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HomeMy WebLinkAboutMINUTES - 09091986 - IO.1 To: BOARD OF SUPERVISORS FROM: INTERNAL OPERATIONS COMMITTEE Contra September 8, 1986 v DATE'. Co Irt/ SUBJECT: Response to the Report of the 1985-86 Grand Jury �JVL.+I� it� SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1 . Approve the proposed response to the report of the 1985-86 Grand Jury except as noted below, and direct the Clerk of the Board to file its response with the Presiding Judge of the Superior Court pursuant to Penal Code Section 933 . 2. Add to .the response to recommendations 1-9 the following: Recommend that the Board of Directors of the West Contra .Costa Sanitary District meet with the Grand Jury in order to respond to the Grand Jury' s recommendations and that a report -of the results of that meeting be forwarded to the Board of Supervisors. 3 . Add to the response to recommendations 1-9 the following: Direct the County Administrator to send a letter to each agency for which the Board of Supervisors is not the governing board to which the Grand Jury directed a recommendation urging that agency to respond to the Grand Jury' s report on a timely basis. Send a copy of each such letter to the Presiding Judge of the Superior Court and the Forewoman of the 1986-87 Grand Jury.- 4. Add to the response to recommendation #10 the following: Authorize the Internal Operations Committee to convene one or more meetings -with representatives of independent special districts in the County, . including the Superintendent of Schools, to discuss ways in .which the concerns of the Grand Jury can be addressed, including the possibility of legislation. The Foreman of the 1985-86 Grand Jury and this County' s Legislative Delegation should be invited to the meeting. 5. Add to the response to recommendation #34 the following: Direct the County Administrator to insure that the consultant studying the Marshal-Sheriff consolidation CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR X RECOMMENDATION OF BOARD COMMITTEE X APPROVE OTHER / SIGNATURE i s : Nanc�C. �hd n Sunne 14. McPeak ACTION OF BOARD ON V eptember 9, 1986 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A TRUE X UNANIMOUS (ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. County Administrator CC: 1985-86 Grand Jury Foreman ATTESTED Se tember 9 , 1986 1986-87 Grand Jury Forewoman PHIL BATCHELOR, CLERK OF THE BOARD OF Incternal Operations Committee SUPERVISORS AND COUNTY ADMINISTRATOR Env. Control-CDD w ) Presiding Judge, Superior Court B� G �Ut�G�tT M382/7-83 ,DEPUTY Page 2 5 . (continued) issue meet with the Forewoman of 'the 1986-87 Grand Jury before completing her report. 6 . Add to the response to recommendation #111 the following: Authorize the Internal Operations Committee to assume the lead role in establishing a public education and community planning process involving the cities, the Solid Waste Commission, homeowners' associations, industry and community organizations designed to reach consensus on the siting of a sanitary landfill, and to address the need for an integrated Solid Waste Management Plan. 7 . Attach to the response to the Grand Jury Report the Internal Operations Committee' s report which the Board approved on August 19, 1986 establishing a Water Task Force, along with the adopted Board statements on water policy. 8. Commend the 1985-86 Grand Jury for its diligence and hard work in preparing a well-thought out report on many critical areas of County operations. 9. Acknowledge the many commendations given by the Grand Jury to various County staff, departments, and programs, and authorize the Chairman to send a letter to each such department expressing the Board' s appreciation for their fine work. BACKGROUND: On August 26, 1986, the Board of Supervisors referred to our Committee the proposed response to the report of the 1985-86 Grand Jury. Our Committee met on September 8, 1986 with representatives of both the 1985-86 and 1986-87 Grand Juries. We reviewed the proposed response with the Grand Juries and have incorporated several of their concerns in the above amendments to the proposed response. With the above additions we believe the Board should approve the response as the Board' s response to the 1985-86 Grand Jury Report as is required by Penal Code Section 933 . I WA-3� THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on November 8, 1983 by the following vote: AYES: Supervisors Powers, McPeak, Torlakson, Schroder NOES: None ABSENT: None ABSTAIN: Supervisor Fanden SUBJECT: Water Committee Report - Endorsement of Committee for Water Policy Consensus Policy Statements On January 25, 1983, the Board of Supervisors , as governing board of the Contra Costa County Water Agency, approved a consulting services agreement with Solem and Associates to manage a project to seek. a consensus within the Bay/Delta area regarding water policies. A Committee for Water Policy Consensus was established. Committee members represent elected officials, labor, environmental groups , agricultural interests , business , farm bureaus, water districts, and other organizations and individuals with expertise and interest in the complex issues of water policy. The Committee, chaired by Supervisor McPeak,. discussed water policy issues in detail for many months . The Committee for Water Policy Consensus has approved the following policy statements : BAY/DELTA PROTECTION POLICIES I. Support of San Francisco Bay-Sacramento-San Joaquin Delta estuarine system water quality standards, with standards guaranteed in the` state constitution and in the federal-state (CVP-SWP ) Coordinated Operating Agreement and in a reauthorization of the Central Valley Project. Numerical standards should be established as a floor for protection of the Bay-Delta estuarine system. These numerical standards should be arrived at through consultations with all interested parties. 2. Assess responsibility for decline of fish and wildlife in the San Francisco/ Delta estuary by the State Water Project, the Central Valley Project and by others, and require the projects to mitigate-the dama9es they have caused. No additions to the projects for the purpose of increasing export capability, e.g. , additional pumps, may be installed and operated unless these commitments are made and carried out. 3. Support of fish screening improvements, including improvements at Clifton Court Forebay. 4. Support of further study of the gated barrier concept westerly of Suisun Bay. 5. Support of agricultural drainage which uses such methods as evaporation ponds or ocean disposal but no drainage discharge into the Bay/Delta estuary which has an adverse impact on the receiving waters. Research and development of alternative methods of disposing of drainage effluent, such as solar ponds, marsh habitat and desalination, should be encouraged. 6. Strengthen area of origin protection by requiring adequate and enforceable reservation of water within the basin necessary to meet future in-basin needs. 7. Support implementation of an integrated program of rehabilitation and main- tenance of Delta levees, involving federal , state, local and user interests, „ . with. the costs and responsibilities to be fairly allg,q,ated among the bene- ,ficiaries of such a program. g. Any rod) fi­ ion of the Delta transfer mechanism, or additional exports from the Cita , rust be preceded by the implementation of protections, water policy reforms and guaranteed standards for the San Francisco -Bay/ Delta estuarine system as outlined in the policy statements in this docu- ment. Continue opposition to the Peripheral Canal or any other form of closed, isolated water transfer and support continued through-Delta , non-isolated transfer. However, deterioration of the San Francisco Bay/ Delta estuarine system must be stopped. To accomplish this, support of environmentally sound measures where feasible, exclusive of new export pumps and new channels, to improve water circulation within the Delta for the primary purpose of reducing the damage to fisheries and to Delta water quality which is now caused by the operations of water projects. DEVELOPMENT ;SEEDS POLICIES 1. Support of the concept that there is enough water available in California to meet needs if the water is properly managed. 