5 | All Placer County Cemetery Districts are properly staffed and managed. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Fin | 6 | All Placer County Cemetery Districts have adequate expansion acreage to accommodate residential growth within their district. | . |
| Placer | Placer-3-Cemetery Districts in Placer County – A Review of Current Operations, Finances, and Future Plans | 6 | 0 | Rec | . | . | . |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 1 | In 2022, the Placer County Information Technology Department engaged a contractor to perform a penetration testing of the cyber and physical security of Placer County Elections Office in Auburn. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 2 | Placer County Elections Office data, infrastructure and system applications are housed in a closed network system with multiple levels of security in place. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 3 | Placer County Elections Office procedures are well documented and processes for internal controls include the use of checklists and documented procedures. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 4 | Placer County Elections Office operates as a transparent organization. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 5 | Placer County Elections Office has a dedicated staff of four information technology specialists. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 6 | All Elections Office personnel, permanent and temporary, are subject to a background check prior to employment. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Fin | 7 | Placer County Elections Office is compliant with all state and federal laws and regulations. | Placer County Chief Information Officer |
| Placer | Placer-5-Ensuring Integrity in Placer County Elections | 7 | 1 | Rec | 1 | By October 1, 2024, the Placer County Chief Information Officer will engage with a contractor to perform a penetration testing of the cyber and physical security of Placer County Elections Office in Rocklin, California. | Placer County Chief Information Officer |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 1 | The City of Lincoln does not have a dedicated Lincoln Titan 1-A Missile Site webpage on the on their website. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 10 | The U.S. Army Corps of Engineers is installing additional monitoring wells bordering Snapdragon Lane and Prunella Court in the Sun City Lincoln Hills Community | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 11 | The U.S. Army Corps of Engineers abruptly ceased this project for nearly a decade to determine the source of contamination and responsibility for the cleanup from 2009 to 2018-2019. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 2 | The residents in the immediate vicinity of the trichloroethylene contamination at the former Lincoln Titan 1-A Missile Site are well-informed on this issue. | . |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 3 | It is unclear how aware residents outside Sun City Lincoln Hills are about the Lincoln Titan 1-A Missile Site contamination. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 4 | There is a new Restoration Advisory Board coordinated by United States Army Corps of Engineers which includes Lincoln residents. Those meetings are not livestreamed or recorded. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 5 | At the first Restoration Advisory Board meeting, several questions from the community went unanswered. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 6 | Health issues associated with trichloroethylene include birth defects, respiratory illness, several types of cancers, and Parkinson’s Disease. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 7 | Local Congressional offices, the City of Lincoln, and a community awareness group have been encouraging the U.S. Army Corps of Engineers to begin remediation of the trichloroethylene contamination. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 8 | The City of Lincoln has included Lincoln Titan 1-A Missile Site remediation in their 2023-2025 Strategic Plan | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Fin | 9 | The U.S. Army Corps of Engineers has been aware of trichloroethylene contamination at the Lincoln Titan 1-A Missile Site since 1991 and has assumed responsibility for remediation. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Rec | 1 | By October 1, 2024, the Lincoln City Council will create a dedicated Titan 1-A Missile Site page on the City of Lincoln’s website to include a link to the U.S. Army Corps of Engineers’ website, to disseminate information to the public, including a point of contact. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Rec | 2 | Beginning October 1, 2024, the Lincoln City Council will provide a quarterly status update report on the Lincoln Titan 1-A Missile Site at Lincoln City Council meetings. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Rec | 3 | By October 1, 2024, through completion of full remediation, the Lincoln City Council will request the United States Army Corps of Engineers, or their consultants, to livestream, record, publish, and archive Restoration Advisory Board meetings for full transparency. | Lincoln City Council |
| Placer | Placer-6-From Missiles to Meadows: Restoring Nature’s Balance | 11 | 4 | Rec | 4 | By September 1, 2024, the Lincoln City Council will appoint a city representative to attend quarterly Restoration Advisory Board meetings. | Lincoln City Council |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Fin | 1 | The Treasurer/Tax Collector failed to use the software of the county’s system (Tyler Munis) resulting in an inability to communicate with the Auditor, Assessor and CAO offices digitally. | . |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Fin | 2 | Audited financial statements and audits to the State Controller’s Office have not been filed on time negatively affecting the county’s ability to secure financing for projects. | . |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Fin | 3 | Single Audit Reports (SAR) for agencies with federal funds have been filed late impacting Public Works transportation projects and grant applications funded by federal dollars. | . |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Fin | 4 | The Treasurer/Tax Collector has not managed the investments of special districts leaving them with financial uncertainty and lower amounts of return. | . |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Fin | 5 | The Treasurer/Tax Collector has failed to implement a system to collect taxes from Airbnb preventing the county from collecting all taxes due from all lodging facilities. | . |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 1 | The Grand Jury recommends that the BOS contact the State Controller’s Office for assistance in streamlining the operations of the Treasurer/Tax Collector by October 1, 2024. | Plumas County Board of Supervisors |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 2 | The Grand Jury recommends that the BOS direct the Treasurer/Tax Collector to use the option within the Investment Policy to reinstate the Treasurer Oversight Committee by November 1, 2024. | Plumas County Board of Supervisors |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 3 | The Grand Jury recommends that the BOS follow the recommendations from CLA including the hiring of a fiscal officer or administrative assistant to assist the CAO’s office by October 1, 2024. | Plumas County Board of Supervisors |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 4 | The Grand Jury recommends that the mission statements, and policies and procedures be updated in the Assessor’s office, the Auditor Controller’s office, and the Treasurer/Tax Collector’s office by December 1, 2024. | From the Elected Offices |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 5 | The Grand Jury recommends that all job descriptions in Treasurer/Tax Collector, Auditor and Assessor offices include experience and competencies in using digital platforms by June 30, 2025. | From the Elected Offices |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 6 | The Grand Jury recommends that the conversion to the use of digital platforms in the above stated offices be completed by December 1, 2024. | From the Elected Offices |
| Plumas | Plumas-1-A CALL FOR ACCOUNTABILITY-PUTTING THE PUBLIC’S INTEREST FIRST | 5 | 7 | Rec | 7 | The Grand Jury recommends that the Treasurer/Tax Collector enforce the current TOT ordinance requiring all lodging providers to hold TOT certificates by October 1, 2024. | From the Elected Offices |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Fin | 1 | The CPS Policies and Procedures do not include concise and usable information leaving staff little direction how to perform their job duties. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Fin | 2 | There are no Policies/Procedures on training or education of CPS Staff Members. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Fin | 3 | CPS does not follow what is outlined in policy leaving the manual with no value. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Fin | 4 | The Policies/Procedures manual does not have any Policy/Procedure on the specific handling of SCARS. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Fin | 5 | The Director of Social Services is not involved with the CPS department leaving them with little oversight and guidance. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Rec | 1 | The Grand Jury recommends that the CPS policy manual be completely reviewed and rewritten including an Index, Table of Contents and be electronically available by June 2025. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Rec | 2 | The Grand Jury recommends that the CAO review the administrative structure of the Department of Social Services to assure adequate supervision is provided by December 2024 | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Rec | 3 | The Grand Jury recommends that the website include a complete report to the BOS and the public on the status of CPS by October 2024. | Plumas County Board of Supervisors |
| Plumas | Plumas-2-KEEPING ALL OUR CHILDREN SAFE; IT TAKES A VILLAGE | 5 | 4 | Rec | 4 | The Grand Jury recommends that the MOU currently in place with other agencies be followed as written. | Plumas County Board of Supervisors |
| Plumas | Plumas-3-THE MANY FACES OF PLUMAS COUNTY RECYCLING | 2 | 2 | Fin | 1 | There are too few CRV recycling locations in Plumas County making it difficult for citizens to easily redeem CRV bottles and cans. | Plumas County |
| Plumas | Plumas-3-THE MANY FACES OF PLUMAS COUNTY RECYCLING | 2 | 2 | Fin | 2 | There is a lack of readily available information about CRV, organic waste and in-organic waste policies being addressed and mandated by the California Senate on the Plumas County website. | Plumas County |
| Plumas | Plumas-3-THE MANY FACES OF PLUMAS COUNTY RECYCLING | 2 | 2 | Rec | 1 | The Grand Jury recommends that the Plumas County Public Works should update their website to include more information about how and where CRV recycling is done by Dec. 31, 2024. | Plumas County |
| Plumas | Plumas-3-THE MANY FACES OF PLUMAS COUNTY RECYCLING | 2 | 2 | Rec | 2 | The Grand Jury recommends that the Plumas County Public Works website should provide information about proposed changes in recycling laws SB 1383 and AB 2902 by Dec. 31, 2024. | Plumas County |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Fin | 1 | The financial mistakes contained in the Board Letter of April 18, 2023, were discovered after-the-fact by County staff and were not reported to the BOS directly, thereby leaving both the Board and the public misinformed [R1] [R2] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Fin | 2 | Because the BOS are voted into office by the people to serve the people, decisions relating to compensation for the BOS should be decided with public participation and input. [R3] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Fin | 3 | Although the BOS’s use of the consent calendar was not unlawful, the consent calendar process lacked the level of procedural transparency essential to maintain the public’s trust when voting on controversial matters of significant public interest [R4] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Fin | 4 | Ordinance No. 1598 conflicts, on its face, with California Government Code Section 25123.5 and thereby places the validity of the ordinance in question [R5] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Fin | 5 | Ordinance No. 1598 violated California Election Code Section 9144 by depriving Sacramento County residents of their right to protest the ordinance and initiate the referendum process. [R7] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 1 | The Office of Budget and Debt Management should explain the financial mistakes described in F1. The explanation should include how it was discovered and provide the correct financial information to the BOS in open session by no later than November 1, 2024 [F1] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 2 | The County Executive, in collaboration with the Clerk of the Board, should establish a formal procedure, by no later than December 31, 2024, to ensure material flaws concerning information presented to the BOS are brought to the attention of the Clerk of the Board or the BOS directly. [F1] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 3 | The County Executive should establish a citizen-based compensation commission such as those procedures established by other local and state governmental jurisdictions by no later than April 1, 2025. [F2] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 4 | The County Executive, in collaboration with the Clerk of the Board, should establish a formal procedure to limit the use of the consent calendar to only non- controversial matters that are reasonably expected to elicit little or no discussion by no later than November 1, 2024 [F3] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 5 | The Board of Supervisors should direct the County Executive, in collaboration with County Counsel, to determine the validity or invalidity of Ordinance No. 1598 and upon doing so, present recommendations to the Board of Supervisors in open session by no later than November 1, 2024. [F4] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 6 | The Board of Supervisors should direct the County Executive, in collaboration with County Counsel, to determine if any monies paid pursuant to Ordinance No. 1598 are owed to the County and upon doing so, present recommendations to the Board of Supervisors in open session by no later than November 1, 2024 [F4] | Sacramento County Board of Supervisors |
| Sacramento | Sacramento-1-Board of Supervisors’ Pay Raise: Mistakes Have Consequences | 5 | 7 | Rec | 7 | The Board of Supervisors should direct the County Executive, in collaboration with County Counsel, to determine the nature and extent of the violation of voter rights afforded by California Election Code Section 9144 and upon doing so, present recommendations to the Board of Supervisors in open session by no later than November 1, 2024. [F5] | Sacramento County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 1 | F1 – The Civil Grand Jury recognizes that there is great competition for recruitment of Deputy Sheriffs and Support personnel | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 1 | F1 – The Civil Grand Jury recognizes that there is great competition for recruitment of Deputy Sheriffs and Support personnel | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 2 | F2- Only the County Board of Supervisors can authorize a salary increase. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 2 | F2- Only the County Board of Supervisors can authorize a salary increase. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 3 | F3- Salary savings due to vacancies are used up by mandatory overtime shifts thus exhausting current staff and not providing needed respite time between shifts. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 3 | F3- Salary savings due to vacancies are used up by mandatory overtime shifts thus exhausting current staff and not providing needed respite time between shifts. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 4 | F4- The current infrastructure of the communication systems leaves law enforcement agencies and the community venerable. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Fin | 4 | F4- The current infrastructure of the communication systems leaves law enforcement agencies and the community venerable. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 1 | The County should look at new ways to create outreach for local employment, including outreach to the high school and Gavilan College to promote career opportunities in public safety. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 1 | The County should look at new ways to create outreach for local employment, including outreach to the high school and Gavilan College to promote career opportunities in public safety. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 2 | R2- Salaries and benefits should be improved to attract and retain local talent in San Benito County. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 2 | R2- Salaries and benefits should be improved to attract and retain local talent in San Benito County. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 3 | R3- Raising salaries to a more competitive level, including enhancing the benefits package will aid in recruitment and retention of qualified staff. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 3 | R3- Raising salaries to a more competitive level, including enhancing the benefits package will aid in recruitment and retention of qualified staff. | San Benito County Sheriff’s Department |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 4 | R4- For the Safety of the community and law enforcement, the current communication infrastructure needs to be improved immediately. | San Benito County Board of Supervisors |
| San Benito | San Benito-2-SAN BENITO COUNTY SHERIFF’S DEPARTMENT | 4 | 4 | Rec | 4 | R4- For the Safety of the community and law enforcement, the current communication infrastructure needs to be improved immediately. | San Benito County Sheriff’s Department |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 1 | The Civil Grand Jury observed a continuous pattern of willful disregard for the presiding leadership’s oversight, which has been insufficient to deter and address this behavior. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 1 | The Civil Grand Jury observed a continuous pattern of willful disregard for the presiding leadership’s oversight, which has been insufficient to deter and address this behavior. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 2 | The Civil Grand Jury finds a reluctance to cooperate, which has been observed at many levels of leadership. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 2 | The Civil Grand Jury finds a reluctance to cooperate, which has been observed at many levels of leadership. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 3 | The Civil Grand Jury finds the documented instances of disorderly conduct and unprofessional behavior highlight local leadership’s lack of ethical accountability. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 3 | The Civil Grand Jury finds the documented instances of disorderly conduct and unprofessional behavior highlight local leadership’s lack of ethical accountability. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 4 | The Civil Grand Jury finds courts have upheld public employees’ speech restrictions when disclosing confidential information that could harm government operations or compromise public safety. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 4 | The Civil Grand Jury finds courts have upheld public employees’ speech restrictions when disclosing confidential information that could harm government operations or compromise public safety. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 5 | The Civil Grand Jury finds a broad range of expressive activities, including speech; it is not absolute. It may be subject to limitations where other vital interests, such as confidentiality or preventing deception, are at stake. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Fin | 5 | The Civil Grand Jury finds a broad range of expressive activities, including speech; it is not absolute. It may be subject to limitations where other vital interests, such as confidentiality or preventing deception, are at stake. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 1 | The Civil Grand Jury recommends strict adherence to Rosenberg’s Rules of Order, professionalism, and decorum during meetings. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 1 | The Civil Grand Jury recommends strict adherence to Rosenberg’s Rules of Order, professionalism, and decorum during meetings. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 2 | The Civil Grand Jury recommends compliance with procedural protocols, Oaths of Office, and upholding standards of conduct are critical to changing a dysfunctional working environment and underscore the importance of training, mentorship, and citizen oversight. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 2 | The Civil Grand Jury recommends compliance with procedural protocols, Oaths of Office, and upholding standards of conduct are critical to changing a dysfunctional working environment and underscore the importance of training, mentorship, and citizen oversight. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 3 | The Civil Grand Jury recommends updating or creating a public document detailing the body’s current code of ethics governing inappropriate membership behavior, including consequences. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 3 | The Civil Grand Jury recommends updating or creating a public document detailing the body’s current code of ethics governing inappropriate membership behavior, including consequences. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 4 | The Civil Grand Jury recommends strict adherence and enforcement of procedural protocols, laws, and statutes by holding members accountable for their conduct. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 4 | The Civil Grand Jury recommends strict adherence and enforcement of procedural protocols, laws, and statutes by holding members accountable for their conduct. | City of Hollister |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 5 | The Civil Grand Jury recommends that elected and appointed officials should be required to receive training from legal professionals, such as the District Attorney or city/county counsel(s), on navigating the balance between First Amendment rights and confidentiality requirements. | San Benito County Board of Supervisors |
| San Benito | San Benito-3-SPECIAL REPORT: “THE SEARCH FOR TRUST IN LOCAL GOVERNMENT” | 5 | 5 | Rec | 5 | The Civil Grand Jury recommends that elected and appointed officials should be required to receive training from legal professionals, such as the District Attorney or city/county counsel(s), on navigating the balance between First Amendment rights and confidentiality requirements. | City of Hollister |
| San Diego | Madera-6-Madera County Juvenile Detention Facility | 1 | 1 | Fin | 1 | The MCGJ finds that the JDF provides education, counseling, and training programs to enable youth to transition into life with families and communities. | Board of Supervisors |
| San Diego | Madera-6-Madera County Juvenile Detention Facility | 1 | 1 | Rec | 1 | The MCGJ recommends that the JDF continue to provide excellent services and programs. | Board of Supervisors |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Fin | F1 | City cannabis tax revenues are negatively impacted by unlicensed cannabis delivery services and smoke shops selling “enhanced CBD,” operating throughout the City. | . |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Fin | F2 | Current Law Enforcement efforts against unlicensed delivery services and “enhanced CBD” are not effective. | . |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Fin | F3 | The City does not report all revenue, expenses and impacts associated with cannabis legalization, leaving citizens unaware of the full fiscal impact of Measure N | . |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Fin | F4 | The County does not report the non-financial costs (e.g., health and law enforcement impacts) of legalized cannabis, leaving citizens unaware of the full non-fiscal impacts of cannabis legalization | . |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Fin | F5 | Legalized cannabis has had significant health impacts on school-aged children and senior citizens. | . |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Rec | R1 | Collaborate to develop and implement strategies to target unlicensed delivery services and smoke shops selling enhanced CBD products. | San Diego Police Department |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Rec | R1 | Collaborate to develop and implement strategies to target unlicensed delivery services and smoke shops selling enhanced CBD products. | San Diego County Sheriff’s Department |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Rec | R2 | Direct the city staff to develop and publish reports that document the fiscal and law enforcement impacts of cannabis legalization. | San Diego Mayor |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Rec | R3 | Direct the city staff to create a public education campaign that details the impacts of cannabis use on children and seniors. | San Diego Mayor |
| San Diego | San Diego-1-Cannabis in San Diego- How is it Going? | 5 | 4 | Rec | R4 | Direct the county staff to develop reports that document the health and law enforcement impacts of cannabis legalization | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 1 | Not all animal control agencies with jurisdiction for animal control in the cities of San Diego County consistently report their dog bite information to San Diego County Animal Control for annual reporting to the California Department of Public Health. | City of Coronado |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 1 | Not all animal control agencies with jurisdiction for animal control in the cities of San Diego County consistently report their dog bite information to San Diego County Animal Control for annual reporting to the California Department of Public Health. | City of Chula Vista |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 2 | Public information concerning fines for violations of dog control ordinances is not available for all interviewed jurisdictions. | City of Coronado |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 2 | Public information concerning fines for violations of dog control ordinances is not available for all interviewed jurisdictions. | City of Chula Vista |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 2 | Public information concerning fines for violations of dog control ordinances is not available for all interviewed jurisdictions. | City of San Diego |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 2 | Public information concerning fines for violations of dog control ordinances is not available for all interviewed jurisdictions. | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 3 | Providing the authorization to animal control officers to issue citations and fines would provide a method, short of a Dangerous Dog hearing, to incentivize owners to better control their dog’s behavior. | City of San Diego |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 3 | Providing the authorization to animal control officers to issue citations and fines would provide a method, short of a Dangerous Dog hearing, to incentivize owners to better control their dog’s behavior. | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Fin | 4 | Public information about the presence of Dangerous Dogs in a neighborhood, particularly near public schools, is not readily available in San Diego County. | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 1 | Interviewed cities should submit to the County of San Diego reports about all dog bites within their jurisdictions annually. | City of Coronado |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 1 | Interviewed cities should submit to the County of San Diego reports about all dog bites within their jurisdictions annually. | City of Chula Vista |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 2 | Interviewed cities and the County of San Diego should publicly post the fines associated with violations of ordinances concerning dogs. | City of Coronado |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 2 | Interviewed cities and the County of San Diego should publicly post the fines associated with violations of ordinances concerning dogs. | City of Chula Vista |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 2 | Interviewed cities and the County of San Diego should publicly post the fines associated with violations of ordinances concerning dogs. | City of San Diego |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 2 | Interviewed cities and the County of San Diego should publicly post the fines associated with violations of ordinances concerning dogs. | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 3 | Interviewed cities and the County of San Diego should develop regulations for a citation and fine process for the violations of animal control ordinances including when a dog bite is reported. | City of San Diego |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 3 | Interviewed cities and the County of San Diego should develop regulations for a citation and fine process for the violations of animal control ordinances including when a dog bite is reported. | San Diego County Board of Supervisors |
| San Diego | San Diego-2-Dog Bites in San Diego County | 4 | 4 | Rec | 4 | The San Diego County Board of Supervisors direct the County Animal Control Division to develop a plan for collecting information about the location of a declared Dangerous Dog within the County and posting this information, so it is readily available to the public. | San Diego County Board of Supervisors |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 2 | The current shortfall in sidewalk repair funding will lead to growth in the number of damaged sidewalks and injury claims. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 2 | The current shortfall in sidewalk repair funding will lead to growth in the number of damaged sidewalks and injury claims. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 3 | The City is not taking adequate steps to reduce the incidents of costly trip-and-fall injuries due to damaged sidewalks. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 3 | The City is not taking adequate steps to reduce the incidents of costly trip-and-fall injuries due to damaged sidewalks. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 4 | Sidewalk ramping and slicing are effective tools to mitigate damaged sidewalks and to reduce the chance of injury and claims. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 4 | Sidewalk ramping and slicing are effective tools to mitigate damaged sidewalks and to reduce the chance of injury and claims. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 5 | The City does not adequately inform residents of the impact of underfunding sidewalk repairs. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 5 | The City does not adequately inform residents of the impact of underfunding sidewalk repairs. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 6 | Notwithstanding the recently enacted permit fee holiday, there are still significant cost and procedural burdens for property owners to repair their damaged sidewalks. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 6 | Notwithstanding the recently enacted permit fee holiday, there are still significant cost and procedural burdens for property owners to repair their damaged sidewalks. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 7 | The City is not taking sufficient measures to increase the rate of property owner compliance with the Notice of Responsibility to repair damaged sidewalks. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | 7 | The City is not taking sufficient measures to increase the rate of property owner compliance with the Notice of Responsibility to repair damaged sidewalks. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | F1 | The City of San Diego does not have an accurate and complete view of the inventory of damaged sidewalk locations, which impairs the City’s ability to plan for and prioritize needed repairs. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Fin | F1 | The City of San Diego does not have an accurate and complete view of the inventory of damaged sidewalk locations, which impairs the City’s ability to plan for and prioritize needed repairs. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 1 | Direct the Transportation Department to perform a periodic assessment of the city sidewalk network, in conjunction with a remediation effort, to support informed budgeting and remediation decision making. This assessment should identify the party responsible for repair. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 1 | Direct the Transportation Department to perform a periodic assessment of the city sidewalk network, in conjunction with a remediation effort, to support informed budgeting and remediation decision making. This assessment should identify the party responsible for repair. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 2 | Direct the Transportation Department to make the location of damaged sidewalks available on the City’s sidewalk GIS tool. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 2 | Direct the Transportation Department to make the location of damaged sidewalks available on the City’s sidewalk GIS tool. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 3 | Direct the Transportation Department to increase the number of ramping crews and/or slicing capacity to proactively remediate defects found by a periodic assessment process. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 3 | Direct the Transportation Department to increase the number of ramping crews and/or slicing capacity to proactively remediate defects found by a periodic assessment process. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 4 | Direct the Transportation Department to publish an annual assessment on the future impact of funding sidewalk repairs below required levels. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 4 | Direct the Transportation Department to publish an annual assessment on the future impact of funding sidewalk repairs below required levels. | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 5 | Direct the Transportation Department to update department KPIs to separately track progress on repairing sidewalks based on the party responsible for the repair (City or property owner.) | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 5 | Direct the Transportation Department to update department KPIs to separately track progress on repairing sidewalks based on the party responsible for the repair (City or property owner.) | Mayor of San Diego |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 6 | Direct the Transportation Department to develop and publish a comprehensive plan to institute a series of steps to increase property owner compliance with Notices of Responsibility. | San Diego City Council |
| San Diego | San Diego-3-Maintaining San Diego’s Sidewalks: But It’s Not My Sidewalk | 7 | 6 | Rec | 6 | Direct the Transportation Department to develop and publish a comprehensive plan to institute a series of steps to increase property owner compliance with Notices of Responsibility. | Mayor of San Diego |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Fin | 1 | Community schools with wraparound services are important in providing extra support for homeless students and their families. | San Diego County |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Fin | 2 | The education community of San Diego County is supportive of community schools. | San Diego County |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Rec | 1 | The Grand Jury commends San Diego County Office of Education, San Diego Unified School District, and the Chula Vista Elementary School District for their efforts in establishing and supporting community schools. | San Diego County Office of Edu |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Rec | 1 | The Grand Jury commends San Diego County Office of Education, San Diego Unified School District, and the Chula Vista Elementary School District for their efforts in establishing and supporting community schools. | SDUSD |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Rec | 1 | The Grand Jury commends San Diego County Office of Education, San Diego Unified School District, and the Chula Vista Elementary School District for their efforts in establishing and supporting community schools. | CVESD |
| San Diego | San Diego-5-San Diego Community Schools: Schools of “Yes” for Homeless Students | 2 | 2 | Rec | 2 | The Grand Jury encourages SDCOE to continue its efforts in establishing and supporting community schools. | San Diego County of Education |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 1 | The city’s significant amount of degraded assets is not properly quantified or understood, resulting in an increased cost to taxpayers and a lack of transparency and accountability regarding the city’s stewardship of taxpayer funded assets. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 1 | The city’s significant amount of degraded assets is not properly quantified or understood, resulting in an increased cost to taxpayers and a lack of transparency and accountability regarding the city’s stewardship of taxpayer funded assets. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 1 | The city’s significant amount of degraded assets is not properly quantified or understood, resulting in an increased cost to taxpayers and a lack of transparency and accountability regarding the city’s stewardship of taxpayer funded assets. | Capital Planning Committee |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 1 | The city’s significant amount of degraded assets is not properly quantified or understood, resulting in an increased cost to taxpayers and a lack of transparency and accountability regarding the city’s stewardship of taxpayer funded assets. | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 1 | The city’s significant amount of degraded assets is not properly quantified or understood, resulting in an increased cost to taxpayers and a lack of transparency and accountability regarding the city’s stewardship of taxpayer funded assets. | Board of Supervisors |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 2 | The Public Works Commission lacks appropriate reporting necessary to adequately oversee the performance of Department of Public Works capital facilities projects resulting in insufficient oversight of the department and a lack of sufficient transparency and accountability for hundreds of millions of dollars of capital spending. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 2 | The Public Works Commission lacks appropriate reporting necessary to adequately oversee the performance of Department of Public Works capital facilities projects resulting in insufficient oversight of the department and a lack of sufficient transparency and accountability for hundreds of millions of dollars of capital spending. | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 3 | Some newly constructed facilities built by the Department of Public Works were observed to have deficiencies in the design and/or construction resulting in additional costs for repair or replacement which may have been preventable requiring further investigation and analysis. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 4 | The perception that the hourly rates for employees of the Department of Public Works for work performed for client departments are expensive leads to frustration and to irritation with DPW at client departments which can negatively impact the working relationship between departments | Mayor |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Fin | 4 | The perception that the hourly rates for employees of the Department of Public Works for work performed for client departments are expensive leads to frustration and to irritation with DPW at client departments which can negatively impact the working relationship between departments | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 1.1 | By March 31, 2025, the Controller shall conduct a financial analysis of the additional cost to the city entailed by delaying full repair of “degraded facilities assets” and issue the report to the Mayor, the Board of Supervisors, and publish the report to the public. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 1.2 | By June 30, 2025, Department of Public Works shall issue a report to the Public Works Commission detailing all instances starting on January 1, 2021 to the present day where maintenance work of material cost and scope has on at least 3 occasions been required for essentially the same issue in which a root cause of the issue is that the asset has been allowed to degrade or otherwise has not been properly maintained. Material cost and scope shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 1.3 | By June 30, 2025, Department of Public Works shall issue a report to the Public Works Commission detailing all instances starting on January 1, 2021 to present day where degraded assets left unrepaired materially impacted the operations of the facility or city employees. Materially impacted shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 1.4 | Included in the publication in 2025 of the 2026-2035 10 Year Capital Plan and each future biennial 10 year capital plan, the Capital Planning Committee shall add and update in future plans a subsection discussing only “degraded assets” to each relevant section of the Plan (Sections 6 -13 in the 2024-2033 10 Year Capital Plan). Each subsection shall describe: (1) the types of degraded assets, (2) the total cost to repair them to baseline, (3) the risks to the city by not repairing them, and (4) the 10 year plan to get degraded assets back to baseline and do so at the equivalent level of granularity as is in the report in Section 3: Accomplishments (relevant pages 29, 31, 33, 35, 37, 39, 41, and 43 in the 2024-2033 10 Year Capital Plan). | Capital Planning Committee |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 1.5 | If recommendation 1.4 is not implemented administratively, the Board of Supervisors shall pass an ordinance making the bi-annual reporting on degraded assets a legal requirement. | Board of Supervisors |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.1 | Budget Reporting: By March 31, 2025, DPW shall issue a report to the Public Works Commission, updated quarterly for all currently active and planned bond-funded capital facilities projects to include end-to-end performance information detailing budget accuracy and timeline planning accuracy from initial design to contracting to construction to completion with explanations for material deviations. Material deviations shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.10 | By March 31, 2025, the Public Works Commission shall initiate a process for obtaining and reviewing feedback from client departments of DPW regarding concerns or unresolved issues about clients’ capital facilities projects. | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.2 | Capital Project Facility Design Reporting: By March 31, 2025 DPW shall issue a report to the Public Works Commission, which shall be updated quarterly, for all ongoing bond-funded capital facilities projects, of any material changes to the project design once the project budget has been approved by the Commission through the end of construction, detailing the reasons for the changes, the financial impact of the changes, and the impacts to project timelines. Material changes shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.3 | Capital Project Facility Construction Reporting: By March 31, 2025 DPW shall issue a report to the Public Works Commission, updated quarterly, on all ongoing bond-funded capital facilities projects, detailing material issues regarding construction quality from the beginning of construction through the end of construction, where construction work had to be re-done including the reason(s) for the re-work, the impact on the project financially, on project timelines, and any legal disputes. Material issues regarding construction quality shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.4 | Capital Project Facility Post-Construction Reporting: By March 31, 2025 DPW shall issue a report to the Public Works Commission, updated quarterly, on all ongoing bond-funded capital facilities projects detailing material issues regarding construction quality for the period from the issuance of the certificate of occupancy until 2 years after the facility has been in use by the client department detailing the reasons for the problem(s) with the facility, estimate of the cost to repair or replace, timeline to repair or replace, and the impact on functionality of the facility until issues are repaired or replaced. Material issues regarding construction quality shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.5 | Within 1 week of the quarterly reports in Recommendations 2.1, 2.2, 2.3, and 2.4 all the information presented in those recommendations shall be published prominently on DPW’s website and available to the public. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.6 | Within 1 month of DPW submitting the reporting specified in Recommendations 2.1, 2.2, 2.3, and 2.4, the Public Works Commission shall hold a public hearing with the Department of Public Works to discuss the information in the reports. | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.7 | The Public Works Commission shall include in the forthcoming Annual Statement of Purpose between the Department of Public Works and the Public Works Commission that the Commission is tasked with assisting the Department with determining and implementing changes to the Department’s processes and procedures regarding capital facilities project design and construction to improve Department performance. | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.8 | By December 31, 2024, Department of Public Works shall update its website for completed capital facilities projects to include original budget information, original timeline information, and material changes to the project budget and timelines including explanations for the changes. Material changes shall be defined by the Public Works Commission. | Department of Public Works |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 2.9 | By December 31, 2024, the Public Works Commission shall physically visit and inspect the capital projects mentioned above, and the Jury further recommends that for future capital facilities projects, the Commission and a representative from CGOBOC should visit and inspect each new capital facilities project at the time when the project is deemed to be “substantially completed.” | Public Works Commission |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 3.1 | By March 31, 2025 the City Services Auditor shall audit a minimum of 5 completed or nearly-completed bond-funded capital facilities projects, excluding Fireboat Station 35, over the past 5 years and assess end-to-end performance on budget accuracy and management, timeline forecast accuracy, and quality of design and construction and shall report the findings of the audit and recommendations for improvement to the Board of Supervisors and the Mayor’s office. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 3.2 | By March 31, 2025, the Controller’s office shall analyze the use of the Capital Planning Fund to evaluate if additional funding is required such that all planned capital facilities projects over $10M will have sufficient available funds to cover a minimum of 50% of the planning costs for those projects. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 3.3 | By March 31, 2025, should the Controller determine that the current budgeted funding for the Capital Planning Fund is insufficient, the Controller shall make recommendations to the BoS and the Mayor on the appropriate amount the Fund should be and options for including that additional funding in the next budget. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 3.4 | By March 31, 2025, the Controller shall report to the Board of Supervisors and the Mayor detailing the financial impact of change orders to capital facility budgets that were caused by imprecise or incorrect pre-planning and design. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 3.5 | By March 31, 2025, the Controller shall report to the Board of Supervisors and the Mayor’s Office detailing the impact of change orders on timeliness of the bond-funded capital facilities projects design and construction that were caused by imprecise or incorrect pre-planning. | Controller |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 4 | The Mayor shall direct the Department of Public Works to create a report by December 31, 2024 for client departments detailing how the hourly rates are calculated including explanations regarding the allocation of DPW indirect costs and the allocation of central services of city government to explain in layman’s terms how DPW billing works, and how the number of projects impacts those rates. | Mayor |
| San Francisco | San Francisco-1-Building San Francisco | 4 | 21 | Rec | 4 | The Mayor shall direct the Department of Public Works to create a report by December 31, 2024 for client departments detailing how the hourly rates are calculated including explanations regarding the allocation of DPW indirect costs and the allocation of central services of city government to explain in layman’s terms how DPW billing works, and how the number of projects impacts those rates. | Department of Public Works |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 1 | Finding 1: No up-to-date, accurate list of active appointed bodies exists, which impedes government transparency | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 1 | Finding 1: No up-to-date, accurate list of active appointed bodies exists, which impedes government transparency | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 1 | Finding 1: No up-to-date, accurate list of active appointed bodies exists, which impedes government transparency | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 2 | Finding 2: It’s difficult to evaluate appointed bodies, because no authority systematically reviews their performance | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 2 | Finding 2: It’s difficult to evaluate appointed bodies, because no authority systematically reviews their performance | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 3 | Finding 3: The high number of advisory bodies creates unnecessary administrative burdens The sheer number of advisory bodies results in | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 3 | Finding 3: The high number of advisory bodies creates unnecessary administrative burdens The sheer number of advisory bodies results in | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 4 | Finding 4: Unfilled seats can result in canceled meetings, which imposes extra costs and delays decision-making | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 4 | Finding 4: Unfilled seats can result in canceled meetings, which imposes extra costs and delays decision-making | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 5 | Finding 5: Most appointed bodies have no sunset dates, which affects their relevance and accountability | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 5 | Finding 5: Most appointed bodies have no sunset dates, which affects their relevance and accountability | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 5 | Finding 5: Most appointed bodies have no sunset dates, which affects their relevance and accountability | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 6 | Finding 6: The descriptors for commissions are varied and confusing | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 6 | Finding 6: The descriptors for commissions are varied and confusing | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 7 | Finding 7: Annual reports vary in content and availability, which greatly undermines their value | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 7 | Finding 7: Annual reports vary in content and availability, which greatly undermines their value | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 8 | Finding 8: The appointment process lacks visibility into appointee political activities | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 8 | Finding 8: The appointment process lacks visibility into appointee political activities | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 9 | Finding 9: A lack of training and performance reviews hampers commissioner effectiveness | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Fin | 9 | Finding 9: A lack of training and performance reviews hampers commissioner effectiveness | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.1 | Recommendation 1.1 By October 1, 2024, the City Attorney’s Office shall prepare and publish and up-to-date, accurate list of active commissions and other appointed bodies each year. In preparing the list, the City Attorney’s Office should consult this report, including especially the list created by this Civil Grand Jury as shown in Appendix A: Active San Francisco Commissions and Boards, and the list of inactive bodies shown in Appendix C: Inactive Bodies. | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.2 | Recommendation 1.2 By December 17, 2024 if feasible, or by January 31, 2025 if not feasible, the Board of Supervisors shall pass an ordinance requiring the City Attorney’s Office by January 31 of each year to prepare and make available to the public an up-to-date, accurate list of active commissions and other appointed bodies, as described in Recommendation 1.1. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.2 | Recommendation 1.2 By December 17, 2024 if feasible, or by January 31, 2025 if not feasible, the Board of Supervisors shall pass an ordinance requiring the City Attorney’s Office by January 31 of each year to prepare and make available to the public an up-to-date, accurate list of active commissions and other appointed bodies, as described in Recommendation 1.1. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.3 | Recommendation 1.3 The report referenced in Recommendation 1.1 shall be posted not only on the City Attorney’s website, but also on a new Commissions Oversight Body (COB) website (see Recommendation 2.1) or on a city website that is used more frequently by the public to obtain information about city programs and services. Good examples include Los Angeles County 31 and San Diego County. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.3 | Recommendation 1.3 The report referenced in Recommendation 1.1 shall be posted not only on the City Attorney’s website, but also on a new Commissions Oversight Body (COB) website (see Recommendation 2.1) or on a city website that is used more frequently by the public to obtain information about city programs and services. Good examples include Los Angeles County 31 and San Diego County. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.3 | Recommendation 1.3 The report referenced in Recommendation 1.1 shall be posted not only on the City Attorney’s website, but also on a new Commissions Oversight Body (COB) website (see Recommendation 2.1) or on a city website that is used more frequently by the public to obtain information about city programs and services. Good examples include Los Angeles County 31 and San Diego County. | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 1.4 | Recommendation 1.4 In the event the ordinance referenced in Recommendation 1.2 is not enacted in time to take effect by January 31, 2025, the City Attorney shall prepare and make available to the public by January 31, 2025 an up-to-date, accurate list of appointed bodies. | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.1 | Recommendation 2.1 By May 1, 2025, the City shall enact an ordinance to create the Commissions Oversight Body (COB), or a body by another name as the Board of Supervisors deems appropriate. This ordinance shall set forth the membership requirements and the duties of the COB. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.1 | Recommendation 2.1 By May 1, 2025, the City shall enact an ordinance to create the Commissions Oversight Body (COB), or a body by another name as the Board of Supervisors deems appropriate. This ordinance shall set forth the membership requirements and the duties of the COB. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.2 | Recommendation 2.2 The ordinance described in Recommendation 2.1 shall set forth the membership requirements of the COB as follows: ● One representative from the Controller’s Office, who will chair the COB. The Controller’s Office shall provide the professional expertise and administrative assistance necessary to support the COB’s duties. ● One representative from the Mayor’s Office. ● One representative from the Office of the Clerk of the Board of Supervisors. ● Four residents of San Francisco who do not work in city government, who are not members of any commission or board, and whose professional experience or civic participation qualify them for this role. The Controller, Mayor, Board of Supervisors and City Attorney shall each appoint one of these residents, with no confirmation requirement. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.2 | Recommendation 2.2 The ordinance described in Recommendation 2.1 shall set forth the membership requirements of the COB as follows: ● One representative from the Controller’s Office, who will chair the COB. The Controller’s Office shall provide the professional expertise and administrative assistance necessary to support the COB’s duties. ● One representative from the Mayor’s Office. ● One representative from the Office of the Clerk of the Board of Supervisors. ● Four residents of San Francisco who do not work in city government, who are not members of any commission or board, and whose professional experience or civic participation qualify them for this role. The Controller, Mayor, Board of Supervisors and City Attorney shall each appoint one of these residents, with no confirmation requirement. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.3 | Recommendation 2.3 The ordinance described in Recommendation 2.1 shall require the COB, by June 30 each year, to i) evaluate all appointed bodies on the list that will be issued by the City Attorney per Recommendation 1.1, and ii) produce an annual report containing the COB’s evaluations and recommendations pertaining to all commissions (COB Annual Report) that shall be forwarded to the Board of Supervisors and the Mayor for further action. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.3 | Recommendation 2.3 The ordinance described in Recommendation 2.1 shall require the COB, by June 30 each year, to i) evaluate all appointed bodies on the list that will be issued by the City Attorney per Recommendation 1.1, and ii) produce an annual report containing the COB’s evaluations and recommendations pertaining to all commissions (COB Annual Report) that shall be forwarded to the Board of Supervisors and the Mayor for further action. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.4 | Recommendation 2.4 For each appointed body to be evaluated per Recommendation 2.3, the ordinance described in Recommendation 2.1 shall require the COB to collect and include the following information in the annual report: ● Statement of purpose ● Effective date ● Sunset date (if any) ● Body’s classification as decision-making or advisory, quasi-judicial, associated with state or federal law ● Legal authorization, whether by charter, ordinance, resolution, or by other means ● Appointing authority ● Summary of the body’s key actions and accomplishments ● Link to the body’s most recent annual report, if applicable ● Link to the body’s website ● Number of members ● Number of required meetings per year ● Number of actual meetings ● Number of canceled meetings ● The number of board or commission member self- and peer-reviews completed ● Number of vacancies ● Number of expired terms with holdover members | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.4 | Recommendation 2.4 For each appointed body to be evaluated per Recommendation 2.3, the ordinance described in Recommendation 2.1 shall require the COB to collect and include the following information in the annual report: ● Statement of purpose ● Effective date ● Sunset date (if any) ● Body’s classification as decision-making or advisory, quasi-judicial, associated with state or federal law ● Legal authorization, whether by charter, ordinance, resolution, or by other means ● Appointing authority ● Summary of the body’s key actions and accomplishments ● Link to the body’s most recent annual report, if applicable ● Link to the body’s website ● Number of members ● Number of required meetings per year ● Number of actual meetings ● Number of canceled meetings ● The number of board or commission member self- and peer-reviews completed ● Number of vacancies ● Number of expired terms with holdover members | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.5 | Recommendation 2.5 For each appointed body to be evaluated per Recommendation 2.3 and 2.4, the ordinance that is described in Recommendation 2.1 shall require the COB to recommend changes (if any) regarding the appointed body, to the Board of Supervisors and the Mayor, and to other entities as necessary to implement these recommendations. These recommendations can include, but are not limited to, a recommendation to remove members of a body, abolish the body, or retain the body with changes to its composition, duties, authority, meeting requirements, and sunset date. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.5 | Recommendation 2.5 For each appointed body to be evaluated per Recommendation 2.3 and 2.4, the ordinance that is described in Recommendation 2.1 shall require the COB to recommend changes (if any) regarding the appointed body, to the Board of Supervisors and the Mayor, and to other entities as necessary to implement these recommendations. These recommendations can include, but are not limited to, a recommendation to remove members of a body, abolish the body, or retain the body with changes to its composition, duties, authority, meeting requirements, and sunset date. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.6 | Recommendation 2.6 The ordinance described in Recommendation 2.1 shall require the COB to evaluate advisory bodies annually, and to evaluate all other bodies every three years, with the option to do so on a rotating basis (evaluating about one-third of such bodies in year 1, one-third in year 2, and one-third in year 3). | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.6 | Recommendation 2.6 The ordinance described in Recommendation 2.1 shall require the COB to evaluate advisory bodies annually, and to evaluate all other bodies every three years, with the option to do so on a rotating basis (evaluating about one-third of such bodies in year 1, one-third in year 2, and one-third in year 3). | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.7 | Recommendation 2.7 The Mayor’s Office shall include funding in the fiscal 2025 budget for additional staff or other resources, as needed, for the Controller’s Office to perform the duties required by the COB as described in Recommendation 2.2. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 2.7 | Recommendation 2.7 The Mayor’s Office shall include funding in the fiscal 2025 budget for additional staff or other resources, as needed, for the Controller’s Office to perform the duties required by the COB as described in Recommendation 2.2. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 3.1 | Recommendation 3.1 The ordinance described in Recommendation 2.1 shall require that for each appointed body, the COB recommend retaining, abolishing, or merging with another appointed body, as part of the evaluation process described in Recommendations 2.3, 2.4, and 2.5. To aid in making its initial recommendations, the COB shall review Appendix B: Abolish or Retain. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 3.1 | Recommendation 3.1 The ordinance described in Recommendation 2.1 shall require that for each appointed body, the COB recommend retaining, abolishing, or merging with another appointed body, as part of the evaluation process described in Recommendations 2.3, 2.4, and 2.5. To aid in making its initial recommendations, the COB shall review Appendix B: Abolish or Retain. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.1 | Recommendation 4.1 The City shall enact an ordinance limiting the membership of new decision-making bodies to 7 members or fewer and limiting the membership of new advisory boards to 11 members or fewer | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.1 | Recommendation 4.1 The City shall enact an ordinance limiting the membership of new decision-making bodies to 7 members or fewer and limiting the membership of new advisory boards to 11 members or fewer | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.2 | Recommendation 4.2 The ordinance described in Recommendation 2.1 shall require the COB to recommend reducing the size of all existing commissions and boards according to Recommendation 4.1. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.2 | Recommendation 4.2 The ordinance described in Recommendation 2.1 shall require the COB to recommend reducing the size of all existing commissions and boards according to Recommendation 4.1. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.3 | Recommendation 4.3 The ordinance described in Recommendation 2.1 shall require the COB to develop guidelines for simplifying and streamlining the criteria for who can serve on commissions and boards. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 4.3 | Recommendation 4.3 The ordinance described in Recommendation 2.1 shall require the COB to develop guidelines for simplifying and streamlining the criteria for who can serve on commissions and boards. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 5.1 | Recommendation 5.1 By May 1, 2025, the City shall enact an ordinance or propose a ballot measure to codify a sunset date that does not exceed three years for all advisory bodies for which it has the authority to pass such an ordinance or propose such a ballot measure. If passed, this law shall apply immediately to advisory bodies that currently have no sunset date. For advisory bodies with a sunset date, this law shall apply if or when the body is reauthorized. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 5.1 | Recommendation 5.1 By May 1, 2025, the City shall enact an ordinance or propose a ballot measure to codify a sunset date that does not exceed three years for all advisory bodies for which it has the authority to pass such an ordinance or propose such a ballot measure. If passed, this law shall apply immediately to advisory bodies that currently have no sunset date. For advisory bodies with a sunset date, this law shall apply if or when the body is reauthorized. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 5.2 | Recommendation 5.2 The Clerk of the Board shall notify the City Attorney six months before a body is scheduled to sunset so that the City Attorney can remove the body from the code if it is sunsetted. | Board of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 5.2 | Recommendation 5.2 The Clerk of the Board shall notify the City Attorney six months before a body is scheduled to sunset so that the City Attorney can remove the body from the code if it is sunsetted. | City Attorney |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 6.1 | Recommendation 6.1 By May 1, 2025, the City shall enact an ordinance or policy to standardize the names of future commissions and other appointed bodies. The Jury recommends the following naming conventions and recommends that the Board of Supervisors present the text of the ordinance or policy to the COB for approval: ● Commission or Board for a decision-making body, for example, Film Commission or Assessment Appeals Board. ● Advisory Committee or Task Force for an advisory body. For example, Advisory Committee for bodies with a broad scope that have a longer duration (Bicycle Advisory Committee) and Task Force for bodies with a narrow scope and shorter duration (Permit Prioritization Task Force). | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 6.1 | Recommendation 6.1 By May 1, 2025, the City shall enact an ordinance or policy to standardize the names of future commissions and other appointed bodies. The Jury recommends the following naming conventions and recommends that the Board of Supervisors present the text of the ordinance or policy to the COB for approval: ● Commission or Board for a decision-making body, for example, Film Commission or Assessment Appeals Board. ● Advisory Committee or Task Force for an advisory body. For example, Advisory Committee for bodies with a broad scope that have a longer duration (Bicycle Advisory Committee) and Task Force for bodies with a narrow scope and shorter duration (Permit Prioritization Task Force). | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 7.1 | Recommendation 7.1 By May 1, 2025, the Board of Supervisors shall amend as follows Administrative Code Section 1.56 requiring appointed bodies to submit annual reports: (a) Annual reports shall be submitted to the COB for its review by March 31 of the following year. (b) Annual reports shall include the information specified in Appendix D: Annual Report Requirements. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 7.1 | Recommendation 7.1 By May 1, 2025, the Board of Supervisors shall amend as follows Administrative Code Section 1.56 requiring appointed bodies to submit annual reports: (a) Annual reports shall be submitted to the COB for its review by March 31 of the following year. (b) Annual reports shall include the information specified in Appendix D: Annual Report Requirements. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 7.2 | Recommendation 7.2 If the COB is not enacted, the Board of Supervisors shall amend Administrative Code Section 1.56 requiring appointed bodies to submit annual reports as follows: (a) Annual reports shall be submitted to the COB for its review by March 31 of the following year. (b) Annual reports shall include the information specified in Appendix D: Annual Report Requirements. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 7.2 | Recommendation 7.2 If the COB is not enacted, the Board of Supervisors shall amend Administrative Code Section 1.56 requiring appointed bodies to submit annual reports as follows: (a) Annual reports shall be submitted to the COB for its review by March 31 of the following year. (b) Annual reports shall include the information specified in Appendix D: Annual Report Requirements. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 8.1 | Recommendation 8.1 By May 1, 2025 the City shall enact an ordinance requiring appointee Notice of Appointment statements for an appointed body to include the following information: ● Previous service as a member of a commission or board; ● Political activity, including service as an officer, employee, consultant, or volunteer for a political party or campaign committee; ● Lobbying activity, including contacting any legislative member, legislative staff, or government employee to influence the support or opposition to specific legislation; ● Local political campaign contributions in excess of $500 per campaign; ● Relevant work or life experience that qualifies the appointee for the commission and reasons for wanting to serve. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 8.1 | Recommendation 8.1 By May 1, 2025 the City shall enact an ordinance requiring appointee Notice of Appointment statements for an appointed body to include the following information: ● Previous service as a member of a commission or board; ● Political activity, including service as an officer, employee, consultant, or volunteer for a political party or campaign committee; ● Lobbying activity, including contacting any legislative member, legislative staff, or government employee to influence the support or opposition to specific legislation; ● Local political campaign contributions in excess of $500 per campaign; ● Relevant work or life experience that qualifies the appointee for the commission and reasons for wanting to serve. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.1 | Recommendation 9.1 By May 1, 2025 the City shall enact an ordinance requiring that within three months of an individual’s initial appointment to a commission or board (including advisory bodies), the individual must undergo training to serve with excellence in the role. This training would be in addition to any other training required by law. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.1 | Recommendation 9.1 By May 1, 2025 the City shall enact an ordinance requiring that within three months of an individual’s initial appointment to a commission or board (including advisory bodies), the individual must undergo training to serve with excellence in the role. This training would be in addition to any other training required by law. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.2 | Recommendation 9.2 The Jury recommends that the training required by the ordinance described in Recommendation 9.1 be no less than two hours and no more than four hours in length. The ordinance shall designate one or more city departments as responsible for developing and administering the training program. The ordinance could but need not specify components of the training program. In addition to its being required for new commissioners, the program would be available on an optional basis to all commissioners. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.2 | Recommendation 9.2 The Jury recommends that the training required by the ordinance described in Recommendation 9.1 be no less than two hours and no more than four hours in length. The ordinance shall designate one or more city departments as responsible for developing and administering the training program. The ordinance could but need not specify components of the training program. In addition to its being required for new commissioners, the program would be available on an optional basis to all commissioners. | Boards of Supervisors |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.3 | Recommendation 9.3 By May 1, 2025 the city shall enact an ordinance requiring that commissioners (including advisory body members) participate in an annual performance review program that includes self- and peer-reviews. This ordinance shall designate one or more city departments as responsible for this performance review program. | Mayor |
| San Francisco | San Francisco-3-Commission Impossible | 9 | 24 | Rec | 9.3 | Recommendation 9.3 By May 1, 2025 the city shall enact an ordinance requiring that commissioners (including advisory body members) participate in an annual performance review program that includes self- and peer-reviews. This ordinance shall designate one or more city departments as responsible for this performance review program. | Boards of Supervisors |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Fin | 2 | The role and responsibilities of the City Administrator need to be more clearly defined | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Fin | 3 | City legislation is not formally assessed for its costs and benets, which can result in inecient or unwarranted spending of city funds. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Fin | 4 | Departmental objectives and funding incentivize siloing, which impedes the effective delivery of city services. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Fin | 5 | Incomplete and inconsistent organization charts do not adequately portray the structure of San Francisco city government. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 1 | The Oce of the Mayor shall establish a task force to examine how to improve budget oversight and manage the executive branch more effectively by December 31, 2024 | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 10 | By December 31, 2024, the Controller, in consultation with the Mayor and the City Administrator, shall provide a comprehensive and up-to-date city organization chart for inclusion in the Annual Comprehensive Financial Report that presents and shows the relationship between Charter commissions, key governing boards, city departments, and operating entities. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 11 | The Controller shall assure that the up-to-date version of the organization chart is included in the Annual Comprehensive Financial Report (beginning 2025) | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 12 | The Controller shall assure that city publications periodically update the organization chart to reect the city’s operations | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 13 | Recommendation 5.4 The Jury recommends that the Department of Technology x the website link to the ocial organization chart at https://sfgov.org/org-chart within 90 days of the release of this report. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 2 | The task force referenced in R 1.1 shall consist of individuals well qualied in budget processes and shall include present and/or former controllers, budget directors, BOS presidents and a BOS budget committee chairperson. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 3 | The ndings of the task force shall result in the publication of a public report for the Mayor and the Board of Supervisors, to be completed by December 31, 2025 | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 4 | By March 31, 2026, the Board of Supervisors shall review the ndings presented in the report cited in R:1.3 and, if needed, propose amendments to the City Charter that support the ndings of the report. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 5 | By June 30, 2025, the Board of Supervisors shall introduce an ordinance that claries the description of the City Administrator’s role, along with reporting relationships between the Mayor, the Board of Supervisors, and other city entities with consideration for budget oversight responsibilities. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 6 | By December 17, 2024, the Mayor, in consultation with the Controller and the City Administrator, shall introduce an ordinance requiring a disclosure of expected costs and benets associated with all legislative proposals that exceeds a minimum cost threshold. This disclosure shall take place prior to seeking rst passage by the Board of Supervisors. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 7 | The ordinance specied in R:3.1 shall delegate to the Controller responsibility for overseeing and managing the cost/benet analysis process. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 8 | By December 31, 2024, the Controller, in their role as City Services Auditor, shall request information from the top ten funded city departments (as presented in Figure 1) to determine 1) how their operating structures and funding requirements constrain the city in its delivery of programs, activities, and services and 2) approaches for better coordination among other components of city government. The assessment shall address with specicity opportunities for 1) organizational reform, 2) cooperative funding models and 3) information sharing approaches that will incentivize these departments to work more collaboratively and effectively with each other and with other parts of city government. This process shall result in the publication of a public report for the Mayor and the Board of Supervisors, to be completed by June 30, 2025. | . |
| San Francisco | San Francisco-4-Lifting the Fog | 5 | 13 | Rec | 9 | Based on the ndings presented in the assessment report cited in R:4.1, by December 31, 2025, the Mayor and the Board of Supervisors shall introduce legislation to optimize the city’s governance structure that increases interdepartmental coordination and improves the delivery of city services. | . |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Fin | 1 | The Jury finds: Because the city fails to coordinate its actions among affected departments to stop the usage of illegal fireworks, and lacks a comprehensive and aggressive strategy for combating them, the residents, pets, wildlife and environment of San Francisco are harmed and often endangered. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Fin | 2 | The Jury finds: The conflicting public messaging on the reporting of illegal fireworks activity needs to be addressed so the public has clear and consistent instructions on how to report illegal fireworks activity. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Fin | 3 | The Jury finds: Due to the lack of a coordinated effort and strategy for public education and engagement of the neighborhood communities about the scope and breadth of fireworks hazards, illegal firework usage continues to cause harm to people, pets, wildlife and the environment. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Fin | 4 | The Jury finds: The city’s failure to control the deployment of illegal fireworks and the public’s presence at known hotspots where illegal fireworks activity regularly occurs results in dangerous situations which have the potential for injury and fire. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Fin | 5 | The Jury finds: The city’s failure to identify, gather and monitor official metrics on the occurrence of illegal fireworks blocks understanding of the nature and importance of the issue to the city’s residents, pets, and the environment. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Rec | 1 | By October 1, 2024, the Mayor’s Office shall create an Illegal Fireworks Working Group. The Working Group shall include representatives from the SF Fire Department (SFFD), the SF Police Department (SFPD), the Division of Emergency Communication in the Department of Emergency Management (DEM), the Performance Program Team in the Controller’s Office, and the 311 Customer Service Center (311) in the City Administrator’s Office. In addition, representatives from other departments impacted by illegal fireworks such as, but not limited to, the Department of Public Works, Department of Public Health, Recreation and Park Department, Department of Animal Care and Control, Environment Department and the District Attorney, may be invited to join as well. The Working Group shall be chaired and led by the representative from DEM. Uncontrolled Burn: Dimming the Spark of Illegal Fireworks in San Francisco 41 The Working Group shall publish a report on illegal fireworks to the Mayor’s Office and the heads of the principally impacted departments including SFPD, SFFD, DEM, the City Administrator’s Office (311) and the Controller’s Office (Performance Program team) no later than two months after each July 4th which contains data from the identified metrics, reports on educational efforts and community engagements, identifies any improvements made by departments, and makes recommendations for improving the city’s efforts to address the illegal fireworks problem. The Working Group shall hold a public meeting on the report on illegal fireworks no earlier than 10 days and no later than 30 days after the report is published. This meeting shall discuss the results of the report and gather input from the public. Commencing in 2025, the Working Group shall meet at least three times per calendar year, preferably two to three months prior to the major holidays of 4th of July and New Year’s day plus a meeting to plan and prepare its annual report. The Working Group shall aid in the coordination and implementation of any recommendations and training that arise from CA Assembly Bill 1403. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Rec | 2 | The Working Group, or if the CIty fails to implement such Group then another separate collaboration between the DEM, 311, Fire, and Police departments, shall develop and aid in the implementation of public messaging that provides robust, consistent and clear instructions to the public on the preferred way to contact the city about reporting of illegal fireworks the issues and the information to be provided when making reports. Such public messaging shall be designed and published by March 31, 2025. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Rec | 3 | The Working Group, or if the CIty fails to implement such Group then another separate collaboration between at least the DEM, Fire, and Police departments, shall develop and facilitate the publication and distribution of educational materials on the dangers to self, harms to others and the environment, and the laws and penalties associated with illegal fireworks. Such information shall be designed and published by May 1, 2025. The Working Group, or if the CIty fails to implement such Group then another separate collaboration between at least the DEM, Fire, and Police departments, shall identify and implement public engagement opportunities with community leaders to enlist their aid in educating their fellow residents about the illegal fireworks issue and encouraging them to “say something when they see something”. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Rec | 4 | The Working Group or if the CIty fails to implement such Group then another separate collaboration between at least the DEM, Fire, and Police departments, shall identify and implement strategies to prevent large gatherings at known hotspots where illegal fireworks are deployed around known problematic holidays and events. Information concerning what strategies have been employed shall be included in the Working Group’s annual report. The Working Group, or if the cIty fails to implement such Group then another separate collaboration between at least the DEM, Fire, and Police departments, shall research and monitor solutions implemented by other municipalities and analyze past efforts within the city, such as Operation Kaboom. The Working Group, or if the cIty fails to implement such Group then another separate collaboration between at least the DEM, Fire, and Police departments, shall publish recommendations in its Annual Report based on its research of other municipalities to determine what approaches would likely be effective to reduce illegal fireworks usage in the city’s hotspots as well as the neighborhoods. | Mayor |