2. Support of development of water supply to meet present and future needs. Development includes physical facilities as well as non-structural means that can create an increased water supply. Emphasis shall be placed on developing an increased water supply through means such .as: a. Water conservation and efficiency measures, _ such as lining canals where water is -otherwise lost through seepage so that it is no longer economically and physically available for use. .,.. b. Removal of institutional barriers that impede more efficient use of water, such as inequitable limitations on the use of major aqueduct facilities. c. Cost-effective off-stream storage should be provided south of the Delta, both surface and subsurface, for storage of water that is first determined to be surplus to the needs of the Bay/Delta estuary and areas of origin of that water. This storage .wi-11 serve export needs while permitting increased flexibility for reduction of export pumping rates from the Delta when necessary to protect Delta water supplies , and during critical fishery periods. d. Underground storage, both in Southern California- and in the San Joaquin Valley subject to the development of the necessary management controls. 3. Pricing and repayment policies for all future contracts and all future projects shall ensure that beneficiaries pay their full share of costs associated with development, and operation of those facilities in order to reduce unwarranted subsidic,': con;-.f ��^_tion` only if cost-effective projects , and to promote efficient use of water resources. Accurate prices for project benefits should be agreed upon prior to initiation of project development to the maximum extent feasible. If subsidies are to be provided, they and intended beneficiaries should be explicitly identified and should be permitted only to the extent consistent with applicable state and federal laws. 4. Support new water .yield development projects which meet needs that could not otherwise be met which are consistent with- these ,.policies and which mitigate environmental damages. 5. The designated Wild and Scenic Rivers should be fully protected and not developed for additional water ,supply. 6. Support for communication and cooperation among water policy groups in all regions of the state, with an emphasis on finding areas o.f..statewide consensus. GROUND AND SURFACE WATER MANAGEMENT POLICIES I. All groundwater basins should have locally determined management plans, where needed, to protect the long-term viability of the groundwater basins. 2. Support and encourage locally developed water and energy conservation programs and water reuse programs that lead to improved basin-wide and energy use efficiently. 3. Ensure the safety of groundwater supplies by preventing contamination. 4. Support of adequate federal research funding to'-- determine viable limits of public health standards for water use. Support for the California Department of Health setting uniform definitions and public health standards for the reuse of water. 5. Support of drilling and sealing ordinances designed for the protection of aquifers and the public health and welfare. 6. Support coordination of basin-wide groundwater and surface water use (con- junctive use). 7. Protect the long-term viability of rivers and streams for in-stream uses, such as fishing, recreation and aesthetics. . 8. Proposals for additional water supply facilities should give adequate consid- eration to water quality and public health aspects of the water supply, bearing in mind the cost-effectiveness of developing water treatment facilities in importing areas. The Water Committee finds that the Consensus Statements are consistent with Contra Costa County Water Agency Policy and recommends that the Board of Supervisors, in all its capacities , endorse the Water Policy Statement of the Committee for Water Policy Consensus and encourage other, agencies and individuals to so endorse the Policy Statements. Sunne Wright McPeak Tom Torlakson Supervisor, District IV Supervisor, District V IT IS BY THE BOARD ORDERED that the recommendation of the Water Committee is APPROVED. c�r1!`y tt;at;his!�n true and correct copy oT tho ralnutea of the C'vc'ra C.•: :.. :3T:l9:aCJ O^. Mo Grote Shown. cter;z c; i Goard By ' Deputy DB0:BD.WaterStat .t11 Drig. Dept. : ublic Works - EC cc: County Administrator , Solem and Associates (via EC) February 15, 1983 NEW WATER ETHICS FOR THE 1980'S By the Contra Costa County Water Agency We are entering a new era of the management of the State-' s� Wat=er Resources that . no longer depends only on building more water projects, 'but recognizes that environmental protection, economic efficiency, energy considerations, and the wise management of existing resources, are major components of :-a program to meet the State's demand for water. A comprehensive approach ._ to water supply p-lanning and development in the State. can achieve the goal of meeting future water needs of the entire State and provide protection of the environmental and economic resources in the areas where the water . originates. - The Contra Costa County Board of Supervisors, as the ex-officio governing board for the Contra Costa County Water Agency sets forth the following policies for the development of a new water ethic for the State. POLICIES ON SURFACE WATER RESOURCE MANAGEMENT The water `rresources already developed shall be used to the maximum extent and all alternatives for efficient use of the water must be considered before new sources are authorized. The. State' s water resources management must include the efficient, totally coordinated operation of the State Water Project and Central Valley Project. The State should take the lead in the effort to establish institutional and regulatory changes for the efficient operation of the State Water Project and Central Valley Project. Additional water storage facilities, including pumped storage, should be constructed to take advantage of periods of high runoff to increase mater supplies without impinging on the needs of downstream uses ( in- cluding unregulated flows) . T Intensive agricultural and municipal conservation measures must be a component of any serious water management plan. Conservation plans should be mandated in ways that water agencies and districts will have an option to implement specific conservation techniques , such as improving irrigation technology, using reclaimed water, lining ditches, residential water conservation programs and water system leak detection programs. Cost analysis of the water conservation options versus new water projects must be a part of any proposed water project. The reform of State and Federal repayment practices is needed so that water users pay their; fair: share ofproject costs. Project water has been traditio'na lTy . priced so that it is possible for 'users to purchase water at prices lower than true costs. The current pricing structure of project water must be reformed so that all subsidies (capital provided at below market i-nterest_.r.ates, property taxes on urban non-users for water development of non-local projects, hydro- power revenues, use of tideland oil and gas revenues, etc.) are eliminated to encourage efficient use of water. The sale of developed water 2 should be allowed on an open market basis, with prices covering total costs. Certain pricing exceptions such as " life-line rates" may be appropriate. - The concept of a water market system which allows for inter-regional transfers of water should be further developed.. Barriers to water transfers;,must be removed to allow the allocation of water in a more efficient manner. Water users should have the right to buy "water" on a voluntary and short term basis from others, and transfer it to new locations. This should be disting.uj.shed from transfers of water rights, which is not being advocated. Water transfers would result in long term increased user efficiency and decrease the demand for- water. - The existing use of water supplies in areas receiving project water shall be examined to determine the extent to which water reclamation or conservation can satisfy additional water demands before new import' of water is considered for that area. The designated Wild and Scenic Rivers should be fully protected and not developed for additional water supply. - Flow protection standards must be established for instream (streams, rivers, bays, estuaries, and wetlands) uses such as fisheries , water- related wildlife, water oriented recreation and aesthetics, and water quality uses. Consideration should be given to designating some of the waters presently treated as "surplus" to "firm yield" by redefining firm water yield based on examination of the critical period assumptions upon which present water planning is based. It may be judged likely that a move toward an expanded definition of firm water yield would be cost