| San Francisco | San Francisco-5-Uncontrolled Burn | 5 | 5 | Rec | 5 | By December 1, 2024, the Controller’s Office shall instruct its Performance Program Team to identify meaningful illegal fireworks data and require impacted departments in public health and public safety to collect it. “Meaningful data” would include such items as the number and types of injuries caused by fireworks, the number of calls for fires started by fireworks, the number of fires started by fireworks, the number of calls for firework specific noise complaints, the number of calls for police to stop active deployments of fireworks, the number of citations issued, the number of fines issued, the number of arrests made, the number of prosecutions and convictions, the number of community meetings held on the topic, the number of educational talks given on the topic, the amount (in pounds) of illegal fireworks confiscated, the amount (in dollars) in fines collected, and the amount (in dollars) of property damage caused by illegal fireworks, and the amount (in dollars) of content loss caused by illegal fireworks. The Performance Program Team shall collaborate with the relevant departments to identify and collect those metrics which matter most to the public and which can reasonably be collected. The Performance Program team shall include those metrics which provide citizens and policymakers with information relevant to illegal fireworks in their Annual Performance Report. | Mayor |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.1 | City government is hampered by a threatening work environment created by the continued harassment and bullying by this SMP. Their actions have affected every level of City government. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.2 | Members of the Stockton City Council have enabled this SMP to continue a campaign of harassment through their continued association with and appointment of their associates to City Boards and Commissions | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.3 | City employees have lost confidence in the City Council’s ability to ensure a non-toxic and non-threatening working environment. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.4 | The practice of agendizing the performance review of chartered officers at every Closed Session Council meeting creates a perception of unstable government in the eyes of City employees and the public. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.5 | The City does not provide citizens electronic access to all Form 700 filings. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 1.6 | There are employees of the Mayor’s Office that are not bound by the same employment standards as City Staff. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.1 | There have been multiple and continued Brown Act violations regarding the release of confidential discussions that occurred during Council Closed Sessions. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.2 | Violation of Closed Session confidentiality leaves the Council unable to carry out their responsibilities in the best interests of the public because they are not able to have free and open discussions due to the atmosphere of distrust. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.3 | The City Council lacks rules preventing the use of any electronic communication devices during Closed Sessions. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.4 | There is a lack of transparency concerning Brown Act violation investigation findings that have been funded by citizen tax dollars. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.5 | The use of official City stationery by an individual council member misleads the public to believe the content reflects an official City position. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.6 | The Council has received training regarding the Brown Act, but it is clear that some members have open disregard for that training. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 2.7 | The Brown Act includes provisions to assess penalties for violations by the City Council. The public has received no information that any penalties have been assessed. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Fin | 3.1 | The confidentiality of the City’s Ethics Hotline process has been compromised after the complaints are referred to City staff. | City of Stockton |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.1 | By September 1, 2024, the City Council should stop enabling the SMP from interfering with effective city government through their continued association and/or support of individuals associated with the SMP. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.2 | By March 31, 2025, the City Council should adopt rules for handling unlawful threatening Communications received by City officials and employees. Unlawful threats, not covered under the First Amendment, should be referred to the District Attorney’s office. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.3 | By March 31, 2025, the City should adopt an ordinance similar to the City of San Franciso Campaign and Governmental Conduct Code Section 1500 et seq., to strengthen election transparency. That ordinance requires political consultants and candidates to file reports directly to the City in all municipal elections listing business relationships, financial investments, and who they pay for political help or receive in-kind support from, as well as indicating whom they provide support to in elections. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.4 | By March 31, 2025, the City should stop the practice of agendizing Chartered Officers performance reviews on an ongoing basis but set them annually or for specific situations which require notice by law. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.5 | By March 31, 2025, the City should amend its policies and procedures to make all Form 700 filings available to the public online. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 1.6 | By March 31, 2025, the City shall enact a policy that all employees of the Mayor’s office be under the same mandated employment rules and laws as the rest of the City staff. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 2.1 | By March 31, 2025, the City should amend its Closed Session policies and procedures to minimize the risk of revealing confidential information. There should be a requirement that no phone, electronic communication or recording devices be allowed in the room when it is a Closed Session. Additionally, each attendee should sign a pledge of secrecy on entering each meeting as an immediate and continual reminder that the rules of the Brown Act apply. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 2.2 | By March 31, 2025, the City shall develop a City Ordinance regarding Brown Act violators that includes an impartial process for determining whether the Brown Act confidentiality requirement related to Closed Session has been violated and appropriate sanctions for the violator, including but not limited to, mandatory public censure and removal from committees and commissions. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 2.3 | By March 31, 2025, the City shall enact a policy that all findings of Brown Act violations investigations must be released to the Civil Grand Jury within seven days of receipt by the Council. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 2.4 | By March 31, 2025, the City should amend their policies and procedures regarding the use of City Stationary. For example, the City of Lodi ordinance states: Section 7.4 Use of City Letterhead or City Seal All Council Member correspondence written on City resources, i.e. letterhead, staff support, postage, etc., will reflect a majority position of the Council, not individual Council Members’ positions. All Council Member correspondence using City resources shall be copied to the full Council. | Stockton City Council |
| San Joaquin | San Joaquin-1-City of Stockton Crisis in Government | 14 | 11 | Rec | 3.1 | By March 31, 2025, the City shall hire an independent third party to investigate the City’s Ethics Hotline process to regain employee and public trust in the system. | City of Stockton |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.1 | There have been multiple and continued Brown Act violations regarding the release of confidential discussions that occurred during Council Closed Sessions | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.2 | Violation of Closed Session confidentiality leaves the Council unable to carry out their responsibilities in the best interests of the public because they are not able to have free and open discussions due to the atmosphere of distrust. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.3 | The City Council lacks rules preventing the use of any electronic communication devices during Closed Sessions | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.4 | There is a lack of transparency concerning Brown Act violation investigation findings that have been funded by citizen tax dollars. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.5 | The use of official City stationery by an individual council member misleads the public to believe the content reflects an official City position. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.6 | The Council has received training regarding the Brown Act, but it is clear that some members have open disregard for that training. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F2.7 | The Brown Act includes provisions to assess penalties for violations by the City Council. The public has received no information that any penalties have been assessed. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Fin | F3.1 | The confidentiality of the City’s Ethics Hotline process has been compromised after the complaints are referred to City staff. | City of Stockton |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Rec | F3.1 | By March 31, 2025, the City shall hire an independent third party to investigate the City’s Ethics Hotline process to regain employee and public trust in the system. | City of Stockton |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Rec | R2.1 | By March 31, 2025, the City should amend its Closed Session policies and procedures to minimize the risk of revealing confidential information. There should be a requirement that no phone, electronic communication or recording devices be allowed in the room when it is a Closed Session. Additionally, each attendee should sign a pledge of secrecy on entering each meeting as an immediate and continual reminder that the rules of the Brown Act apply. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Rec | R2.2 | By March 31, 2025, the City shall develop a City Ordinance regarding Brown Act violators that includes an impartial process for determining whether the Brown Act confidentiality requirement related to Closed Session has been violated and appropriate sanctions for the violator, including but not limited to, mandatory public censure and removal from committees and commissions. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Rec | R2.3 | By March 31, 2025, the City shall enact a policy that all findings of Brown Act violations investigations must be released to the Civil Grand Jury within seven days of receipt by the Council. | Stockton City Council |
| San Joaquin | San Joaquin-2-City of Tracy: Public Trust Still Not Restored | 8 | 5 | Rec | R2.4 | By March 31, 2025, the City should amend their policies and procedures regarding the use of City Stationary. | Stockton City Council |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Belmont-Redwood Shores SD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Brisbane School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | City of Burlingame |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | City of East Palo Alto |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | City of Half Moon Bay |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | City of Menlo Park |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | City of Redwood City |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Coastside Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Colma Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Jefferson Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | La Honda-Pescadero USD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Menlo Park Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Mid-Peninsula Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | North Coast County Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Pacifica School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Portola Valley School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Ravenswood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Redwood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 1 | When an entity does not have a process to identify organizational risks, and the entity does not demonstrate how its internal controls address identified risks, the likelihood of a failure in internal controls that results in fraud or waste increases. | Woodside School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | Sequoia Healthcare District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | Silicon Valley Clean Water |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | South Bayside Waste Management Authority |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | Town of Atherton |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 2 | When an entity does not periodically assess its internal controls and the entity cannot demonstrate that it is monitoring its internal controls, the likelihood of a failure in internal controls that results in fraud or waste increases | Woodside School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Belmont-Redwood Shores SD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Brisbane School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | City of Burlingame |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | City of Half Moon Bay |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | City of Menlo Park |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | City of Redwood City |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Coastside Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Colma Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Jefferson Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | La Honda-Pescadero USD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Menlo Park City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Menlo Park Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Mid-Peninsula Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | North Coast County Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Pacifica School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Portola Valley School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Ravenswood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Redwood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Silicon Valley Clean Water |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | South Bayside Waste Management Authority |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Town of Atherton |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Fin | 3 | When management does not report the results of its assessments of internal controls to its governing board and the entity has not communicated externally, the likelihood that others see this as an opportunity to commit fraud or waste increases. | Woodside School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Belmont-Redwood Shores SD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Brisbane School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | City of Burlingame |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | City of East Palo Alto |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | City of Half Moon Bay |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | City of Menlo Park |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | City of Redwood City |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Coastside Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Colma Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Jefferson Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | La Honda-Pescadero USD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Menlo Park Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | North Coast County Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Pacifica School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Portola Valley School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Ravenswood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Redwood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | South Bayside Waste Management Authority |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 1 | Beginning by no later than December 31, 2024 and at least annually thereafter, each entity will document its organizational risks and address those risks in its annual Assessment of Internal Controls. | Woodside School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Belmont-Redwood Shores SD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Brisbane School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | City of Burlingame |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | City of East Palo Alto |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | City of Half Moon Bay |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | City of Menlo Park |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | City of Redwood City |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Coastside Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Colma Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Jefferson Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | La Honda-Pescadero USD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Menlo Park City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Menlo Park Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Mid-Peninsula Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | North Coast County Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Pacifica School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Portola Valley School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Ravenswood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Redwood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Sequoia Healthcare District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Silicon Valley Clean Water |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | South Bayside Waste Management Authority |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Town of Atherton |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 2 | Beginning by no later than March 31, 2025 and at least annually thereafter, each governing board will require its management to complete its annual assessments of internal controls. | Woodside School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Belmont-Redwood Shores SD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Brisbane School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | City of Burlingame |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | City of Half Moon Bay |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | City of Menlo Park |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | City of Redwood City |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Coastside Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Colma Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Jefferson Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | La Honda-Pescadero USD |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Menlo Park City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Menlo Park Fire Protection District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Mid-Peninsula Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | North Coast County Water District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Pacifica School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Portola Valley School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Ravenswood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Redwood City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | San Mateo County Libraries |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | San Mateo Foster City School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | San Mateo Union High School District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Silicon Valley Clean Water |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | South Bayside Waste Management Authority |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Town of Atherton |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | West Bay Sanitary District |
| San Mateo | San Mateo-1-Assessing and Reporting Internal Controls in San Mateo County Agencies and School Districts | 3 | 3 | Rec | 3 | Beginning by no later than June 30, 2025 and annually thereafter, each governing board will require management to report the results of its annual assessment of the entity’s internal controls. | Woodside School District |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 1 | High green cart enrollment costs and insufficient bin space are the dominant contributors to low participation rates among multi-family dwellings and businesses | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 2 | Green bin contamination among compliant multi-family dwellings and businesses prevents them from diverting more organic waste | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 3 | City, County, and RethinkWaste compliance outreach efforts for multi-family dwellings and businesses could improve because a significant portion of these properties remain non-compliant | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 4 | Multi-family dwellings and businesses produce a significant amount of the County’s organic waste | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 5 | Citizens cannot conveniently access reliable diversion and participation rates because JPAs and cities do not make the information available on their government websites | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 6 | Assessing progress on organic waste diversion in Atherton, Brisbane, Millbrae, Pacifica, San Bruno, South San Francisco, and Woodside is difficult because they and their haulers do not separate waste tons by property type on their annual or quarterly reports | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 7 | An alternate and reliable method to separating waste tons by property type would be analyzing contamination statistics from route audits and waste evaluations | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 8 | Brisbane, South San Francisco, and Millbrae cannot properly track their waste trends since their hauler and contractor have contradictory diversion rate formulas and tonnage measurements | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 8 | Brisbane, South San Francisco, and Millbrae cannot properly track their waste trends since their hauler and contractor have contradictory diversion rate formulas and tonnage measurements | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Fin | 8 | Brisbane, South San Francisco, and Millbrae cannot properly track their waste trends since their hauler and contractor have contradictory diversion rate formulas and tonnage measurements | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 1 | Beginning March 1, 2025, cities, the County, and RethinkWaste should host regular in-person green cart enrollment summits fornon-compliant businesses and multi-family dwellings, and identify other new compliance strategies | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 2 | Beginning January 1, 2025, Brisbane, South San Francisco, and Millbrae should investigate their Electronic Annual Report contractor’s diversion rate conversion formulas and their hauler’s waste scales | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 2 | Beginning January 1, 2025, Brisbane, South San Francisco, and Millbrae should investigate their Electronic Annual Report contractor’s diversion rate conversion formulas and their hauler’s waste scales | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 2 | Beginning January 1, 2025, Brisbane, South San Francisco, and Millbrae should investigate their Electronic Annual Report contractor’s diversion rate conversion formulas and their hauler’s waste scales | City of South Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 3 | By July 1, 2025, Brisbane, South San Francisco, and Millbrae should begin using the simpler diversion rate calculation the report mentioned or develop a contingency plan if their hauler’s scales are inaccurat | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 3 | By July 1, 2025, Brisbane, South San Francisco, and Millbrae should begin using the simpler diversion rate calculation the report mentioned or develop a contingency plan if their hauler’s scales are inaccurat | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 3 | By July 1, 2025, Brisbane, South San Francisco, and Millbrae should begin using the simpler diversion rate calculation the report mentioned or develop a contingency plan if their hauler’s scales are inaccurat | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 4 | BeginningNovember30, 2024, cities should publish quarterly or annual waste reports with diversion and participation rates on their government websites | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 5 | Beginning December 31, 2024,cities should separate waste tons and diversion rates into the three (or two) property types (business, residential, multi-family) in their annual or quarterly reports | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 6 | Starting April 1, 2025,cities that cannot separate waste tons and diversion rates by property type should conduct waste evaluations on highly contaminated routes more often | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | Town of Atherton |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | City of South San Francisco |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 7 | Starting May 1, 2025, cities that cannot separate waste tons and diversion rates by property type should analyze problematic routes’ past and present contamination trends to track their progress | Town of Woodside |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of Brisbane |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of Daly City |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of Half Moon Bay |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of Millbrae |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of Pacifica |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | RethinkWaste JPA |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of San Bruno |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | San Mateo County |
| San Mateo | San Mateo-5-The State of Compost Compliance in San Mateo County | 8 | 8 | Rec | 8 | By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures | City of South San Francisco |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 1 | Wellpath/Sheriff staffing shortfalls at the Santa Barbara County jails occurred frequently, which could lead to delayed healthcare provision to the inmates. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 1 | Wellpath/Sheriff staffing shortfalls at the Santa Barbara County jails occurred frequently, which could lead to delayed healthcare provision to the inmates. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 2 | A lack of accounting within the Sheriff’s Office did not acknowledge Wellpath staffing shortfalls which exceeded the agreed upon 2% vacancy level for which credits should have been applied. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 2 | A lack of accounting within the Sheriff’s Office did not acknowledge Wellpath staffing shortfalls which exceeded the agreed upon 2% vacancy level for which credits should have been applied. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 3 | There is an absence of Wellpath 24/7 mental health providers at both County Jail sites. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 3 | There is an absence of Wellpath 24/7 mental health providers at both County Jail sites. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Fin | 4 | The annual Wellpath report to the Board of Supervisors has routinely been delayed. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1a | The Sheriff’s Office shall include more healthcare positions in the upcoming 2024 contract. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1a | The Sheriff’s Office shall include more healthcare positions in the upcoming 2024 contract. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1b | The Sheriff’s Office shall institute higher initial compensation to better assist recruitment of qualified healthcare staff in the upcoming 2024 contract. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1b | The Sheriff’s Office shall institute higher initial compensation to better assist recruitment of qualified healthcare staff in the upcoming 2024 contract. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1c | The Sheriff’s Office shall negotiate for competitive incentive programs in the upcoming 2024 healthcare contract. These would include signing bonuses, retention bonuses, enhanced benefit packages, transportation allowances, or other housing assistance packages commensurate with the high housing costs in Santa Barbara County. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 1c | The Sheriff’s Office shall negotiate for competitive incentive programs in the upcoming 2024 healthcare contract. These would include signing bonuses, retention bonuses, enhanced benefit packages, transportation allowances, or other housing assistance packages commensurate with the high housing costs in Santa Barbara County. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 2a | For the balance of 2024, prior to end-of-month invoice submission from Wellpath, financially knowledgeable Sheriff custody staff shall work with the Wellpath Health Administrator to examine, concur, and record any staff vacancies that exceed the 2% limit. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 2b | This agreed upon vacancy credit shall be clearly delineated in Wellpath’s end-of-month billing invoice. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 2c | The bookkeeping/accounting department in the Sheriff’s Office shall provide accurate oversight to ensure proper entries of credits coupled with transparent deductions in payments. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 2d | The Board of Supervisors shall require Public Health Department resources to carefully oversee and regularly report on performance measures and Contractual Agreement adherence. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 2d | The Board of Supervisors shall require Public Health Department resources to carefully oversee and regularly report on performance measures and Contractual Agreement adherence. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 3a | The Sheriff’s Office shall instruct Wellpath to expand in-depth training for nursing staff to better recognize and address both potential and existing mental health issues and crises to be initiated by the end of December 2024. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 3b | The Sheriff’s Office shall expand in-depth training of all custody deputies to better identify potential and existing mental health issues and crises to be initiated by the end of December 2024. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 3c | The Board of Supervisors shall ensure the presence of a Behavioral Wellness crisis team adjacent to the jail facility ensuring the presence of trained crisis response team members in the nighttime hours (11 p.m. – 7 a.m.) to be initiated by the end of December 2024. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 3d | The Sheriff’s Office shall instruct Wellpath to conduct a thorough assessment of the accessibility and benefits of telepsychiatry, focusing on optimization of this service in the nighttime hours (11 p.m. – 7 a.m.) to be initiated by the end of December 2024. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 4a | The Board of Supervisors shall immediately insist on the timely generation and submission of annual reports. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-11-Wellpath Contract Services Provided to Santa Barbara County and the Sheriff’s Office | 4 | 13 | Rec | 4b | The Jury recommends that the Board of Supervisors impose penalties in payments when annual reporting extends beyond the 60-day end of the contract year. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 1 | Being placed in a prone position while restrained contributed to JG’s death. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 10 | There were only 11 Custody Deputies on shift at the time of SPs’ death. The level of safety inside jail facilities is directly affected by the number of Custody Deputies on duty. If more than one critical incident were to occur at the same time, it could be extremely difficult to manage | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 11 | SP, who had clearly expressed an intention to harm himself in any way that he could, was nonetheless placed in a cell located in a two-level housing unit, which provided SP with easy access and the means to jump to his death from the second level of the unit | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 12 | The Public Defender’s Office currently conducts an entry interview to establish a connection with newly incarcerated persons booked into the Northern Branch Jail, which continues until the incarcerated persons are discharged. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 12 | The Public Defender’s Office currently conducts an entry interview to establish a connection with newly incarcerated persons booked into the Northern Branch Jail, which continues until the incarcerated persons are discharged. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 13 | The Grand Jury investigations of deaths in custody rely heavily on information provided by the Santa Barbara County Sheriff’s Office. Completion of the investigations was impeded greatly by a lack of timely cooperation by the Sheriff’s Office | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 14 | Five of the six deaths in this report occurred within the first three days of entering the jail. The main factors for jail deaths involved issues of inconsistent and inadequate observation. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 14 | Five of the six deaths in this report occurred within the first three days of entering the jail. The main factors for jail deaths involved issues of inconsistent and inadequate observation. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 2 | The arresting officers failed to inform the intake staff that JG had complained of back and chest pain. This lack of communication was a missed opportunity to ascertain whether JG needed timely and appropriate medical care | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 3 | Custody Deputies removed JG from the medical intake screening process before it was completed. The failure to prioritize JG’s medical needs at intake raises serious concerns about the potential for harm to individuals in custody | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 4 | LR’s physical injuries and cognitive abilities worsened during his three days of incarceration at the Main Jail. An admitted alcoholic, he was not treated for alcohol withdrawal symptoms when examined by mental health or medical personnel. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 5 | When the Public Health Medical Advisor position has been filled, this medical professional will be working with Wellpath staff at the jails. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 5 | When the Public Health Medical Advisor position has been filled, this medical professional will be working with Wellpath staff at the jails. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 6 | RU and DL suffered from drug addiction and died within two days of entering the jails. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 6 | RU and DL suffered from drug addiction and died within two days of entering the jails. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 7 | SP spent over 12 hours confined in a safety cell without a mental health evaluation being conducted by a C.A.R.E.S. Mobile Crisis Unit during that time | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 8 | There was a failure to initiate a collaborative safety plan with SP prior to his release from the mental health observation cell which is intended to provide support and decrease the chance of self-harm during a critical period of time | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Fin | 9 | Ongoing renovations and upgrades within the IRC 300 housing unit had resulted in the in-cell intercom system, certain video surveillance systems, and the electronic locking mechanisms being non-operational at the time of SP’s death, causing delayed response times by custody and medical staff. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 1 | The Sheriff’s Office should review and reevaluate the use of prone restraint position with obese individuals | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 10 | The Sheriff’s Office shall review its minimum staffing levels in the jail facilities. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 11 | The Grand Jury recommends that the Santa Barbara County Sheriff’s Office immediately review and revise its incarcerated housing and classification placement protocols. Going forward, the Sheriff’s Office must ensure that individuals who have made suicidal statements or exhibit a desire to harm themselves are never assigned to cells or housing units that offer ready access to methods of self-harm such as elevated areas from which an incarcerated individual could jump. To help mitigate the risk of incarcerated persons jumping or falling from elevated housing areas, the Grand Jury recommends that the Sheriff’s Office explore the feasibility of installing physical barriers, such as safety netting or higher railings, in those locations. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 12 | The Sheriff’s Office shall work with the Public Defender’s Office to initiate a similar program at the Main Jail. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 12 | The Sheriff’s Office shall work with the Public Defender’s Office to initiate a similar program at the Main Jail. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 13 | The Sheriff’s Office shall promptly provide information to the Grand Jury. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 14 | The Sheriff’s Office, working in conjunction with Wellpath, Behavioral Wellness and Public Health, shall have procedures in place to more closely monitor at-risk incarcerated persons when they enter the jails. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 14 | The Sheriff’s Office, working in conjunction with Wellpath, Behavioral Wellness and Public Health, shall have procedures in place to more closely monitor at-risk incarcerated persons when they enter the jails. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 2 | The Grand Jury recommends that the Sheriff’s Office implement a mandatory communication protocol between arresting officers and jail medical intake staff. This protocol should ensure that arresting officers consistently relay all potentially relevant medical information to intake nurses, including any complaints of pain or existing medical conditions. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 3 | The Grand Jury recommends that custody and medical staff develop improved communication protocols. This collaboration should ensure that medical intake screenings are consistently completed before individuals are removed from the process The Grand Jury recommends revising the medical screening questionnaire to prioritize the most critical information. Specifically, a question like “Are you currently experiencing any pain or are you suffering from an acute condition?” should be placed as the first question on the questionnaire. This simple change could ensure that individuals with immediate medical needs are identified and addressed promptly. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 4 | Any incarcerated person who has admitted to prolonged and excessive alcohol consumption and begins exhibiting symptoms consistent with alcohol withdrawal must immediately be treated in a manner to reduce symptoms and monitored for continued physical and/or cognitive degradation | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 5 | The Public Health Medical Advisor shall help oversee and advise treatment for medically compromised individuals entering the jails, especially during the critical first week of incarceration. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 5 | The Public Health Medical Advisor shall help oversee and advise treatment for medically compromised individuals entering the jails, especially during the critical first week of incarceration. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 6 | The Sheriff’s Office should contract with Behavioral Wellness for a number of beds in the recently reopened Crisis Stabilization Unit next to the Main Jail, where arrestees can be consistently monitored. The Sheriff’s Office shall direct medical staff at the Northern Branch Jail to hold a number of beds in the medical unit for those arrestees entering the jail who exhibit withdrawal symptoms The Sheriff’s Office shall work with Public Health and Behavioral Wellness to increase staffing of the Medically Assisted Treatment program at both jails. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 6 | The Sheriff’s Office should contract with Behavioral Wellness for a number of beds in the recently reopened Crisis Stabilization Unit next to the Main Jail, where arrestees can be consistently monitored. The Sheriff’s Office shall direct medical staff at the Northern Branch Jail to hold a number of beds in the medical unit for those arrestees entering the jail who exhibit withdrawal symptoms The Sheriff’s Office shall work with Public Health and Behavioral Wellness to increase staffing of the Medically Assisted Treatment program at both jails. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 7 | To comply with its current policy, the Sheriff’s Office should review and revise its protocols to ensure that timely mental health evaluations are conducted by a C.A.R.E.S. Mobile Crisis Unit for individuals retained in safety cells over the initial 12-hour limit. The Jury recommends that all procedures that are mandated by policy to be performed prior to the removal of an occupant from a safety or observation cell be incorporated as a checklist into the posted observation logs. A custody supervisor shall review the observation logs together with the checklist to ensure that each required step has been completed and upon such verification, the custody supervisor’s signature releases the occupant. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 8 | The Sheriff’s Office shall ensure that the procedures outlined within its policy and its contract with Wellpath be completed prior to the removal of an occupant from a safety or observation cell. The Jury recommends that all procedures that are mandated by policy to be performed prior to the removal of an occupant from a safety or observation cell be incorporated as a checklist into the posted observation logs. A custody supervisor shall review the observation logs together with the checklist to ensure that each required step has been completed and upon such verification, the custody supervisor’s signature releases the occupant | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-2-Deaths in Custody in Santa Barbara County Jails Our County Jails: Meet Many Needs | 14 | 14 | Rec | 9 | The Sheriff’s Office should develop and implement more effective alternatives for visually monitoring incarcerated individuals and enabling emergency communication when the electronic surveillance and intercom systems are not functioning properly, including relocating incarcerated persons to other holding locations within the County jail system, increasing the frequency and duration of in-person safety checks and cell inspections by custody staff when electronic monitoring is unavailable, and stationing custody personnel within the housing unit to enhance direct supervision. | Santa Barbara County Sheriff’s Office |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Fin | F1 | The new Cuyama Sheriff’s Substation / Holding Facility cell is unable to get certified due to an incorrect installation of the cell door. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Fin | F2 | The Santa Barbara Superior Court Figueroa Building holding facility’s metal cells in the entrance hallway are used only when overflow conditions require it | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Fin | F3 | The Santa Barbara Superior Court Figueroa Building holding facility’s air quality in the basement facility is poor | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Rec | R1 | The Sheriff’s Office should request the repair of the cell door so it will meet the certification standard. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Rec | R2 | The Sheriff’s Office should remove the metal cells. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-3-Detention Facilities in Santa Barbara County | 3 | 3 | Rec | R3 | The Sheriff’s Office should request a complete overhaul of the air circulation system in the basement facility. | Santa Barbara County Sheriff |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Fin | 1 | The Santa Barbara County Grand Jury per diem of $25 has not increased in more than 25 years. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Fin | 2 | The second highest budgeted cost associated with the Grand Jury is mileage reimbursement. Most of this cost is associated with Jury members who commute from North County because dedicated space and equipment are only available in Santa Barbara. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Rec | 1 | The Board of Supervisors should increase the Santa Barbara County Grand Jury per diem to $50, effective January 1, 2025. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Rec | 2a | The Board of Supervisors in conjunction with the Superior Court will make available for the sole use of the Grand Jury for a minimum of one day per week a room in Santa Maria with the capacity to support 19 members of the Grand Jury with equivalent communication, printing, photocopy, kitchenette, restroom access, and parking capabilities as is available in the Santa Barbara County Courthouse facility. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Rec | 2a | The Board of Supervisors in conjunction with the Superior Court will make available for the sole use of the Grand Jury for a minimum of one day per week a room in Santa Maria with the capacity to support 19 members of the Grand Jury with equivalent communication, printing, photocopy, kitchenette, restroom access, and parking capabilities as is available in the Santa Barbara County Courthouse facility. | Santa Barbara Superior Court |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Rec | 2b | The Board of Supervisors in conjunction with the Superior Court will make available for three to four (3-4) days per week a room in Santa Maria with video conferencing capabilities, access to restrooms, adequate parking and the capacity to support up to 10 members of the Grand Jury for ad hoc use. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-4-Grand Jury Compensation | 2 | 3 | Rec | 2b | The Board of Supervisors in conjunction with the Superior Court will make available for three to four (3-4) days per week a room in Santa Maria with video conferencing capabilities, access to restrooms, adequate parking and the capacity to support up to 10 members of the Grand Jury for ad hoc use. | Santa Barbara Superior Court |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 1 | Lompoc City Council has not directed Visit Lompoc to request, conduct, or complete an independent audit of its Annual Reports. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 2 | Lompoc City Council has not directed Visit Lompoc to request, conduct, or complete an independent audit of its Financial Statements. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 3 | For the time period 2018 through 2022 the analysis conducted by Lompoc and Visit Lompoc’s accountants of the Visit Lompoc’s financial records confirmed the >$500,000 discrepancy in unspent funds versus reported carryover values. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 4 | Lompoc does not have an adequate system of checks and balances to confirm that Visit Lompoc’s accounting methods are accurate and complete. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 5 | Other than the reference in the Agreement to the Resolution and District Management Plan there are no specific guidelines concerning how Visit Lompoc LLC shall expend its funds. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Fin | 6 | The Annual Reports submitted by Visit Lompoc to the City of Lompoc did not include all amounts that should be publicly disclosed. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 1 | Recommendation 1a: Lompoc City Council shall instruct Visit Lompoc to have an independent audit performed of their Annual Reports and present the findings to the Council no later than mid- 2024. Recommendation 1b: Visit Lompoc shall use excess funds under its control to fund this audit. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 2 | Recommendation 2a: Lompoc City Council shall instruct Visit Lompoc to have an independent audit performed of their financial records and present the findings to the Council no later than mid- 2024. Recommendation 2b: Visit Lompoc shall use excess funds under its control to fund this audit. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 3 | Recommendation 3: Lompoc City Council shall address the accounting discrepancies by amending the Agreement and holding Visit Lompoc accountable for reporting all funds (including any excess) or mandating that all excess funds (less an approved contingency amount) be utilized for purposes related to enhancing tourism. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 4 | Recommendation 4: Lompoc City Council shall formally establish a review process to ensure there is no inaccurate or incomplete reporting on behalf of Visit Lompoc before the submittal of the 2024 annual report. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 5 | Recommendation 5a: By the end of 2024, Lompoc City Council shall re-evaluate the terms of the Agreement to ascertain whether the 3% fee assessed on hotel customers is achieving its intended objectives. Recommendation 5b: By the end of 2024, Lompoc City Council shall determine whether it should have a greater ability to direct unused funds for tourism enhancement projects. Recommendation 5c: By the end of 2024, Lompoc City Council and Visit Lompoc shall create a joint ad hoc committee potentially including private citizens and other business owners within Lompoc to develop and implement projects utilizing excess funds to further enhance tourism in Lompoc. | Lompoc City Council |
| Santa Barbara | Santa Barbara-7-Lompoc Tourism Improvement District Management Agreement 2019-2028 | 6 | 6 | Rec | 6 | Recommendation 6: Lompoc City Council shall mandate Visit Lompoc to account for all Lompoc-provided funds under its control via its required annual reports beginning with the submittal of the 2024 annual report (i.e.; zero-based budgeting methodology). | Lompoc City Council |
| Santa Barbara | Santa Barbara-8-Potential Perceived Conflict of Interest for Death in Custody Investigation | 2 | 3 | Fin | 1 | There is a real or perceived conflict of interest in investigating and conducting pathological exams related to deaths in custody that can be avoided or mitigated by having a separate Medical Examiner’s office (inclusive of a separate investigative detective unit) or outsourcing those specific cases to an independent agency. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-8-Potential Perceived Conflict of Interest for Death in Custody Investigation | 2 | 3 | Fin | 2 | The Sheriff/Coroner’s office has no current succession plan to replace or train new staff if either or both are no longer available to provide the required support. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-8-Potential Perceived Conflict of Interest for Death in Custody Investigation | 2 | 3 | Rec | 1a | To avoid a potential conflict of interest in having the Sheriff/Coroner’s office conduct deaths in custody investigations, the Sheriff/Coroner’s office shall request another Santa Barbara County agency to conduct either an independent or parallel investigation for all deaths in custody events. This could be implemented immediately. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-8-Potential Perceived Conflict of Interest for Death in Custody Investigation | 2 | 3 | Rec | 1b | All deaths in custody pathology investigations shall be conducted using an independent medical examination team. This policy shall be implemented no later than the end of December 2024. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-8-Potential Perceived Conflict of Interest for Death in Custody Investigation | 2 | 3 | Rec | 2 | The Sheriff/Coroner shall develop and implement a succession plan for pathology technicians (including identification of potential candidates and ensuring training budget is available) following current California Department of Health standards, with a specific timeline by the end of September 2024. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 1 | The buildings that the Coroner Bureau occupies are dangerous to the health and safety of the Coroner Bureau staff; they present an ongoing health hazard to everyone who works there. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 1 | The buildings that the Coroner Bureau occupies are dangerous to the health and safety of the Coroner Bureau staff; they present an ongoing health hazard to everyone who works there. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 2 | There have been no independent safety or health inspections or audits conducted at the Coroner’s facility. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 2 | There have been no independent safety or health inspections or audits conducted at the Coroner’s facility. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 3 | It will be beneficial to conduct parallel testing to confirm that the new rapid toxicology equipment on order is calibrated accurately and produces accurate results. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Fin | 4 | The Facilities Maintenance Division of General Services does not have a Safety Officer. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1a | The Jury recommends the installation of new roofing, including the replacement of accompanying support beams as needed, by a licensed roofing contractor, and not by handyman employees or janitorial staff from the Sheriff’s Office or General Services. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1a | The Jury recommends the installation of new roofing, including the replacement of accompanying support beams as needed, by a licensed roofing contractor, and not by handyman employees or janitorial staff from the Sheriff’s Office or General Services. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1b | The Jury recommends a licensed professional mold abatement contractor be hired to assess whether there is active mold and, as necessary, conduct all required eradication efforts. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1b | The Jury recommends a licensed professional mold abatement contractor be hired to assess whether there is active mold and, as necessary, conduct all required eradication efforts. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1c | The Jury recommends a licensed professional exterminator be hired to assess whether there is active termite infestation and, as necessary, tent both structures. Additionally, the exterminator must perform all required sectional work to repair or replace all the termite-damaged areas. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1c | The Jury recommends a licensed professional exterminator be hired to assess whether there is active termite infestation and, as necessary, tent both structures. Additionally, the exterminator must perform all required sectional work to repair or replace all the termite-damaged areas. Repairs shall be completed by the end of the third quarter of calendar year 2024 or sooner. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1d | The Jury recommends the installation of a state-of-the-art ventilation system in the front autopsy building. This shall be completed by the end of calendar year 2025. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1d | The Jury recommends the installation of a state-of-the-art ventilation system in the front autopsy building. This shall be completed by the end of calendar year 2025. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1e | The Jury recommends the entire Coroner’s facility shall be demolished and rebuilt. The Sheriff’s Office shall request, and the Board of Supervisors shall allocate, funding to implement a design and a timeline to replace this antiquated facility with one that ensures the safety of its employees and visitors by the end of calendar year 2024. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 1e | The Jury recommends the entire Coroner’s facility shall be demolished and rebuilt. The Sheriff’s Office shall request, and the Board of Supervisors shall allocate, funding to implement a design and a timeline to replace this antiquated facility with one that ensures the safety of its employees and visitors by the end of calendar year 2024. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 2a | An inspection of the Coroner’s facility by OSHA or Cal-OSHA, whoever is available first, shall be requested immediately. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 2a | An inspection of the Coroner’s facility by OSHA or Cal-OSHA, whoever is available first, shall be requested immediately. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 2b | In the event that neither OSHA nor Cal-OSHA are available within 60 days, the SB County Public Health Department shall contract with an independent, accredited entity to conduct an inspection. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 2b | In the event that neither OSHA nor Cal-OSHA are available within 60 days, the SB County Public Health Department shall contract with an independent, accredited entity to conduct an inspection. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 3 | The Coroner Bureau shall conduct parallel toxicology testing for a minimum of 6 months based on the success of the model used by the Riverside County Coroner’s office. | Santa Barbara County Sheriff/Coroner |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 4a | General Services shall develop a job description for a General Services Safety Officer and identify or recruit an individual to function as the Safety Officer. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 4b | The Safety Officer will conduct annual, at a minimum, safety inspections of the Coroner Bureau’s facility. | Santa Barbara County Board of Supervisors |