effective, and presents a greater potential for, immediate water relief for the State. This reallocation of 'water: would entail increased risk of shortages, but the benefits may be greater._ than the costs_ of such risk taking. Most facilities such as dams, reservoirs, and levees are constructed for flood ,control use as well as water supply use. Non-structural measures of flood protection such as flood plain zoning, flood proofing and flood warningsystems should be considered when evaluating flood control and water supply projects. POLICIES ON GROUND WATER MANAGEMENT The extensive overdrafting of water in several areas of the State' seriously a the o vera 1 1 y ravates gg problem of water management. ' Long: term replenishment of natural ground water basins and the careful : management of such basins by the combined management and use of ground and surface water use are important long range goals. It is especially ' important to establish the mechanisms through which these basins can be managed. The ground water basins throughout the State should be t 3 brought under local basin-wide management. - If ..local agencies fail to establish ground water controls, the State should reduce or eliminate new or existing surface water imports. A basin= extraction ceiling should be established, and pumping should not. exceed it. It will be necessary to enact a general purpose groundwater law that provides local 'authorities th,e power to control extractions so that Statewide ground water management and water supply goals are reached. POLICIES ON SAN FRANCISCO BAY - SACRAMENTO - SAN JOAQUIN ESTUARINE SYSTEM PROTECTION The protection and preservation of the Water Resources o f t h e S a n Francisco Bay - Sacramento - San Joaquin Delta Estuarine System is vital to this County to insure the needs of agriculture, industry, domestic uses, and for fish and wildlife. All the needs of the Delta, both economic and environmental , must be met before any water is exported from the Delta. Appropriate water quality standards must be developed prior to the export of any water. Legislation should be enacted to assure that the State Water Project and the Federal Central Valley Project release water to the Delta to meet such water quality standards. The legis- lation must include absolute enforceable constitutional guarantees to meet these objectives. The guarantees must recognize that areas of origin, which includes the Delta, have first priority over export and that all beneficial uses of the Delta in any year must be protected before any Delta export is made. - It is recognized that legal contracts with Delta Water Agencies have the potential to elevate the degree of protection and enforcement of water quality guarantees in addition to legislative action. --Contracts proposed as a vehicle through which water quality is insured must provide that all water agencies be part of the necessary negotiations and any final means of conflict resolutions, such as binding arbitration must apply equally to all water agencies. Contracts should be negotiated with all eight water agencies in the Delta. - Our knowledge of the importance of unregulated flows to the Delta System and San Francisco Bay is still not understood thoroughly . This subject should be given study and appropriate water quality and flow standards must be established for the Bay. Interim standards should be applied until this knowledge is attained. - The development of water quality guarantees must include full protection for the Suisun Marsh. - J- Fisheries resources must be returned to historical levels in the San Francisco Bay-Delta system. Measures to decrease the number of fish 4 killed due to diversions of water from Delta and Bay must be implemented. Possible measures include restricting of water diversions during periods when fish are most susceptible to entrainment and improving fish screening at diversion points. Agricultural drainage has a major effect on Delta 'Wa.ter ' Quality. Over the years, the deterioration of Delta Water Quality has had major impacts on the beneficial uses of the Bay -:Delta System. The proposed agriculture drain from the San Joaquin Valley to the Delta will only add to the water quality problems; and must be opposed. Other alternatives, such as treatment and/or evaporation ponds or ocean disposal should be pursued. ' The existing Delta levees are deteriorating. Federal , State, and local' agencies, and Delta owners must cooperate in the creation of a Delta Commission that will be charged with the responsibility of protecting the interest of the' Delta consistent with the greater interests of the State to prevent the further loss of islands to flooding which will threaten water supply (including the EBMUD Aquaduct) and reduce water quality, reduce agricultural production, impair transportation systems, and reduce wildlife habitant. - Delta ,Water Transfer Facilities - The interests of this State are best served by the most productive use of surplus water. The concept of an isolated facility to convey such diversions must be opposed. The flow of fresh water through the Delta and preservation of Delta outflow provide an inherent protection to the Delta and Bay. Any Delta water transpid.rt-proposal must be environmentally sound and must meet the standards in this statement. POLICIES ON WATER SUPPLY PLANNING The legislature should adopt long range goals for water use. The goals must recognize that "reasonable and beneficial use" of water requires attention to efficiency of water use. - Rational project expansion should be instituted by requiring projects to meet tests of economic efficiency before they can be considered for authorization. The new water should be priced at their marginal or incremental costs. Federal water planning and new project construction should be integrated with overall State water planning. Point sources and nonpoint sources of pollution shall be controlled to protect adopted beneficial uses of water. POLICIES- ON ENERGY Energy considerations should be made an integral part of water management planning. Energy impacts must be considered equally along with economic and environmental considerations. a 5 The foregoing policy is a comprehensive approach to water supply planning, and development in the State of California, based on the principle of fairness in initially allocating both -ground and surface waters, so that all users have access to these scarce resources; and economic efficiency, so that users can allocate water to the areas in which it can be put .to highest value uses. These policies are designed to guide. the State in protecting environmental quality and insuring efficient water uses for the entire State. Wtrpolrefchgs AE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on February 15, 1983 by the following vote: AYES: Supervisors Powers , Fanden , McPeak , Torlakson and Schroder NOES: ABSENT: ABSTAIN: SUBJECT: Water Committee Report - Adoption of "New Water Ethics for the 1980's" The Water Committee considered at its February 7, 1983 Committee meeting the draft "New Water Ethics for the 1980's" policy statement. The statement sets forth policy on water issues which the Contra Costa County Water Agency will follow in developing positions and programs concerning water issues. Drafts of the policy statement were sent to a wide variety of individuals and agencies for comments. On January 4, 1983 the Board of . Supervisors held a public hearing on the policy statement. The final version of the "New Water Ethics for the 1980' s" was developed with consideration of the many comments received on earlier drafts. The Water Committee recommends that the Board of Supervisors, as the. ex officio governing board for the Contra Costa County Water Agency, adopt the" New Water Ethics for the 1980's," dated 'February 15, .1,§83. Sunne Wright McPeak Tom orlakson Supervisor District IV Supervisor District V IT IS BY T1iE RnARD ORDERED that the recommendations of the 11ater Committee are AppRnjiED . 1 hereby certify that this Is a true and correct copy of an action taken and entered on the minutes of the Board of Suporvlsors on the date shown. ATTESTED: F� B", 1'7 ' -- J.R. OLSSON, COUNTY CLERK and ex o ficlo Clerk of the Board Orig. Dept. Public Works - EC cc: County Administrator By ( , Deputy Public Works Director Legislative Delegation (via P/19) (State F, Federal) BOnwps1980s.t2 pi.P f OFFICE OF COUNTY ADMINISTRATOR CONTRA COSTA COUNTY Administration Building Martinez, California Internal Operations Committee To: (Supervisors N. Fanden and Date: September 4, 1986 S. W. Mc Peak) From. Phil Batchelor, Subject: Proposed Response to County Administrator 1985-1986 Grand Jury by Scott Tandy Report Attached proposed response to the 1985-1986 Grand Jury Report is submitted in support of the 9: 30 a.m. item on your September 8, 1986 agenda. The response of the Board of Supervisors must be filed by Sunday, September 28, 1986 to meet the 90-day requirement of the Penal Code. Copies are being made available to the Foreman of the 1985-1986 and Forewoman of the 1986-1987 Grand Juries. ST:GWJ: lmj Attachment -1- RECOMMENDATION #1 (Page 15, Item 1) : That the Board of Directors of West Contra Costa Sanitary District (WCCSD) consider appropriate civil action to recover the $20,700 ,payment for work that was not done. RECOMMENDATION #2 (Page 16, Item 2) : That those persons or entities with standing to sue, consider legal action .to recover the bond proceeds expended by the district on the waste-to-energy project. RECOMMENDATION #3 (Page 16, Item 3 ) : That the Board of Directors of. WCCSD consider confining its activities to such areas as policy making, planning, maintaining programs of fiscal accountability and overall supervision of management personnel to assure effective implementation of the District' s goals and objectives.,- RECOMMENDATION bjectives;RECOMMENDATION #4 (Page 16, Item 4) : That the Board of Directors of WCCSD maintain a qualified management staff in whom it can have confidence to carry out its stated policies and plans. RECOMMENDATION #5 (Page .16, Item 5) : That the Board of Directors of WCCSD delegate to the District General Manager responsibility for negotiating all contractual agreements with contractors, consultants and employees ( subject to Board ratification) . In addition, the management staff should be expected to develop recommended programs and procedures, whether . they relate to day-to-day operations or major construction projects. RECOMMENDATION #6 (Page 17 , Item 6) : That the Board of Directors of WCCSD immediately implement policies and procedures that would assure stricter accountability in contract performance and in authorizing payments. Contract language should be such that it encourages cost savings and cost effectiveness. RECOMMENDATION #7 -..(Page 17 , Item 7 ) : That the Board of Directors .of WCCSD require more detailed billings from contractors including specific duties performed and hours worked per day. RECOMMENDATION #8 (Page 17 , Item 8) : That the Board of Directors of WCCSD discontinue its practice of employing outside consultants for public relations. It is recommended that the Board consider public relations as an in-house function and make the appropriate staff assignments. RECOMMENDATION #9 (Page 18, Item 9) e -That the Board of Directors oqf WCCSD implement the accounting procedures recommended in the Contra Costa County Auditor Controller' s management letter of April 9, 1986, especially paragraph 3 . .3. RECOMMENDATION #13 (Page 22, Item 3) : , . That prior to issuing their final reports, the auditors shall be required to meet with representatives of the Grand Jury, the County Auditor-Controller, the County Administrator, and representatives from such other County Departments as deemed_ appropriate. RESPONSE: The Auditor' s Office is not aware of any problems in this area. Prior-- to issuing their management letter, the- auditors have always reviewed a draft of - the letter with the Auditor' s Office-, the Administrator' s Office, and such department-s as are affected by-the letter. RECOMMENDATION #14 (Page 22, Item 4) : That the County analyze the current receivable account situation and determine the number and type ofsreceivable accounts that should be maintained. Such analysis should consider the needs of the accounting department, the billing and collection department and senior management , reporting needs. Once a policy is developed, all future transactions should be recorded through the new accounts. RESPONSE: The Auditor-Controller and Health Services Director indicate that this recommendation refers to separation and identification of multi-year cost report receivable balances. Three new general ledger sub-accounts were set up to account for prior year Medicare and Medi-Cal cost settlements. Current year Medicare and Medi-Cal receivables continue to be accounted for in r separate accounts. As a result, the tracking of current and prior year receivables/liabilities for these programs is easier and there is a clear audit trail. .,,Establishment of these two new accounts should allow readers of these reports to more easily recognize amounts due to/from the Medicare and Medi-Cal program as a result of estimated cost report settlements as opposed to amounts due from those programs as a result- of outstanding patient accounts receivable. RECOMMENDATION #15 (Page 23 ; Item 5) : That the hospital develop accounting procedures whereby revenues and contractural adjustments relating to Medi-Cal .and Medicare receivables be recorded on the County financial statements on a monthly basis. RESPONSE: The 'Auditor-Controller and Health Services Director indicate that in July 1985 -an automated interface between the Hospital' s billing system and the County' s Finance System was developed. As a result, the County' s monthly interim financial reports now reflect gross hospital revenues on .a current basis. In. addition:, the Health Services Department has also established a procedure+to record the - applicable monthly contractual Adjustment -to adjust these gross charges to the appropriate estimated net revenue amount. -5- RECOMMENDATION #19 (Page 24, Item 9 ) : That Accounting personnel should be hired or designated and trained to implement the federal reporting requirement relating to personal use of county vehicles. RESPONSE: The Federal reporting requirements for personal use of County vehicles by County employees were implemented in January, 1986. They were not implemented in 1985 because the details of the requirements were not readily available from the Federal government, and when they were finally received., were ..found to contain ambiguities. They were also subsequently revised. An additional systems accountant was requested and funded in the 1986-87 budget to implement new legal requirements and accounting systems, and also to provide backup for existing systems such as payroll. RECOMMENDATION #20 (Page 24, Item 10) : That Risk Management monitor the accruals for contingencies as they arise. The results of this analysis should be communicated to the Auditor- Controller' s Office for proper recording in the County' s financial statements. RESPONSE: ' 'The Risk Manager has an on-going program to monitor workers ' compensation, automobile liability, public liability and medical malpractice losses. The Auditor-Controller needs accurate, up-to-date loss reserve . information reflecting losses through June 30 of each fiscal year. The Risk Manager will notify the Auditor on August 15 of each year of the latest loss reserve information for proper recording in the County' s financial statements. RECOMMENDATION #21 (Pages 24-25, Item 11) : That the County consider adquiring an excess liability insurance policy. This insurance policy, which may be split between medical malpractice and general County, would allow the County to place a maximum loss level on its operations. RESPONSE: - Liability insurance protection is not currently available for public entities, and if it were, it would be prohibitively expensive. It is costing the County less to self-insure liability and medical malpractice than to procure insurance protection. The County presently carries excess workers ' compensation and airport liability insurance. The Risk Manager and- staff continuously monitor the availability and cost of insurance protection. When insurance is available, its cost is carefully compared to the cost of self-insurance. The comparison .is done in consultation with an actuary. This helps to determine .the most cost-effective method to cover the County' s losses and to establish the proper level of self-insurance retention. -7- Grand Jury should review and approve the audit plan and timetable before significant audit field work is begun. Any changes to the engagement timetable are to be communicated to the Grand Jury. d. FINALIZATION OF 1986 AUDIT CONTRACT Because 1986 is the first year in which the single audit approach is to be applied, the scope of audit will. be significantly different than prior years. The. audit: frm, should receive guidelines from the Grand Jury regarding finalization of the 1986 audit contract. RESPONSE: t It is the