| Santa Barbara | Santa Barbara-9-Santa Barbara County Coroner Facility and Equipment | 4 | 11 | Rec | 4c | The Safety Officer shall generate reports of their findings to the Board of Supervisors. | Santa Barbara County Board of Supervisors |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 1 | The continuum of care for justice-involved people who have committed low-level crimes due to their behavioral health disorder is disjointed between BHSD, CBOs, community programs, the Court, and Custody Health. The County and its partners’ programs and services are too siloed, resulting in a lack of coordinated care. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 10 | Custody Health does not consistently check clients’ court schedules, leading to scheduling conflicts of court dates and medical appointments. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 2 | BHSD staff in Collaborative Court and Custody Health do not systematically collaborate to support the clients they have in common, resulting in clients spending unnecessary time in custody. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 3 | The current system does not allow for discharge planning for people accused of low-level offenses with behavioral health disorders soon after arrest and booking. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 4 | The current countywide system is not conducive to justice-involved clients with behavioral health disorders establishing a personal connection with a service provider who can help them navigate all available services for the long-term. Such a personal connection could increase the likelihood of clients participating in treatment plans and transitioning more smoothly to the community. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 5 | County services do not have a central repository for client digital records. This impedes coordination of care. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 6 | Collaborative Court judges are often forced to rely on clients bringing paper copies of their CSRs to court to be able to assess their adherence to program requirements. This is a cumbersome barrier toward program graduation and reentry into the community | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 7 | Insufficient staffing and an increased workload of BHSD in FDR has negatively impacted staff morale and led to longer wait times for clients who are incarcerated to enter treatment programs. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 8 | Innovative programs such as PARR successfully reduce time incarcerated for their clients. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Fin | 9 | Custody Health’s current procedure for mental health screening and assessment allows too many incarcerated people with non-acute behavioral health disorders to go undiagnosed and untreated. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 10 | Custody Heath should consult the Court calendar using a system such as the Inmate Finder website to view court dates to ensure they do not schedule a client’s medical appointments at the same time as their court date. This recommendation should be implemented by September 30, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 2 | BHSD staff in Collaborative Court and Custody Health should establish more effective systems of collaboration. Some examples could include: • Custody Health being present in Collaborative Court to ensure collaboration in client support. • Have BHSD staff from FDR and Custody Health attend mutually relevant trainings together. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 3 | Appropriate County agencies should create a system that allows for the possibility of discharge planning for appropriate individuals to occur much earlier in the process. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 4 | The County should coordinate systems of care more effectively to make it easier for clients to establish personal connections. Some examples could include: • Increased in-reach services to County Jails (peer navigators, social workers, etc.) to work with clients to build trust and form a relationship to smoothly transition into community programs. • A more coordinated system of communication among service providers countywide regarding clients’ history and needs. This recommendation should be implemented by March 31, 2025. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 5a | To the maximum extent legally allowable, the County should develop an initial plan of how to improve coordination of client digital records across its currently disparate network of data systems in different service areas, beginning with the following agencies: • Custody Heath • BHSD and the CBOs • EPS • Collaborative Court • And other related agencies This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 5b | Once a coordination plan is established, the County should have regular meetings every 6 months to monitor progress and implementation of the plan. This recommendation should be implemented by March 31, 2025. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 6 | BHSD should devise a reliable and user-friendly system to provide electronic copies of CSRs to judges in advance of each client’s court date. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 7 | BHSD should prioritize staffing and resources in Collaborative Court and FDR. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 8 | The County should prioritize the current PARR program and the proposed expansion of this program for people with behavioral health disorders ensuring an earlier possible referral to Collaborative Court. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 9a | Custody Health should review its procedures for behavioral health disorder screening of newly booked clients to determine why so many are passing through without getting flagged. This recommendation should be implemented by December 31, 2024. | County of Santa Clara |
| Santa Clara | Santa Clara-1-A DISJOINTED SYSTEM: County of Santa Clara Mental Health Supports for Justice-Involved Clients | 10 | 12 | Rec | 9b | Once the County determines the issues related to flagging clients the County should fix the screening process. This recommendation should be implemented by March 31, 2025. | County of Santa Clara |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 1 | Trustees are not meeting their basic responsibilities for ensuring accountability and providing community leadership in a number of critical areas detailed in this report. These include SJUSD leadership turnover, trust in leadership, student mental health services, safety plans, stocking Narcan, employee investigations, and hiring processes. Trustees too often accept SJUSD leadership explanations and justifications, which may be inaccurate or incomplete; do not sufficiently question SJUSD results; do not require detailed follow-up to ensure progress; and too rarely ask for SJUSD performance relative to external benchmarks or relative to other school districts within Santa Clara County. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 2 | The unusually high levels of leadership turnover since 2021 has been exacerbated by poor leadership practices and low morale. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 3 | On numerous occasions, SJUSD has failed to ensure its management hiring processes meet its own guidelines for integrity and impartiality leading to mistrust in the process. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 4 | SJUSD has failed to conduct appropriate or complete internal investigations in multiple instances over the past three years. These failures call into question SJUSD’s understanding of its investigatory responsibilities and have undermined trust among leadership, employees, and the community. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 5 | Based upon multiple data points, SJUSD employees have a low level of trust in SJUSD leadership. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 6 | SJUSD’s current plans to open wellness centers are inadequate and inconsistent with its publicly stated priority for expanded student mental health services. Current plans do not meet the objective of putting a wellness center in all secondary schools. There is inadequate funding for the wellness centers and the planning has largely been left to individual school administrators as opposed to an SJUSD-led plan. Trustees are unaware of SJUSD’s lack of progress relative to other school districts. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 7 | SJUSD does not have a well-qualified, local, district-wide leader who is accountable for all safety planning, preparedness, and emergency response efforts. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 8 | SJUSD does not stock Narcan or an alternative naloxone medication at its schools. SJUSD does not provide training for all staff on how to administer Narcan, creating an unnecessary risk of on campus opioid overdose deaths and placing students and staff in jeopardy. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Fin | 9 | SJUSD does not offer any livestream or video recordings of its Board meetings. Some materials presented at the meetings are not available to the public. The meetings are among the least accessible of any district in Santa Clara County, thus reducing the transparency of its actions and engagement with SJUSD constituents. | . |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 1 | SJUSD should ensure Board meeting agendas reflect topics important to the community, including those detailed in this report. These topics should be regularly reviewed at public Board meetings, with detailed plans for follow-up to track progress. This recommendation should be implemented by December 31, 2024 | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 2 | SJUSD should authorize an independent third-party assessment, with participant anonymity, to investigate the causes of high turnover over the past three years. The assessment should provide SJUSD with recommendations to reduce turnover, a means to track ongoing turnover as compared to neighboring school districts, and a means to objectively assess the leadership culture. This recommendation should be implemented by December 31, 2024 | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 3 | SJUSD should authorize an independent third-party assessment of the management hiring process over the past three years with a particular focus on: • impartiality in determining which candidates are selected as finalists.• ensuring results from job skills tests are factored into the determination of finalists. • consistency in determining when management job openings are filled by direct placement versus a full open interview process. | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 4 | SJUSD should authorize an independent third-party review of the completeness and correctness of past investigation processes, to identify missteps, and recommend process or policy improvements. This recommendation should be implemented by December 31, 2024. | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 5 | SJUSD should assess the causes of low levels of trust in the SJUSD leadership and develop a plan and timeline for improvements. This recommendation should be implemented by December 31, 2024. | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 6 | A. SJUSD should conduct a comprehensive review of the current state of wellness centers at secondary schools and prepare a detailed public report on the status of the implementation of those centers with specific timelines for implementation. This recommendation should be implemented by September 30, 2024. B. If SJUSD is to fulfill its stated priority to fund mental health services for students, SJUSD should provide a long-term sustainable funding plan for fully staffed full-time wellness centers at all secondary school sites. This recommendation should be implemented by December 31, 2024. C.SJUSD should provide an accelerated implementation plan with a clear timeline to achieve the objective of fully staffed full-time wellness centers at all secondary school sites. SJSUD staff should lead the plan in coordination with principals. This recommendation should be implemented by December 31, 2024. | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 7 | SJUSD should create a dedicated staff position to lead and coordinate all safety planning and emergency response activities across SJUSD. This role can be modeled after similar positions in other Santa Clara County districts. Responsibilities should include, but not be limited to: • Act as the on-site leader for emergency response teams, including emergency communications. • Update safety protocols based on accepted best practices. • Train staff on safety drills. • Ensure implementation of the most current best practices for school safety plans. • Assist school site teams to improve their plans. • Manage community engagement to increase involvement in safety plans. | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 8 | SJUSD should ensure that Narcan is widely available at all secondary school sites and train all school site and SJUSD district office staff on how it is administered. This recommendation should be implemented by September 30, 2024 | San José Unified School District |
| Santa Clara | Santa Clara-3-DISTRICT ADRIFT: Leadership Issues at San José Unified School District | 9 | 9 | Rec | 9 | SJUSD should implement hybrid-style Board meetings that include: • Online viewing of meetings. • Remote comments during meetings. • Video recording of meetings. • Online access to all Board presentations. | San José Unified School District |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 1a | The County Executive’s Office, led by the then-County Executive, violated Board of Supervisors policy commitments to an open competitive procurement process that ensures fairness and equal access to business opportunities. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 1b | The then-County Executive modified and extended an existing grant writing and professional writing contract so it could award a history book project to a specific Contractor despite the fact that the Contractor lacked relevant experience. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 2 | The County failed to adequately specify the scope of the Contractor’s work on the history book project. This resulted in an unusable manuscript. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 3a | The County approved and awarded a book contract on an hourly wage basis, inconsistent with publishing industry practice, resulting in over $1 million being spent on a manuscript that was not publishable | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 3b | The County regularly paid invoices without verifying contract performance and without documentation of work done and extended the book contract for a second year without requiring any proof of progress. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 3c | The County failed to clearly delineate project roles and responsibilities, especially for the project manager role. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Fin | 4 | The County makes it impractical for members of the public to review contracts like the history book contract, causing the public to rely on whistleblowers and news reporters to understand the County’s business. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Rec | 1 | The County should enforce adherence to its existing provision that requires all County contracts (including non-competitively bid contracts) to be re-bid after five years and expand existing contracting guidelines to explicitly cover contract extensions, defining conditions for when contracts should be bid competitively rather than extended, such as a significant change in scope. This recommendation should be implemented by November 1, 2024. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Rec | 2 | The County should analyze ways it can improve its policies to ensure that contracts include the appropriate specificity regarding terms and conditions to enable the County to pursue legal recourse when those terms and conditions have been violated by the contractor, including but not limited to County Counsel’s and County staff’s role in this process. This recommendation should be implemented by November 1, 2024. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Rec | 3 | The County should evaluate its current contracting policies for needed safeguards to prevent the situation here, which permitted a County department to place a contract on the consent calendar even though there were multiple aberrations from existing contracting policies and a failure to monitor the contract. Given the independent role of the County Counsel and its existing role in approving contracts, the evaluation should include how County Counsel, in addition to County staff, can play a role in these safeguards. This recommendation should be implemented by November 1, 2024. | The County of Santa Clara |
| Santa Clara | Santa Clara-4-FAIL TO PLAN; PLAN TO FAIL County of Santa Clara’s Doomed History Book | 7 | 4 | Rec | 4 | The County should require the County Executive’s Office to implement a practical contract search system for the public to view all contracts, including non-competitive (sole and single source) Board contracts and extensions. This recommendation should be implemented by February 1, 2025. | The County of Santa Clara |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Mayor Lisa Gillmor |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Karen Hardy |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Sudhanshu Jain |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 1 | The working relationships among Councilmembers and the Mayor are broken. Some Councilmembers do not adhere to the City’s adopted ethical and behavioral standards while conducting City business on the dais. Councilmembers Becker and Park air petty grievances and engage in squabbles with other elected officials and constituents from the dais. | Kathy Wantanabe |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 2 | Councilmembers Becker, Park, and Chahal do not understand and/or do not follow established parliamentary and meeting procedures. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 2 | Councilmembers Becker, Park, and Chahal do not understand and/or do not follow established parliamentary and meeting procedures. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 2 | Councilmembers Becker, Park, and Chahal do not understand and/or do not follow established parliamentary and meeting procedures. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 3 | Some Councilmembers do not uphold their responsibility to conduct the City’s business professionally and efficiently. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 4 | Some Councilmembers have become preoccupied by personal and political vendettas resulting in verbal attacks, mocking, and disparaging members of the public and community volunteers from the dais without consequence. Councilmembers have ignored the public’s request to address their behaviors. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 5 | Councilmembers Becker and Park have engaged in unethical behavior on the dais by insulting, humiliating, and intimidating constituents and volunteers. Councilmembers Becker and Hardy explicitly encourage this behavior by laughing, snickering, or eye-rolling. Councilmembers Becker, Park, Hardy, Jain, and Chahal implicitly encourage these behaviors by failing to call out inappropriate conduct. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 5 | Councilmembers Becker and Park have engaged in unethical behavior on the dais by insulting, humiliating, and intimidating constituents and volunteers. Councilmembers Becker and Hardy explicitly encourage this behavior by laughing, snickering, or eye-rolling. Councilmembers Becker, Park, Hardy, Jain, and Chahal implicitly encourage these behaviors by failing to call out inappropriate conduct. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 5 | Councilmembers Becker and Park have engaged in unethical behavior on the dais by insulting, humiliating, and intimidating constituents and volunteers. Councilmembers Becker and Hardy explicitly encourage this behavior by laughing, snickering, or eye-rolling. Councilmembers Becker, Park, Hardy, Jain, and Chahal implicitly encourage these behaviors by failing to call out inappropriate conduct. | Karen Hardy |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 5 | Councilmembers Becker and Park have engaged in unethical behavior on the dais by insulting, humiliating, and intimidating constituents and volunteers. Councilmembers Becker and Hardy explicitly encourage this behavior by laughing, snickering, or eye-rolling. Councilmembers Becker, Park, Hardy, Jain, and Chahal implicitly encourage these behaviors by failing to call out inappropriate conduct. | Sudhanshu Jain |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 5 | Councilmembers Becker and Park have engaged in unethical behavior on the dais by insulting, humiliating, and intimidating constituents and volunteers. Councilmembers Becker and Hardy explicitly encourage this behavior by laughing, snickering, or eye-rolling. Councilmembers Becker, Park, Hardy, Jain, and Chahal implicitly encourage these behaviors by failing to call out inappropriate conduct. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 6 | There has not been an employee satisfaction survey since 2019. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Fin | 7 | City staff is exceptionally professional, well prepared, and consistently maintains their composure regardless of behaviors exhibited by the Council. Staff’s behavior is a model for the Council. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Mayor Lisa Gillmor |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Karen Hardy |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Sudhanshu Jain |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 1 | The City should hire a conflict resolution professional and adopt robust conflict resolution training strategies. This recommendation should be implemented by October 1, 2024. Councilmember Park should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Becker should attend one-on-one conflict resolution training so he can learn to behave in a manner reflective of an elected official. This recommendation should be implemented by October 1, 2024. Councilmember Jain should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Hardy should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should attend one-on-one conflict resolution training to learn to work more effectively for the good of the City. This recommendation should be implemented by October 1, 2024. Even though Councilmember Watanabe has shown appropriate meeting decorum, the Councilmember should attend one-on-one conflict resolution training to learn how to work effectively in the current challenging Council meeting environment. This recommendation should be implemented by October 1, 2024. | Kathy Wantanabe |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 2 | Councilmember Becker should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Park should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should pledge to attend trainings in parliamentary procedures, so he can demonstrate a better working knowledge of the parliamentary process. This recommendation should be implemented by October 1, 2024. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 2 | Councilmember Becker should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Park should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should pledge to attend trainings in parliamentary procedures, so he can demonstrate a better working knowledge of the parliamentary process. This recommendation should be implemented by October 1, 2024. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 2 | Councilmember Becker should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Park should pledge to attend trainings in parliamentary procedures so that his behavior is more reflective of an elected who is dedicated to the electorate. This recommendation should be implemented by October 1, 2024. Councilmember Chahal should pledge to attend trainings in parliamentary procedures, so he can demonstrate a better working knowledge of the parliamentary process. This recommendation should be implemented by October 1, 2024. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 3 | The City should adopt the formal resolution for Meeting Management Procedures developed and presented by staff to the Governance and Ethics Committee meeting on December 4, 2023. This resolution would tie meeting procedures to the City Code of Ethics and Values, and Behavioral Standards for Public Meetings, codify rules regarding respectful and professional language on the dais, and initiate more productive meetings to keep the Council and public focused on City business. This recommendation should be implemented by October 1, 2024. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 4 | The City should establish an Independent Ethics Commission to oversee the behavior of Councilmembers and to ensure they model positive engagement with the public and reclaim the public’s trust. This recommendation should be implemented by October 1, 2024, and should be ongoing. The City should hire an Independent Ethics professional and adopt robust ethics training strategies supported by policy. This recommendation should be implemented by October 1, 2024. All Councilmembers should participate in regular training and counseling with an established outside entity that specializes in government ethics to implement training seminars and workshops for Councilmembers to learn how to maintain collegiality on the dais by using proven techniques and best practices to avoid tense exchanges, bad behavior, misconduct, and incivility, and how the rest of the Council can positively influence the behaviors effectively. This recommendation should be implemented by October 1, 2024, and should be ongoing. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 5 | Councilmember Park should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Becker should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Hardy should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Chahal should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Jain should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. | Councilmember Anthony Becker |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 5 | Councilmember Park should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Becker should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Hardy should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Chahal should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Jain should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. | Raj Chahal |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 5 | Councilmember Park should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Becker should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Hardy should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Chahal should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Jain should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. | Karen Hardy |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 5 | Councilmember Park should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Becker should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Hardy should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Chahal should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Jain should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. | Sudhanshu Jain |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 5 | Councilmember Park should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Becker should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Hardy should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Chahal should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. Councilmember Jain should pledge to train with an ethics expert from an established outside entity that specializes in government ethics. This recommendation should be implemented by October 1, 2024, and should occur annually. | Kevin Park |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 6 | The City should conduct an annual employee satisfaction survey, administered by a third party, which can be answered anonymously. This recommendation should be implemented by October 1, 2024, and should occur annually. | . |
| Santa Clara | Santa Clara-6-IRRECONCILABLE DIFFERENCES: Santa Clara City Council | 7 | 7 | Rec | 7 | The City should commend City staff for their exemplary work ethic and professionalism. This recommendation should be implemented by August 1, 2024. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Fin | Finding 1 | Finding 1 The Board’s role is primarily policymaking, oversight, and providing legislative authority. The Board does not have day-to-day operational responsibilities. As such, the Board is ill-equipped to administer and monitor the inventory item grant program. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Fin | Finding 3 | Finding 3 The existing inventory item program has failed to meet the Board’s stated purpose, which is to give one-time grants to small, start-up CBOs, which would not otherwise have the means or expertise to request grants. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Fin | Finding 4 | Finding 4 The current inventory item program lacks effective recipient accountability to ensure inventory item grant money is used for its approved purposes, making it difficult for the County to judge the program’s effectiveness. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Fin | Finding 5 | Finding 5 Under the current process, a single elected official has largely unregulated autonomy to award public funds to a particular organization of their choosing using a system that lacks transparency. There is no way to avoid the appearance of favoritism in a grant program that the Board administers itself. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Fin | Finding two | Finding 2 Although the County has implemented an informational cover sheet, the County’s current inventory item program does not have a consistent solicitation approach, eligibility requirements, or approval criteria, creating great inconsistencies across the Supervisorial Districts in the manner in which County funds are recommended to be awarded. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Rec | Recommendation 1 | Recommendation 1 The County should put the direction and management of the inventory item grant program under the County Executive’s Office and the Board should provide the County Executive with whatever policy direction the Board finds appropriate for an inventory item grant program. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Rec | Recommendation 2 | Recommendation 2 The County should use a common online application process for all applicants, regardless of Supervisorial District. The application should include, at a minimum, the following information: • Applicant organization’s mission. • Size of the applicant organization. • Specific amount being requested. • Applicant organization’s annual budget. • Proposed summary program budget, including any indirect and/or administrative fees. • Description of how funds will be used and what County priorities they support. • The amount of matching or other grant or contract funds available or already received by the organization. • Anticipated measurable outcomes for the proposed program. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Rec | Recommendation 3 | Recommendation 3 The County should create a consistent set of rules and guidelines for review and approval of inventory item awards that meets their goal of supporting smaller organizations, considering but not limited to the following: • Limit inventory item grants to organizations that do not have an existing contract with the County. • Set an annual $250,000 cap on total inventory item grants that each Supervisorial District can award. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Rec | Recommendation 4 | Recommendation 4 The County should require recipients to provide annual progress reports and financial reports, and, if needed, the County should audit the organization’s expenditure records. | . |