responsibility of the 1986-87 Grand Jury to respond to the components of this recommendation. RECOMMENDATION #23 (Page 42, Item 1) : That the Board of Supervisors and staff begin immediately to develop an adequate water policy for Contra Costa County. This policy should be adopted by December 31, 1986.. RESPONSE: The County has had a water policy that is updated as .laws and circumstances change. In this regard, the Board of Supervisors on July 29 , 1986, authorized the creation of a Water Task Force and a technical advisory committee to look into water matters countywide and to render advice to the General Plan Committee. In addition, the Community Development Director reports that there is no shortage of water for our County, but there is a question of treatment and quality versus price of water to the consumer. (See Attachment B) RECOMMENDATION #24 (Page 42, Item 2) : That the Board of .Supervisors work in concert with the water districts to secure the land needed to accomplish this goal. If land is not obtained, the capabilities to secure good water quality, control ; emergencies, and drought carryover will be lost. RESPONSE: The County has,_ on.many occasions, supported the water district in its plan to provide additional storage and to acquire land to do so. The Board has supported Contra Costa Water District and East Bay Municipal Utility District in their search to find ways and means to share water and other facilities. County staff has served on .the Contra Costa Water District Task Force which meets periodically.-to. review the progress- of-'that District' s storage project. The -Board of Supervisors has consistently supported the water agencies in the County. The County has supported the Federal Bureau of Reclamation in its pursuit of alternative locations for water intake for the Contra Costa Canal. -9- b. The Transportation Authority should have financial and administrative powers, for which the human and financial resources presently are allocated to the Administrator' s Office. Public Works, Planning Department and other agency functions involved in transportation should be transferred to the Transportation Authority. RESPONSE: The Transportation Authority will have financial and administrative powers. It will be proposed th"at the County' s Community Development Department should staff the Authority. -c. Special efforts should be made to attract to the Transportation Authority Committee quality professional transportation talent presently located throughout the county. RESPONSE: The Community Development Department has hired a Deputy Director of Transportation Planning and several Senior Transportation Planners to do advance and current transportation planning. Engineering expertise is currently available within the Transportation Planning Division. Special assignments which require assistance from the Public Works Department will be staffed on anras-needed basis . . d. That all the necessary administrative and financial requirements are expeditiously met so the Transportation Authority can start operating at the beginning of fiscal year 1987 . RESPONSE: The Transportation Authority will begin operations in calendar year 1987 if the proposed one-half cent sales tax measure passes in November. RECOMMENDATION #28 (Page 48, Item 2) : That the Transportation .Authority be entrusted with the following tasks: _ a. The development of a transportation plan for the county taking into account the input of other groups such as Tri-Delta, to be completed by end of fiscal year 1987 . RESPONSE: The development of a transportation plan will be done in conjunction with the update of the County' s General Plan. It isnot expected to be completed before the end- of fiscal year 1987 but probably by the end of calendar year 1987 . b. That such a plan be closely- coordinated- with land-use planniing. RESPONSE: See response to #2-a -immediately above. in this corridor. Potential uses include: (a) high occupancy vehicle lane for car pool, van pool, or exclusive bus lanes, (b) light or rapid rail, or (c) some combination of the previous mentioned alternatives. It is conceivable that the abandoned railroad right of way may be designated for a light rail system. RECOMMENDATION #30 (Page 51, Item 1) : - That the Director of Personnel make changes -in his office with follow-up procedures for notifying unions when reports have not- been completed in: the manner-, prescribed-by law and negotiated contracts. RESPONSE: Employee organizations having an agency shop clause have been notified that if an LM-2 report is not timely filed, the Auditop4Controller will be notified that payroll dues deductions will be cancelled. Annual written reminders to affected unions are scheduled. RECOMMENDATION #31 (Page 51, Item 2) : That the Board of Supervisors include in the next Memoranda of Understanding the .ruling handed down by the U. S. Supreme Court that non-members cannot be forced to pay for Union Political Activity. RESPONSE: The Personnel Director indicates that the Board of Supervisors will be advised of the U. S. Supreme Court Ruling regarding union dues. Next year a "management demand" will be introduced to change "Agency Shop" language so as to prohibit the use of "Agency Shop" deductions for any purpose other than representational activities. RECOMMENDATION #32 (Page 55) : The Board of Supervisors, which has assumed the responsibilities of the Housing Authority Board of Commissioners, should, within the prerogatives of the law, support the request to HUD for authorization to install a _ self-insurance program. RESPONSE: HUD, at the request of the Board of Supervisors (acting as the Board of Commissioners of the Housing Authority) , has granted a waiver to the Housing Authority to set up a self-insurance program. The Housing Authority currently has liability insurance through' theCalifornia Housing Authority Risk Management Agency, a joint powers authority- which involves the Marin County, Fresno, Oakland and Contra Costa County Housing Authorities. HUD approval- has been obtained to participate in this joint powers authority. -In addition, tfie Housing Authority is self-insured for fire and extended coverage with funds set aside in the amount of $500,000 as approved by the Board of Supervisors on October 22, 1985 . The Housing Authority is still endeavoring to obtain fire and extended coverage from the private insurance market at a -13- ' 1 ' "Contra Costa has the lowest rate in the State, with the exception of a few small rural counties. In 1985, Contra Costa had an average daily population of 871. Ventura County, with a county population similar to size and socio-economic status, had an average daily population of 1 , 200 prisoners. Kern. County, with a lower county population had 1,900 inmates. The MDF houses only 10 to 150 misdemeanants on- any given day. " The Division will continue this effort and expand it when an opportunity arises.- We are now the best- in the State, we cannot' do,- much more. RECOMMENDATION #36 (Page 66, Item 2) : That there should be greater uselof temporary, retired, and part-time personnel. RESPONSE: The County Sheriff-Coroner Department has, and will continue to, recruit all available and eligible retirees and temporary personnel. Letters of interest have been sent to all retirees, .many 'have­ responded, but some, 4ue-.to age, distance to -travel or physical disability cannot perform the duties. Also, it should be noted that we have a 90 days per year work limitation, imposed by law, which limits their availability for employment.. Currently the department has the highest number of 'employees : in this category in the history of the department and shall continue to work to expand the use of such personnel. RECOMMENDATION #.37 (Page 70, Item 1) : That the Board of .,Supervisors plan to reduce the anticipated costs of staffing the ..,new jail facilities by reducing the ratio of sworn personnel to inmates as well as the percentage of sworn to non-sworn ,personnel. RECOMMENDATION #38 (Page 70, Item 2) : That the Board of _Supervisors provide for staffing the new Richmond facility with a lower grade deputy sheriff . RESPONSE: , In response to the two above recommendations: The Board requested the County Administrator to conduct an analysis of the feasibility of using non-sworn personnel in various roles in Detention.-Division positions that do not have as their primary responsibility that of supervising inmates. Examples of positions which might Ye -studied included Work= Furlough field and custody officers. This further analysis is being accomplished in conjunction with a staffing analysis study for the proosed West County Justice -Center Detention Facility. -15- RECOMMENDATION #45 (Page 82) : That the Board of Supervisors direct a study by the County Administrator' s Office to determine the feasibility of replacing sworn personnel at the Work Furlough Center (excepting the lieutenant in charge) with civilian technicians. RESPONSE: See response to Recommendation #38. RECOMMENDATION #46 (Page 84, Item 1) : That the -Board of Supervisors renovate the old jail facility for suitable storage. space-badly=needed by. county departments-. - - - RESPONSE: The building is currently being used for a limited amount of dead storage. Problems with extending such use are the need to provide weatherization, clean-up of all asbestos, improved access, lighting and other basic improvements. Active storage would require greatly improved lighting and access. At present all access above the basement is by stairway. The building is suitable for limited dead storage with minimal improvements. Over time it may be desirable to expend the considerable funds necessary to increase the use of the building, but that option should be in phases and only when the cost of alternate storagesincreases to the point where expenditures* on the• jail. building. are cost effective. RECOMMENDATION #47 (Page 84, Item 2) : That the Board of Supervisors immediately contract with the City of Richmond to use _. the now unoccupied 45 to 55 bed jail located within the Richmond ut Police Department building for detention as well as a holding facility. RESPONSE: The use of the Richmond City jail as a booking and holding facility operated by the Sheriff ' s Department has received, extensive . study. A summary of the findings and _ recommendations of these studies can be found in the Adult Correctional Facilities Master Plan, Physical Facilities Capabilities, .pp. 2-15, and the Master Plan Update, 1983 , p. 2 . During the i984, County budget process, an estimated operating budget for taking over the Richmond City jail was developed. At that time, the estimate was $62,000 in one-time capital outlay costs and $891,000 for annual personnel and operating expenses. Because of liability concerns, the City-of Richmond now operates its jail as a temporary holding facility only. This means that prisoners can only be held up- to 48 hours - (excluding weekends and . holidays) . After that -time, they must be released or transported to the Martinez Detention Facility for booking. The Board of Corrections rated. capacity for the Richmond City jail is 56 . However, if the Richmond jail is to relieve the overcrowding at the Martinez Detention Facility, the jail would have to be operated as a Type II facility where prisoners could be held up -17- RECOMMENDATION 1 /-RECOMMENDATION #53 (Page 93 , Item 2) : That the Conflicts Panel be continued for two more years and then re-evaluated as to its cost. effectiveness. RESPONSE: The County' s first contract with the Contra Costa County Bar Association for conflict defense services covered fiscal year 1984-85. At its .termination, the County negotiated a new contract with the Contra Costa County Bar Association, which is in force now. The term of the current contract is July 1, 1985 - September 30, 1987. At its termination, the County will be analyzing the cost-effectiveness.. of continuing :to contract with- .the-- Bar Associat-ion. RECOMMENDATION #54 (Page 96) : That the Board of Supervisors increase the number of district attorney deputies and supporting clerical staff to accommodate the added caseload. The urgency -of the situation requires that action be taken immediately. RESPONSE: The Board of Supervisors recognizes the importance of adequate staffing of prosecution and support functions within the District Attorney' s Office. In 1985-86, the Board approved two new clerical positions for the District Attorney' s Office. The 1986-87 approved budget contains three attorney positions and '' three clerical positions to deal with workload issues at the branch offices. Three clerical positions were added, effective April 1, 1987 , to perform data input into the Law & Justice Information System. In addition, the Board, on August 5, decreased the number of fixed-term contract attorneys by 6 and increased the number of permanent career positions by the same number. This action increases the general experience level of ; attorneys in the office. RECOMMENDATION #55 (Page 99, Item 1) : That the Board of Supervisors immediately develop a "clearinghouse" for juveniles where they can be referred to for services that best meet their needs. ' RESPONSE: The County -Pr;obation Officer indicates that a clearinghouse for referral of juveniles would be a valuable resource and he concurs with the recommendation. While the implementation of this program is dependent upon the availability of funding,, the Probation Officer reports that there are several activities going on within the county which provide similar, if ,•limited,3 services. These include: . The Right Direction Project, the Juvenile �Justice- Coordinating Council, Probation -Resource .,-Officer, Children' s Home Society, Youth Servic.es. Bureau in West . ;County and -the professional staff of the Probation Department and the various police agencies. A fuller description of those programs is included . in the attached correspondence from the Probation officer. (See. Attachment D) _19- Frequently, lack of educational background can hinder a youth' s ability to be a viable candidate for the labor force. In that case, special vocationally linked remedial education is normally needed. While this is a worthy program, it would duplicate, in part, programs conducted by other agencies. It would be an expensive undertaking for the County to initiate such a project -and should be delayed pending availability of adequate funding. (See Attachment E) ._ RECOMMENDATION #60 (Page- 100, Item 6) : That the Board of Supervisors recognize the need to restore funding to the Volunteer Center of Contra Costa County to effectively administer the execution of Volunteer work imposed by Court order. RESPONSE: From 1980 to 1983, the County' s contract with the Volunteer Center was administered by the Probation Department in behalf of the Courts. According to Probation Department representatives, the number of juvenilereferrals during this three-year period was low ( about 320 per year) . As a result of budget cuts, the Probation Department had to eliminate the administration of the Volunteer Center program. In. its place, the Department developed the Juvenile Weekend Work Program, which has . been very successful both programatically and financially. Since 1983 , a yearly average of 820 youths have provided over 5,000 workdays per year. Fees from the program for 1985-86 totalled $40,770 and are projected to be over $50 , 00'0 in 1986-87 . In the current fiscal year, only the Bay Municipal Court has an agreement with the Volunteer Center. The Chief Deputy Clerk from Bay Court estimates that currently, no more than 20 juvenile referrals are made per month. Starting in February 1985 , the judges from the other three municipal courts elected to refer minor offenders directly to community service programs . However, .. few of these referrals are juveniles since most youths participate in the Probation Department Weekend Work Program or attend traffic school in lieu of paying fines. RECOMMENDATION #61 (Page 101, Item 7 ) : That the County Board of Education work within the school systems to expand its efforts in the teaching of substance abuse at the elementary level. RESPONSE: It is the responsibility of the County Board of Education to respond to this recommendation. RECOMMENDArfION #62 (Page 105, Item 1) : That the Board of Supervisors immediately proceed with construction of a new 120 bed, acute care hospital. This should include 80 medical/surgical beds, 40 psychiatric beds and a geriatric institute. ( See Section• on Geriatrics. ) This should provide a -21- . RESPONSE: It is the responsibility of the Board of Directors of Brookside Hospital to respond to this recommendation. RECOMMENDATION #66 (Page 112) : That the Board of Directors consider restoring the requirement of a majority of three in the termination of a contract of the .Hospital Administrator. (Referring to Mt. Diablo Hospital. ): RESPONSE: It is the responsibility of the Board of Directors of Mt.