| Santa Clara | Santa Clara-8-NO STRINGS ATTACHED: County of Santa Clara Board Inventory Items | 5 | 5 | Rec | Recommendation 5 | Recommendation 5 If the County does not agree with the previous four recommendations, then it should eliminate the current inventory item program entirely | . |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 1 | From the beginning, the City was impatient and overmatched in its negotiation posture with the 49ers to the long-term detriment of the City/Stadium Authority. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 2 | The City has not studied the actual economic impact of the Stadium. The 49ers have produced their own studies, which they use to tout long-term unverified benefits and frame all discussions surrounding the success of the Stadium. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 3 | Measure J’s promise to protect the City’s General Fund has been realized. The funding structure from the Stadium Lease has successfully allowed the Stadium Authority to pay off Stadium construction loans and fund required Waterfall reserves faster than originally planned. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 4 | The City/Stadium Authority agreed to use ManCo, an affiliate of the 49ers, with an inherent conflict of interest to handle the Stadium Authority’s financial interests in non-NFL events. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 5 | The City/Stadium Authority failed to ensure that the Management Agreement included a fair termination clause. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 6a | The City/Stadium Authority failed to ensure the Management Agreement provided the Stadium Authority with full access to financial records. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 6b | ManCo’s financial transparency with the Stadium Authority has improved with the implementation in 2022 of a new financial management system. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 6c | Transaction-level testing generally supports ManCo’s reporting of financial results for non-NFL events. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 7a | The City/Stadium Authority failed to ensure that the original Management Agreement and the 2022 settlement agreement contained sufficient language requiring specific items or methods and performance metrics to prioritize Stadium Authority revenue generation. This has resulted in a failure to hold ManCo accountable for the success of non-NFL events. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 7b | The Stadium Authority failed to use the prescribed Marketing Correction Plan per Article 3.3.1 of the Management Agreement process to hold ManCo accountable for unsuccessful non-NFL event bookings. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 8a | There is no evidence showing that ManCo is negotiating to maximize Stadium Authority profits for non-NFL events | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 8b | The Stadium Authority has failed to ensure the Management Agreement requires ManCo to incentivize its staff to prioritize the Stadium Authority’s success. There is no evidence that there are employee sales goals, metrics, or consequences related to unprofitable non-NFL events. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Fin | 9a | StadCo/ManCo interprets the Stadium Lease to require non-NFL ticket surcharges be applied to tickets associated with Rental and Trophy Luxury Suites, but failed to remit all corresponding surcharges to the Stadium Authority. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 1 | Given the long-term nature of the various agreements, the 49ers’ sophistication, and the history of past disputes, the City/Stadium Authority should engage advisors with specialized knowledge to determine options to level the playing field. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 10 | The Stadium Authority should hire a professional third-party consultant, not affiliated with the 49ers, to analyze the reasonable expectations for non-NFL events such as: • An analysis of the market revenue potential for non-NFL events at the Stadium. • An analysis of ManCo’s Marketing Plans, comparing successful (FY 2022-23) and unsuccessful (FY 2017-18) bookings to potential market revenue. • A plan with measurable objectives and incentives for ManCo to achieve these results. This recommendation should be implemented by December 31, 2024. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 10a | Most revenue from non-NFL events goes to the promoter, which is typical. StadCo can make money on luxury suites regardless of the event’s profitability for the Stadium Authority | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 10b | The Stadium Authority is unaware of the market revenue potential for non-NFL events at the Stadium. The Stadium Authority does not know what net revenues should be expected for nonNFL, ticketed and non-ticketed, events. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 11 | Per the Stadium Lease, the Stadium Authority failed to negotiate pertinent details about buffet costs in the contract, such as parameters on cost thresholds and alcohol. The Stadium Authority accepted responsibility for buffet costs but failed to follow up when the expense was omitted from ManCo’s budgets. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 11 | None | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 12 | A Multi-Use Community Facility at the Stadium was one of Measure J’s original promises and was memorialized in the Stadium Lease. The current designated space for the Community Room at the Stadium is not easily accessible nor is it pragmatic for most civic events | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 12 | The Stadium is not an appropriate location for a Community Facility. The Stadium Authority should work with the 49ers to identify and procure an alternative space for community needs. This recommendation should be implemented by June 30, 2025. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 13 | The FIFA World Cup commitments for the City and the Stadium Authority were made without consultation with the City/Stadium Authority. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 13 | The Stadium Authority should insist on consultation and prior notice before any major Stadium event commitments are made. This recommendation should be implemented by December 31, 2024. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 2 | The City should commission its own report to determine the Stadium’s actual economic impact over the last decade. This recommendation should be implemented by July 1, 2025. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 3 | The May 2024 settlement agreement gives the Board/City Council new flexibility to divert Excess Revenue from the Stadium Authority to the City’s General Fund. When diverting Excess Revenue, the Board/City Council should be mindful of the long-term financial health of the Stadium Authority and request the Treasurer to produce a long-term plan for funding all required Stadium reserves, including reserves for capital improvements. This recommendation should be implemented by October 31, 2024. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 4 | None | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 5 | None | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 6a 6b 6c | None | . |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 7 | The Stadium Authority should retain the expertise needed to meaningfully weigh in on ManCo’s Marketing Plan to ensure that the Stadium Authority’s profitability is maximized. The Stadium OUTPLAYED Authority should also establish a yearly audit procedure to measure and analyze each season’s Marketing Plan against its outcomes, updating future plans based on this analysis. This recommendation should be implemented by December 31, 2024. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 8 | As part of the Marketing Plan, Stadium Authority should require that ManCo produce a marketing plan that maximizes profits for the Stadium Authority and incentivizes ManCo marketing staff to prioritize the profitability of the Stadium Authority. This recommendation should be implemented by December 31, 2024. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 9 | The Stadium Authority should review and ensure that it receives all a) non-NFL event ticket surcharges for all event attendees, and b) ticket revenue for all suite attendees owed to the Stadium Authority. This recommendation should be implemented by October 31, 2024 | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 9b | StadCo/ManCo interprets the Stadium Lease to not require non-NFL ticket surcharges to be applied to Seating Bowl complimentary tickets and Owners Club Luxury Suite tickets. | City of Santa Clara/Stadium Authority |
| Santa Clara | Santa Clara-9-OUTPLAYED: Measure J, the City of Santa Clara, and the San Francisco 49ers | 13 | 13 | Rec | 9c | Suite ticket revenue submitted to the Stadium Authority does not account for suite ticket revenue for certain suite attendees. | City of Santa Clara/Stadium Authority |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F1 | It is hard to contact the relevant people in CPS to get information since there is no organizational chart published on the website. People don’t know who they can contact for specific issues. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F2 | The lack of readily available CPS data metrics accessible on the Santa Cruz County website can lead to perceptions based on individual experiences. Perception becomes reality if data is not provided which can lead to public distrust of the system. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F3 | Lots of data is available on the California Welfare Indicators Project maintained by University of California for the whole state of California for each county. It is hard to sift through and find relevant data for Santa Cruz County. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F4 | There is no formal complaint process. You can lodge a complaint only with your social worker. When the complainant is not happy with the resolution, complaints are lodged with the Grand Jury. This is ineffective and results in a lack of accountability or follow up on the complaint. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F5 | Child Family Team members often dispute the accuracy of “official” meeting notes taken by the attending CPS Social Workers, leading to lack of trust between team members. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Fin | F6 | The lack of data makes it difficult to determine whether bias is present either to Resource Families or Birth Families to the detriment of the child. | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Rec | R1 | The Grand Jury recommends that CPS publish an organizational chart by October 31, 2024. (F1) | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Rec | R2 | The Grand Jury recommends that CPS publish outcome based metrics, such as number of children moved to Resource Families, number of Resource Families available in the County, number of successful and failed reunifications, and identify success metrics for children under care, on an annual basis on their website to improve transparency by December 31, 2024. (F2, F3, F6) | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Rec | R3 | The Grand Jury recommends that CPS create and publish the complaint process. This published process should include a supervisor not vested in the outcome who can review the complaints. This process and the accompanying metrics like number of complaints and resolution times should be made available to the public by December 31, 2024. (F4) | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Rec | R4 | The Grand Jury recommends that the County Board of Supervisors establish a Child Welfare Oversight board and an Inspector General similar to what the 2002-2003 Grand Jury recommended. This could help resolve bias, impropriety and undue influence complaints and will help provide transparency and increase trust in the CPS process. The Grand Jury recommends that the planning for this should start by December 31, 2024, with the board fully implemented six months after the planning is finished. (F4, F5) | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-1-Best Interest of a Child – Report on Child Protective Services | 6 | 5 | Rec | R5 | The Grand Jury recommends that the CPS department begin to record the Child Family Team meetings by the end of December 31, 2024. (F5) | Santa Cruz County Board of Supervisors |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 1 | Since 2016, the lack of comprehensive Annual Reports with detailed metrics on rape, including the tracking of stranger rape, leaves the community less informed, more vulnerable, and less safe. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 10 | The Five Year Strategic Plan’s failure to include the prevention of rape and domestic violence leaves the community less aware and less safe. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 11 | The City Manager’s Weekly Update to the community has not highlighted the work of the CPVAW for the past two years, effectively relegating the prevention of rape and domestic violence to a low priority, leaving the public uninformed. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 2 | By highlighting a generic national statistic on stranger rape, rather than assessing local metrics in the CPVAW 2023 Report, the City is minimizing stranger rape and misleading the public into a possible false sense of security. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 3 | The lack of attention to long-time Commission programs such as the Safe Place Network and the Bar Coaster program leaves residents and visitors without important resources for their personal safety. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 4 | The loss of the in-person self-defense program for boys and girls in Santa Cruz City Schools lessens students’ ability to prevent sexual assault and interpersonal violence, inconsistent with the mandate of Ordinance 81-29. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 5 | The City’s replacement of a dedicated 20-hour per week Commission staff position with rotating staff with minimal hours has resulted in a loss of visibility for the prevention of rape and domestic violence, a loss of community connections, a lack of programs, inadequate resource distribution and less public awareness | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 6 | The City’s refusal to allow the Commission continued access to redacted police reports prevents the Commission from making recommendations for police training and evaluating community complaints as required by Ordinance. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 7 | The SCPD’s decision to drop stranger rape alerts and case-by-case updates leaves the community unaware about this serious crime and therefore less safe. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 8 | The inconsistencies the Grand Jury found in SCPD’s rape numbers means the public, the CPVAW and the City have no accurate metrics about reported rape, leaving the community ill-informed and Annual Commission Reports unreliable. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Fin | 9 | The SCPD and the Commission’s lack of a consistent definition of rape leads to public confusion and potential undercounting of rape crimes in the City. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 1 | The Grand Jury recommends that the City Council fund a dedicated staff person for the Commission with skills commensurate to the need for program and resource development, community outreach and visibility, data research and report writing and have such position advertised by December 31, 2024. (F5, F3) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 10 | The Grand Jury recommends that the City Manager increase the visibility of the CPVAW programs and events by publishing relevant information, at least quarterly, in the City Manager’s Weekly Update and that the first article be published by December 31, 2024. (F11) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 2 | The Grand Jury recommends that the City Council reevaluate the legal ability of CPVAW commissioners to access redacted police reports of rape as described in this investigation, and present the results of that research by December 31, 2024. (F6) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 3 | The Grand Jury recommends that the City Council begin evaluating options with the Santa Cruz City School District to reinstate the in-person self-defense program for middle and high school students of all genders by January 31, 2025. (F4) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 4 | The Grand Jury recommends that the SCPD update its website to include the detailed metrics on Rape Incidents submitted to NIBRS and CIBRS, ensuring all data entries are accurate and available at each meeting of the CPVAW, and have this in place by January 31, 2025. (F8, F9) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 5 | The Grand Jury recommends that the SCPD reinstate community alerts for incidents of stranger rape, with case-by-case updates, by December 31, 2024. (F7) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 6 | The Grand Jury recommends that the Commission and the SCPD submit comprehensive annual reports as called for in Ordinance 81-29, using the 2005-07 reports as a model, with the 2024 Annual Report placed on the Commission’s agenda by December 31, 2024 and future reports submitted on a consistent, annual basis. (F1) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 7 | The Grand Jury recommends that the 2023 Report be amended to remove the national entry on stranger rape, replacing it with accurate data for the City of Santa Cruz by December 31, 2024. (F2) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 8 | The Grand Jury recommends that the CPVAW update the status of the Safe Place Network and the Bar Coasters program. If the programs are to be discontinued, a public CPVAW meeting is advised for that decision. If the programs are to be continued, the date of January 31, 2025 is recommended for the full reinstatement of these programs. (F3) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-2-City Of Santa Cruz: Preventing Rape and Domestic Violence | 11 | 10 | Rec | 9 | The Grand Jury recommends that Focus Area 5, Public Safety of the 2023-28 Five Year Strategic Plan include an entry prioritizing the prevention of rape and domestic violence, as mandated by Ordinance 81-29, and published by February 28, 2025. (F10) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 1 | The California Department of Pesticide Regulation is developing a new system of notification for agricultural pesticide applications statewide and the proof of concept shows promise of being a good solution for notifying the public of pesticide application information in a timely manner. | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 1 | The California Department of Pesticide Regulation is developing a new system of notification for agricultural pesticide applications statewide and the proof of concept shows promise of being a good solution for notifying the public of pesticide application information in a timely manner. | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 2 | The Active and Passive modes of notification will allow access to members of the public in a manner of their choosing. Some people are comfortable signing up for notifications, others are not and would prefer to look up the information anonymously. This appears to provide most people the option to choose the method with which they are most comfortable. | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 2 | The Active and Passive modes of notification will allow access to members of the public in a manner of their choosing. Some people are comfortable signing up for notifications, others are not and would prefer to look up the information anonymously. This appears to provide most people the option to choose the method with which they are most comfortable. | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 3 | Because project delays have put off the release of the new system until the Spring of 2025, rather than 2024 as originally proposed, it is even more important that the public be made aware of what the new system will provide to them | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 3 | Because project delays have put off the release of the new system until the Spring of 2025, rather than 2024 as originally proposed, it is even more important that the public be made aware of what the new system will provide to them | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 4 | Because project delays have put off the release of the new system until the Spring of 2025, rather than 2024 as originally proposed, it is even more important that the public be made aware of what the new system will provide to them | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 4 | Because project delays have put off the release of the new system until the Spring of 2025, rather than 2024 as originally proposed, it is even more important that the public be made aware of what the new system will provide to them | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 5 | Communication between the Agricultural Commissioner’s Office and other south county officials concerning pesticide management is not adequate, leading to a higher risk to human health. | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 5 | Communication between the Agricultural Commissioner’s Office and other south county officials concerning pesticide management is not adequate, leading to a higher risk to human health. | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 6 | With regard to the City Manager’s response to Recommendation R8, the City’s FY 2024 Annual Budget does not provide a detailed plan and accounting of how homeless funds have been used. The City’s response only partially fulfilled its commitment to make related budget figures available. | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 6 | With regard to the City Manager’s response to Recommendation R8, the City’s FY 2024 Annual Budget does not provide a detailed plan and accounting of how homeless funds have been used. The City’s response only partially fulfilled its commitment to make related budget figures available. | Santa Cruz City Manager |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 7 | The joint effort between CAL Fire and OR3, as well as many other partners listed in the report, to improve preparedness for future wildfires is well-documented in the above-mentioned After-Action Report and Improvement Plan. Furthermore, the Grand Jury’s recommendation that this undertaking commence within 6 months of the Grand Jury report publication did take place in the allotted time period. However, the Grand Jury did not find the original report or any published updates to the initial report that included progress towards the report’s stated objectives. Such publications would reassure the public that wildfire preparedness is a priority and is being addressed | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Fin | 7 | The joint effort between CAL Fire and OR3, as well as many other partners listed in the report, to improve preparedness for future wildfires is well-documented in the above-mentioned After-Action Report and Improvement Plan. Furthermore, the Grand Jury’s recommendation that this undertaking commence within 6 months of the Grand Jury report publication did take place in the allotted time period. However, the Grand Jury did not find the original report or any published updates to the initial report that included progress towards the report’s stated objectives. Such publications would reassure the public that wildfire preparedness is a priority and is being addressed | Office of Response Recovery and Resiliency |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 1 | The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies information about advances in agricultural pest control, including less toxic pesticides and alternative methods of pest eradication. This information should be shared by September 30, 2024. (F4, F5) | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 1 | The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies information about advances in agricultural pest control, including less toxic pesticides and alternative methods of pest eradication. This information should be shared by September 30, 2024. (F4, F5) | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 2 | The Grand Jury recommends that the Office of the Agricultural Commissioner inform the public about advances in agricultural pest control, particularly to residents in areas commonly exposed to pesticide applications. This should be completed by October 15, 2024. (F4, F5) | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 2 | The Grand Jury recommends that the Office of the Agricultural Commissioner inform the public about advances in agricultural pest control, particularly to residents in areas commonly exposed to pesticide applications. This should be completed by October 15, 2024. (F4, F5) | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 3 | The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies, information about the “Spray Days Now” notification system being developed by the state DPR. Information should be shared by September 30, 2024. (F1, F2, F3, F5) | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 3 | The Grand Jury recommends that the Office of the Agricultural Commissioner makes known to City of Watsonville officials and various governmental agencies, information about the “Spray Days Now” notification system being developed by the state DPR. Information should be shared by September 30, 2024. (F1, F2, F3, F5) | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 4 | The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 4 | The Grand Jury recommends that the Office of the Agricultural Commissioner communicate information to the public about the “Spray Days Now” notification system being developed by the state DPR, especially in areas impacted by pesticide use. This should be completed by October 15, 2024. (F1, F2, F3, F5) | Agricultural Commissioner |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 5 | Within 90 days the City Manager should publish the figures that their initial response indicated were available for prior for years. (F6) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 5 | Within 90 days the City Manager should publish the figures that their initial response indicated were available for prior for years. (F6) | Santa Cruz City Manager |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 6 | Within 90 days the City should publish the summary of expenditures as presented to the City Council in May 2023 that expand on the figures provided in the FY 2024 Annual Budget. (F6) | Santa Cruz City Council |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 6 | Within 90 days the City should publish the summary of expenditures as presented to the City Council in May 2023 that expand on the figures provided in the FY 2024 Annual Budget. (F6) | Santa Cruz City Manager |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 7 | The Grand Jury requests an update as to the progress to date of the objectives outlined in the December 2021 After-Action Report in Appendix A: CORE CAPABILITIES / IMPROVEMENT PLAN and further requests that the OR3 publish this update on its website. (F7) | Board of Supervisors |