- Diablo Hospital to ' respond_ to this recommendation. , RECOMMENDATION#67 (Page 113 ) :- That the Board of Supervisors initiate legislative action regarding voter approval on changes in the reorganization (public to private) of district hospitals. RESPONSE: In recognition of the detailed concerns expressed by the Chief Executor Officer of Los Medanos Community Hospital District regarding this recommendation, it is suggested that the 1986=1987 Grand Jury meet with the Board of Directors of the Hospital District in an effort to resolve ..this matter. A further set of recommendations on this subject may then be appropriate. (See Attachment F for statements from Board of Directors of the . Los Medanos Hospital District. ) RECOMMENDATION #68 (Page 116 ) : The Grand Jury of 1985-86 commends John Muir Hospital, the Board of Supervisors and the Trauma Review Committee for addressing and solving the critical need for a trauma center in such a timely and productive fashion. RESPONSE: Concur. RECOMMENDATION #69 (Page 119, Item 1) : A more detailed work - program should be organized for women. _ RECOMMENDATION #70 (Page 119, Item 2) : The kitchen floor of Discovery House I . should be replaced immediately. RECOMMENDATION #71 (Page 119, Item 3 ) : The entire -kitchen of Discovery House I should be remodeled as it is too small to adequately serve the inhabitants. RECOMMENDATION #72 (Page 119, -Item 4) : On a long range :basis, the Board of Supervisors should investigate the possibility of enlarging the facilities of Discovery House II in order= to accommodate all clients of Discovery House I . This would eliminate rhe necessary rental of Discovery House I, 'and should be cost effective and more efficient. . RESPONSE: In response to the above four recommendations, a residential task force has been established to study and make -23- RESPONSE: The. Public Works Director concurs with this recommendation and indicates that the staff have recently completed a pamphlet entitled "This Is Your Creek. " It is now being distributed at various community meetings. Other pamphlets are being considered to explain the drainage ordinance. fee.. process and County Ordinance 1010 for creeks. Those pamphlets- will be given to the Community Development Department and the Building Inspection Department for distribution to people with questions.. District staff plan to meet with citizens' groups :and organizations- to acquaint the community with the role of the - Flood Control District. RECOMMENDATION #77 (Page 132, Item 3 ) : .That the Flood Control District keep the residents in all affected areas advised of the time sched4le of work to be done and being done. RESPONSE: The Public Works -Director concurs with the need for notices being given to residents in a timely manner. He indicates that all efforts are being made to contact everyone in the affected areas dependent upon available .time, funds, and personnel. RECOMMENDATION #78 (Page 140, Item 1) : That the Board of .Supervisors direct the County Administrator to designate. a staff member with specific responsibilities to avoid duplication, delays, confusion and communication breakdowns in County Government' s responses to public concerns. RECOMMENDATION #79 (Page 140, Item 2) : That the 1986-87 Grand . Jury and the Board of Supervisors are urged to consider a review of the extent to which the problems are being addressed by the responsible agencies. RESPONSE: = In response to the above two recommendations, the main purpose of County government is to provide service to the public. The County Administrator has the responsibility to ; ensure that County government responds fairly and quickly to , public concerns. The Board of Supervisors holds the County . Administrator accountable -.for this reponsibility. RECOMMENDATION #80 (Page 147, Item 1) : That the Board of Supervisors investigate the possibility of creating a countywide comprehensive- Emergency Medical Services -Program, which would include the use of Paramedic Firefighters and county-owned ambulances. 'RESPONSE: r "The Board of Supervisors agrees wholeheatedly with the need for a comprehensive, countywide paramedic program. The Board has directed that the Health Services Director report to the Board of Supervisors in December 1986 on various options for 'providing a countywide paramedic service. The possibility of 1 _25- institute arrangements for additional facilities. Considering given. the "increasing animal population in Contra Costa County. RESPONSE: The acquisition of land and the construction of additional animal service facilities in east and south county areas has been a long-range goal of the County. However, other more needed capital improvement projects will continue to have higher priority until special dedicated financing can be obtained- to pay for necessary land, construction and operation. RECOMMENDATION_.#83,- (Page 156,. Item 2) : That the Board of _ Supervisors enact an ordinance requiring -permits for boarding stables, kennels and pet -shops, regulated through the Animal Services Department. The Animal Services Department or its delegated vepresentative should be authorized to inspect these businesses regularly. RESPONSE: The existing County Code Ordinances require use permits be obtained in advance in order to operate boarding stables, kennels, and pet .shops. The review of the state and conditions of the stables and kennels is the responsibility of the Animal Control and Health Services Departments. The Animal Services Director reports that the additional costs necessary to inspect the facilities on a regular basis plus conducting investigation of complaints would exceed $60, 000 per year. Not included in this ongoing cost would be the one-time expenditure of obtaining a four-wheel drive and setting up the -, office and accounting procedures. New sources of revenue would have to be developed in order to cover these expenditures . RECOMMENDATION #84 (Page 156 , Item 3 ) : That the Volunteer Department -'be enlarged. RESPONSE: The Animal Services Director concurs in the need for an expanded volunteer program and will be presenting recom- mendations with the 1987-1988 budget requests. RECOMMENDATION #85 (Page 156, Item 4 ) : That the Board of 7,'14Supervisors direct the Animal Services Department to work out. an -arrangement with -the SPCA_`to care for abused animals until- the SPCA secures proper facilities. A fee should be negotiated for these services. RESPONSE: The present facilities and- staffing allocation of the Animal.?Services Department precludes the acceptance for care of the additional animals impounded by the SPCA. The reason for this is that the majority of animals-impounded by the SPCA are abused or neglected and require specific attention relative to -27- RECOMMENDATION #97 (Page 164, Item 12) : Establish a set location for an office and employ a coordinator to supervise the operation. RECOMMENDATION #98 (Page 164, Item 13) : Negotiate an agreement with the Board of Supervisors to increase the monthly stipend to $500 .00, PROVIDED THE SPCA implements the above recommendations. IF NOT, the Board of Supervisors should cancel the monthly contract. .RECOMMENDATION #99 (Page- 264, Item 14) : _ _ .- Investigate the use of volunteers.-from.-.organizations such as the AARP-,- RSVP, etc": in order to .have someone on duty to answer the telephone during the. day with an SPCA member answering the night calls. RESPONSE: t It is the responsibility of the Board of Directors of the SPCA to- respond to the 14 above recommendations. RECOMMENDATION #100 (Page 172) : That the Board of Supervisors acknowledge and commend the volunteer Reserve Officers of the COW. PATROL. RESPONSE: Concur. ;RECOMMENDATION #101 ( Interim Report-Mosquito Abatement District) : That the two Districts work out arrangements between the two Boards of Trustees and with the Contra Costa County Board of , Supervisors and the Local Agency Formation Commission (LAFCO) for ' consolidation of these Districts as soon as possible. RESPONSE: The consolidation of the two districts became effective July 1 , 1986 . The name of the new consolidated district is: Contra Costa Mosquito District. RECOMMENDATION #102 (Page "-180, Item 1) : That the Board of . Supervisors accept the responsibility for providing aggessive leadership in bringing together all cognizant agencies, cities, 'tand private entities to support and implement a coordinated county framework for waste disposal. RESPONSE:,_ The County for several years has had the goal of developing a working acceptance and understanding of the solid: waste problems of Contra Costa County. - Under the leadership of the Board of Supervisors, and through it advisory arm, the Solid Waste Commission, the County has participated in. the preparation-. of several