| Santa Cruz | Santa Cruz-4-Honoring Commitments to the Public | 7 | 7 | Rec | 7 | The Grand Jury requests an update as to the progress to date of the objectives outlined in the December 2021 After-Action Report in Appendix A: CORE CAPABILITIES / IMPROVEMENT PLAN and further requests that the OR3 publish this update on its website. (F7) | Office of Response Recovery and Resiliency |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F1 | The failure of Wellpath, the medical provider contracted by the Sheriff to provide data from required Health Service Audits, has adversely affected inmate health and resulted in poor health care and lack of pharmaceutical services for inmates. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F10 | The failure of Jail administrators to transfer Inmates who are suffering from mental health crises symptoms to an LPS Facility adversely impacts inmate mental health care. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F11 | Opening the closed unit at Rountree and increasing the number of re-entry programs would result in better conditions for inmates and less stress for the correctional officers | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F12 | Increasing the number of programs that focus on rehabilitation, education, and restorative justice to prepare for reentry would show positive improvement to public safety and a reduction in recidivism for reentering inmates. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F13 | Jail programs like “Stepping Up” steers the mentally ill to community-based mental health care, reducing the number of mentally ill inmates in jail. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F14 | The current practice of reviewing inmate classification monthly is too long of an interval and may endanger inmates suffering from mentally illness. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F15 | The failure of Wellpath to recruit and retain adequate staff adversely impacts the overall effectiveness of the mental health services provided to inmates. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F16 | The Santa Cruz County Civil Grand Jury was not permitted to interview inmates serving sentences at the Rountree Rehabilitation and Reentry Facility as required by the Bureau of State Community and Corrections. Speaking to some inmates about their experiences and opinions of the programs would have greatly enhanced the Jail investigation and report. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F2 | The failure of Wellpath to implement a comprehensive discharge plan causes inmates to be released without community connection to medical treatment and medication | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F3 | The failure of the Sheriff”s jail staff to properly address inmates’ mental illness crises has caused mentally disabled inmates to be held in Safety Cells for excessively long periods. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F4 | The improper use of Safety Cells by the Sheriff’s jail staff to isolate inmates who are greatly in need of mental health care and/or have made suicidal statements causes a violation of required procedure. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F5 | The use of Safety Cells for punishment has resulted in violations of Title 15 section 1055 and the Sheriff’s Policy and Procedures Manual policy 516.2. This may expose the Sheriff’s department to lawsuits | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F6 | The practice of excluding mentally ill patients from 5150 hold and transfer until discharge results in a violation of both Title 15 and Sheriff’s Policies and Procedures manual policy 516.2 | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F7 | The failure of Jail administrators to transfer inmates with suicidal ideation or in a mental health crisis to an out-of-county LPS facility adversely impacts inmate mental health care. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F8 | The failure of the Crisis Intervention Team to issue a 5150 hold and transfer before an inmate is discharged adversely impacts inmate mental health care | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Fin | F9 | The practice of placement in Administrative Separation (solitary confinement) causes inmates to suffer mental health problems including, but not limited to, anxiety, insomnia, paranoia, aggression, and depression. | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R1 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to begin the Health Service Audits.(F1) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R10 | By the end of fiscal year 2024-2025, the Grand Jury recommends the Sheriff develop a plan to implement more Jail diversion programs (like Stepping Up) that steer the Mentally Ill away from jail and to the help they need. (F13) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R11 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff change the Reclassification examination of mentally ill inmates from a monthly basis to a weekly basis to prevent misclassified inmates from suffering needlessly. (F14) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R12 | By the end of the calendar year 2024, the Grand Jury recommends the Sheriff conduct an analysis of the effectiveness of Wellpath in regards to all mental health services of incarcerated persons. (F15) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R13 | By the end of calendar year 2024, the Grand Jury recommends the Wellpath be directed to provide round-the-clock medical and mental health care availability to the Jails. (F15) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R14 | The Grand Jury recommends the Sheriff begin to allow the Santa Cruz County Civil Grand Jury interviews of inmates per Penal Code 916 including observing inmate classes and programs within 90 days. (F16) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R2 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff instruct Wellpath to improve the medical discharge processes for better continuity of care. (F1, F2) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R3 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff about the proper use of Safety Cells according to Title 15 section 1055 and the Sheriff’s policy and procedures manual. (F3, F4, F5) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R4 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff retrain staff with the proper use of a 5150 hold and the transfer of inmates to a mental health facility according to Title 15 and the Sheriff’s policy and procedures manual. (F6) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R5 | By the end of the calendar year 2024, the Grand Jury recommends the Sheriff train staff on how to transfer suicidal inmates to an LPS facility for mental health care. (F7) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R6 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff direct the CIT team to not withhold a 5150 hold and make a transfer until release because this is not proper or best practice for inmates in need of mental health care. (F8) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R7 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a plan to transfer all inmates in mental health crises to LPS facilities and budget the extra cost of transferring patients out of the county. (F9, F10) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R8 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff reopen closed units and move all qualified inmates to Rountree Medium Security and the Minimum Security Rehabilitation and Reentry unit. (F11) | Santa Cruz County Sheriff |
| Santa Cruz | Santa Cruz-9-We Can Do Better with Our Jails! | 16 | 14 | Rec | R9 | By the end of calendar year 2024, the Grand Jury recommends the Sheriff develop a comprehensive plan to increase the number of programs that steer inmates towards reentry into the community with new job skills development, education, work release and transitional programs. (F12) | Santa Cruz County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 1 | There is no procedure in place to document the inventory of tools maintained within the Jail. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 10 | The current Siskiyou County Policies and Procedures manual for the jail is maintained by a 3rd party vendor and is over 500 pages in length. Although the manual goes into extensive detail, it is an impractical tool for staff to reference for the day-to-day operation of the jail. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 11 | The Sheriff’s website lacks booking and release information. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 2 | On the outside (East Side) of the jail, there is a wooden structure, (appears to cover piping coming up from across the street) that is beginning to rot. Nails are also coming loose on the wood. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 3 | On the far west side of the jail vehicle sally port area, a tree from the neighboring property is overhanging the perimeter wall and is exceptionally low to the razor wire. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 4 | No metal detector/body scanner is being used at the Jail. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 5 | Food Services is not maintaining a sample meal tray per Title 15, Section 1243(n) and Section 900.5 of the Siskiyou County Custody Policies and Procedures manual. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 6 | No rescue litters are available in the jail. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 7 | The jail does not have Bloodborne Pathogen Kits. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 8 | The jail does not have an eye wash station available for staff and inmates. On a follow-up visit, staff informed the Jury that an eye wash station was on order. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 9 | No visitors log is maintained. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 9b | There is no posting of items that are prohibited within the jail. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Fin | 9c | There is no notice posted of the “No Hostage” policy. | . |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 1 | Develop a policy and procedure for conducting a tool inventory at the beginning and end of each shift. The policy should include a procedure for reporting missing/lost tools. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 10 | Develop a specific procedures manual relevant for the daily operations of the jail. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 11 | Update the website to include information about individual bookings, and releases including reason for release. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 2 | Inspect and ensure that a safety issue is not present to the public. A more permanent cover with material other than wood is recommended. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 3 | Make arrangements to have branches trimmed or removed. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 4 | Install a walk-through metal detector/body scanner for use in the booking area. Develop a policy and procedure for use of such. Note: A newer metal detector is available in the basement of the Government Center (old courthouse). It is operational and listed as County surplus. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 5 | Update any pertinent policy and procedures for Food Services to ensure the ‘three-day mainline sample tray’ is being practiced. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 6 | Purchase a rescue litter for the jail. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 7 | Purchase Bloodborne Pathogen kits. Develop a policy and procedure for use of such kits and provide training to staff. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 8 | The jail has indicated the eye wash station has been purchased. Confirm that the eye wash station has been installed. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 9 | Develop a policy for identification and documentation of persons entering the jail, including arrival and departure dates/times. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 9b | Post documentation of items not allowed within the jail by all persons. | Siskiyou County Sheriff |
| Siskiyou | Siskiyou-4-SISKIYOU COUNTY JAIL INSPECTION REPORT | 13 | 13 | Rec | 9c | Post a notice of the “No Hostage” policy for all persons entering the jail. | Siskiyou County Sheriff |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 1 | DHS contracting practices and procedures are chaotic, inefficient, and take too long. This results in delayed execution of contracts, delays in vendor payments, and local County health services missing for extended periods. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 2 | DHS processes for procurement needs identification, RFP generation, and competitive sourcing take too long to execute and aren’t clearly competitive. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 3 | Chronic short staffing and employee turnover have led to a significant loss of institutional knowledge. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 4 | Inadequate delegation of authority and a toxic work culture inhibits individual decisionmaking and contributes to DHS’s failure to perform effectively. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 5 | DHS Fiscal and County general accounting process doesn’t require or retain all information needed for post-fact analysis of who is being paid, whether the payment was the result of a no-bid contract, or whether payment documentation matches funding source requirements. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 6 | County Purchasing and Internal Audit failed to require that DHS follow mandated procurement policies. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Fin | 7 | The BoS failed to require changes to DHS procurement procedures despite published reports that DHS has been violating County procurement policy. | . |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 1 | By December 31, 2024, DHS will initiate regular public reports of the programs for which an award has been or is intended to be made (including those programs without a contractor), the contracts in effect, the date of execution of every contract, the contract term, and explanations for any contracts not executed prior to the effective service start date (F1, F2). | Sonoma County Department of Health Services |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 2 | By November 1st, 2024, DHS and County Human Resources departments shall submit a recruitment and retention plan to the County Executive to reduce DHS vacancies to no more than 10% of authorized non-field positions. (F3, F4) | Sonoma County Department of Health Services |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 2 | By November 1st, 2024, DHS and County Human Resources departments shall submit a recruitment and retention plan to the County Executive to reduce DHS vacancies to no more than 10% of authorized non-field positions. (F3, F4) | Sonoma County Department of Human Resources |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 3 | By December 31, 2025, the Board of Supervisors will request, and County Auditor will complete and publish, a comprehensive audit report on DHS procurement processes and procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 3 | By December 31, 2025, the Board of Supervisors will request, and County Auditor will complete and publish, a comprehensive audit report on DHS procurement processes and procedures, contract administration oversight and compliance with County procurement policy and publicly present said report to the Board of Supervisors. (F1, F3, F6, F7) | Sonoma County Auditor-Controller- Treasurer-Tax Collector |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 4 | By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such, publicly reported, and have required supporting documentation and waivers on file. (F3, F4, F5 F6) | Sonoma County Auditor-Controller- Treasurer-Tax Collector |
| Sonoma | Sonoma-1-DHS Often Reported Never Repaired | 7 | 4 | Rec | 4 | By January 1, 2025, County Purchasing and the County Controller shall implement a system that ensures all no-bid and sole-sourced contracts are identified, accounted for as such, publicly reported, and have required supporting documentation and waivers on file. (F3, F4, F5 F6) | Sonoma County Purchasing Division |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 1 | There are no material flaws or uncorrected defects (e.g., machine errors, fraudulent ballots being cast, or miscounting votes) that impair the overall integrity of the election process. The Grand Jury also finds that while ROV executes all procedures effectively, there are nonetheless documentation gaps that lead to situations where institutional knowledge is not entirely committed to paper | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 2 | ROV executes prescribed election procedures with proper management controls in place to ensure full compliance with all applicable requirements | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 3 | ROV ensures that the technology systems and services, including information security and cybersecurity measures, used in an election are properly installed, maintained, and validated for accuracy before all elections. | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 4 | ROV employees and Vote Center poll workers have been subjected to abusive behavior and to direct and implied threats of physical violence in the past and may be exposed to similar threats in the future. ROV’s threat mitigation profile would be enhanced (and operational efficiency would be streamlined) if ROV was moved to a larger and more defensible space | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 5 | The citizen poll workers who contribute many hours of service during an election are an indispensable ROV resource whose continued support is essential. | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 6 | The current state of election integrity found in Sonoma County did not occur by accident, but rather by the continued interest and active engagement of a majority of Sonoma County citizens who register and vote. | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 7 | ROV promotes transparency through community outreach and communication with the public leading up to and after an election. | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Fin | 8 | While ROV carefully preserves the results of all elections, it has neither historical data collection nor reporting capability that would enable comprehensive analysis of past election results | . |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 1 | By September 1, 2024, ROV develop and begin execution of an ongoing process designed to ensure that internal procedural documentation is created and kept current. | Sonoma County Registrar of Voters |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 2 | By June 30, 2025, the Board of Supervisors develop and approve a long-term plan to provide ROV with a facility that better accommodates space and physical security requirements. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 3a | By August 31, 2024, the Board of Supervisors and ROV develop and implement a plan for enhancing existing ROV security measures and developing new security measures based on recurring threat assessments and recommendations by qualified authorities | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 3a | By August 31, 2024, the Board of Supervisors and ROV develop and implement a plan for enhancing existing ROV security measures and developing new security measures based on recurring threat assessments and recommendations by qualified authorities | Sonoma County Registrar of Voters |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 3b | By July 31, 2024, ROV create and maintain a record of all incidents of abusive or threatening behavior to support future risk and threat assessment analysis | Sonoma County Registrar of Voters |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 3c | By July 31, 2024, ROV evaluate all recommendations that resulted from its meeting with the Emergency Management Department and establish an implementation schedule for the recommendations it adopts | Sonoma County Registrar of Voters |
| Sonoma | Sonoma-2-Election Integrity in Sonoma County | 8 | 6 | Rec | 4 | By December 31, 2024, the Board of Supervisors allocate resources for a project to create a publicly accessible Sonoma County elections database to enable ready access to, and analysis of, past election results. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Fin | F1 | Sonoma County’s Fire Safety Ordinance permits “Same Practical Effect” mitigation within the SRA that is inconsistent with the Grand Jury’s interpretation of the State Minimum Fire Safety Regulations. | . |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Fin | F2 | Permit Sonoma is permitting development exceptions within the State Responsibility Area that are not congruent with the Grand Jury’s interpretation of the State Minimum Fire Safety Regulations. | . |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Fin | F3 | Fire Safety mitigation approvals are considered by Permit Sonoma on a case-by-case basis during the permit application process but are not always publicly noticed or reviewed when issued. | . |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Fin | F4 | Citizen and first responder safety is properly considered during permit review and approval, and local firefighter leadership believe that Permit Sonoma is doing its job appropriately. | . |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Rec | R1 | By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to publish an applicant’s guide to fire safety ingress and egress requirements and mitigation procedures for applications on roads that don’t meet FSR requirements. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Rec | R2 | By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to include administrative review of all exceptional fire safety mitigation plans to the list of permits needing approval by either Permit Sonoma Design Review Committee or Permit Sonoma Project Review Advisory Committee. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Rec | R3 | By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to meet and confer with all independent Fire Prevention agencies to review its mitigation and appeal procedures by February 1, 2025. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-4-Fire Safety On Rural Roads | 4 | 4 | Rec | R4 | By November 1, 2024, the Board of Supervisors will direct Permit Sonoma to identify and map all roads within the SRA that don’t meet State FSR standards and publish that map on the County Department of Emergency Management website by February 28, 2025. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Fin | F1 | There are a large number of mentally ill inmates held in the MADF that are not being met. | . |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Fin | F2 | The planned MADF mental health extensions,” on hold” since 2016, would increase the safety of correctional officers and inmates and make more room in the Main Jail for programming. | . |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Fin | F3 | There is a persistent deficiency in the OCA time for inmates, especially those in the modules for the mentally ill. | . |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Fin | F4 | There has been a chronic staffing shortage in the MADF. | . |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Fin | F5 | Mandatory staff overtime is excessive and a detriment to the safety, security, and health of both officers and inmates. | . |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R1 | By December 31, 2024, SCSO will develop a plan to provide mental health treatment based on inmates’ specific and individual mental health needs. | Sonoma County Sheriff’s Department |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R2 | By December 31, 2024, the Board of Supervisors will develop a plan to fund construction of the mental health extension. | Sonoma County Board of Supervisors |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R3 | By December 31, 2024, SCSO will develop a process to discharge inmates that takes their specific and individual medical and behavioral health needs into account. | Sonoma County Sheriff’s Department |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R4 | By December 31, 2024, SCSO will provide all eligible inmates at least ten hours of OCA per week. | Sonoma County Sheriff’s Department |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R5 | By June 30, 2025, the SCSO will have a vacancy rate in its Corrections Unit of less than 10%. | Sonoma County Sheriff’s Department |
| Sonoma | Sonoma-6-Main Adult Detention Facility or “County Jail” | 5 | 6 | Rec | R6 | By December 31, 2024, mandated monthly overtime for SCSO Corrections Officers will average no more than 25 hours a month. | Sonoma County Sheriff’s Department |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 1 | The TCOE does not have set guidelines to address challenged books and allows each school district or school to handle the matter as they see fi t. | Visalia Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 1 | The TCOE does not have set guidelines to address challenged books and allows each school district or school to handle the matter as they see fi t. | Tulare City School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 1 | The TCOE does not have set guidelines to address challenged books and allows each school district or school to handle the matter as they see fi t. | Porterville Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 1 | The TCOE does not have set guidelines to address challenged books and allows each school district or school to handle the matter as they see fi t. | Tulare County Office of Education |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 2 | The TCL has strong policies and procedures embedded in their by-laws to address the request to remove or review books from shelves which prohibits the banning of books. | . |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 3 | Although these school districts have not banned or removed books from their libraries, they have formed committees to address community concerns about specific books. | Visalia Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 3 | Although these school districts have not banned or removed books from their libraries, they have formed committees to address community concerns about specific books. | Tulare City School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Fin | 3 | Although these school districts have not banned or removed books from their libraries, they have formed committees to address community concerns about specific books. | Porterville Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 1 | TCOE should create a general guideline that can be modified by the individual school districts. | Visalia Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 1 | TCOE should create a general guideline that can be modified by the individual school districts. | Tulare City School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 1 | TCOE should create a general guideline that can be modified by the individual school districts. | Porterville Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 1 | TCOE should create a general guideline that can be modified by the individual school districts. | Tulare County Office of Education |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 2 | TCL should continue with the current policies and procedures that allows them to be prepared for any books brought to their attention. | . |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 3 | The school districts should continue their due diligence in addressing all community concerns regarding learning materials. | Visalia Unified School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 3 | The school districts should continue their due diligence in addressing all community concerns regarding learning materials. | Tulare City School District |
| Tulare | Tulare-2-Books – Challenged or Banned (2023-2024) | 3 | 3 | Rec | 3 | The school districts should continue their due diligence in addressing all community concerns regarding learning materials. | Porterville Unified School District |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 1 | Funding for Animal Services has not kept pace with Yolo County population growth and the attending increase in requests for services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 2 | The decision to build additional veterinary space in the southeastern portion of the Probation Ancillary building near the existing shelter is acknowledged as a positive step in the piecemeal approach to incremental improvement of services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 3 | The Grand Jury’s email and in-person requests for documents addressed to leadership at the Yolo County Animal Services received no reply or greatly delayed responses for the requested material. The Grand Jury finds there are shortcomings of the leadership and management skills at the shelter. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 4 | Relations with both internal and external partners at the shelter became contentious resulting in ineffective and diminished delivery of services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 5 | Each department within Yolo County Animal Services (kennel/field/medical services) has a supervisor, except for the front office. This may lead to fragmentation of services and inefficiencies throughout Yolo County Animal Services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 6 | With the change in oversight from the Yolo County Sheriff to the Department of Community Services, the Grand Jury could not determine how weapons are stored when not in use by the Field Officers. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 7 | The Grand Jury could not determine how firearm certification or any other specialized certification needed to qualify as a Field Officer is achieved in light of the transition from the Yolo County Sheriff’s Department. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Fin | 8 | The Grand Jury could not identify any formal facility inspection process. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 1 | The Yolo County Board of Supervisors should increase funding for Yolo County Animal Services to keep pace with Yolo County population growth and the attending increase in requests for services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 2 | The Yolo County Animal Services should continue development of additional veterinary space in the former Probation Ancillary building. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 3 | The Department of Community Services should provide for a management/leadership consultant to improve leadership skills at the Yolo County Animal Services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 4 | The Department of Community Services should consider reviewing and modifying the Yolo County Animal Services leadership job descriptions to address the shortfall in communications. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 5 | The Department of Community Services should request that the Yolo County Board of Supervisors authorize a change in the Animal Services organization structure to appoint a director of operations who would supervise the front office staff or appoint a front office staff supervisor. This position would report directly to the Director of Animal Services. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 6 | The Department of Community Services should establish a policy by September 1, 2024, for how weapons are secured after hours. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 7 | The Department of Community Services should establish by September 1, 2024, a policy defining how Field Officers will achieve firearm and any other certification to qualify as a Field Officer. | Yolo County Board of Supervisors |
| Yolo | Yolo-4-Yolo County Animal Services: Moving Forward | 8 | 8 | Rec | 8 | The Yolo County Board of Supervisors should hire a consultant for an evaluation of the facility and workflow optimization and how it can be improved. | Yolo County Board of Supervisors |