studies to identify solid waste disposal sites; conducted educational sessions to which all franchising agencies had been invited; and has prepared a number of policy statements, including .planning and operational mandates: The Board of Supervisors approved and confirmed each. w Sanitaiton District and the Cities of Antioch and Pittsburg that additional sites be available for detailed investigation if the industry proposed sites should fail to gain approval. The four sites recently identified by the Southeast County Study cannot reasonably be designated as "alternate sites" because no one has come forward with the hundreds of thousands of dollars necessary to document the appropriateness of the sites. . Board .policy statements support the premise that there should be more than one site- for disposal of waste within the County of Contra Costa. The Board has not become more specific than that "in. terms. of_ "regional_- landfill sites. " It should be-pointed -out that the Central Contra Costa Sanitary District/County Study and the Southeast County .S_tudy identified a number of sites that could be investigated for use should any of the current proposed sites fail ,to gain permit approval. These sites ase located in the Franklin ,Canyon area of West County, South County near I-680 , and especially the southeast sector of the County. RECOMMENDATION #107 (Page 181, Item 6) : That the Board of Supervisors, in the planning and implementation of waste disposal services, should include not only dump site approval with appropriate state-of-the-art criteria, but a broader scope of facilities including, anintegrated -resource- recovery. program: 'Waste-to-enery conversion, recycling, composting, and gas recovery are particular priority features of such a program. These options, should be encouraged and given serious consideration. . RESPONSE: The Board of Supervisors supports all of the items mentioned in this Recommendation. Upon the completion of' the recycling study, it is anticipated that franchising agencies (cities and/or sanitary districts) will be asked and encouraged to implement one or another form of recycling program within their jurisdiction. Waste-to-energy has been studied in West and , Central County. _ Neither program has yet been accepted due to a variety of reasons. However, staff continue to monitor this .. option. Richmond Sanitary Services, is composting at its current site and more composting is being proposed as a part of its general plan for waste disposal within its franchising area:. Gas recovery-' is a necessary requirement , of!wany new landfill' and `is currently being extracted at-both :Acme Landfill and at the West Contra Costa, Sanitary Landfill: RECOMMENDArl)-2ON ' #108 (Page 182, Item 7 ) : That the Board of 'Supervisors recommends the installation of waste-to-energy conversion facilities if economically feasible and environmentally sound. -31- RESPONSE: The Board of Supervisors provides ongoing opportunity for the public to become involved in the development of landfill policy. The suggestion that a Citizens Advisory Committee be appointed to act as liaison between the landfill operator and the surrounding or host community, will be reviewed by the Solid Waste Commission and will very likely be included as a recommended condition of .land use permit. RECOMMENDATION- #11.2 - (Page. 189, Item 1) : That the -Board of Supervisors accept responsibility for the safe, healthful and- orderly administration of hazardous waste disposal in Contra Costa County. 'RESPONSE: The County has accepted the responsiblity for the safe, healthful, and orderly administration of hazardous waste disposal in Contra Costa County to the maximum extent of its jurisdictional authority. Class I (hazardous waste) disposal sites., are permitted .and regulated by the State Department of Health Services in their exclusive jurisdiction. The County Department of Health Services is monitoring the _operation of our --Class I sites and will continue to do so at the directive of the County Board of; Supervisors. RECOMMENDATION #.113 (Page 189, Item 2) : That the Board of Supervisors immediately initiate a countywide long-range study to determine .the impact of hazardous wastes on county residents . :: RESPONSE: The Board of Supervisors initiated a Hazardous 4:Waste Task Force in . L984 to evaluate hazardous waste generation , and disposal in this county and to make recommendations for comprehensively dealing with this issue. The 56 recommendations from the Hazardous Waste Task Force recently approved by the ; Board of Supervisors..will .establish public policy dealing with hazardous waste management -in this county. Long- range studies to determine the impact of hazardous waste would more . appropriately. follow the implementation of the Hazardous Waste -Task Force recommendations.: RECOMMENDATION #1'i4x ( Page ..189, Item 3 ) : That, as an overall .goal, the Board of Supervisors enforce regulations and support programs to reduce the amount of hazardous waste committed to landfill and encourage on-site waste reduction. RESPONSE: The Board of Supervisors has taken leadership in the' support of wDrograms to reduce the amount of hazardous waste directed toward landfill disposal and instead has strongly encouraged on-site reduction and treatment processing. The Board has adopted the recommendations of the Hazardous Waste Task Force which will enforce regulations and support programs to this end. -33- RECOMMENDATION #119 (Page 190 , Item .8) : That the Board of Supervisors encourage the development of ordinances by local jurisdictions, that would support a countywide effort to control hazardous wastes. RESPONSE: The Health Services Director indicates that the efforts to implement the 56 Hazardous Waste Task Force public policy recommendations pursuant to FY86/87 should determine the need for any additional local legislation required. The County encourages each city to adopt county ordinances by reference, or parallel- municipal ordinances, to confer jurisdiction on .the _ :. County, Department,-of: Health Services for providing program services concerning hazardous materials and/or hazardous -waste issues to each city. RECOMMENDATION #120 (Page 191, Item 9 ) : That the Board of Supervisors "require land use permits for new or substantially expanded development projects which could significantly and adversely effect public health of the environment and which generate; store, transport,, treat or dispose of significant amount of hazardous wastes, or which store to transport significant amounts of hazardous materials. " (See Hazardous Waste Task Force Recommendation #56. ) RESPONSE,-".1, TheCgmmun ty;-Dewe opment Department iso currently developing a -The- M� ordinance directed at this concern. ' _,RECOMMEN..DAT ;:QN, #:12;1 ;.APage,,1J9f1.,. Item.;1.0.). : That the. Board of . ,j ry Supervisors continue to monitor the identified "Super-fund" sites to assure that both existing sites and still-to-be-identified sites are cleaned up in an expeditious manner. RESPONSE: The County Department of Health Services, Environmental Health Division, in reponse to the Board' s directive in 1985, .is continuing to facilitate and monitor the cleanup of state and federal Super-fund hazardous waste disposal sites in this county. These efforts have significantly accelerated site characterization, remediation, and abatement activities in the last two years and will continue to be pursued. RECOMMENDATION #122 (Page 191,. Item 11) : That the Board of y Supervisors immediately develop- and implement a program of public education to alert citizens to the problem of hazardous wastes including participation in a household waste program. . RESPONSE: The Public Health and Environmental Health Divisions of the Hea-lth Services Department are coordinating an effort to promote public education conferences to alert citizens . to the problems of hazardous waste and- urge participation in a household hazardous waste collection program. This recommendtion is also contained in recommendations from the Hazardous Waste Task Force. Office of COUNTY -AUDITOR-CONTROLLER Contra Costa County Martinez, California August 14, 1986 1986 TO: Scott Tandy, Chief Assistant County Administrator Attention: George Johnson FROM: Donald L. Bouchet, Auditor-Controller By: J. Weber, Accountinc Services .;f;... SUBJECT: ,. Recommendations .of the 1985-1986 Gi�iury Reference your memo, same subject, dated July 24, 1986. Attached are our replies to the recommendations referred to this office. Please call me if you have any questions. JW:mp Attachments ATTACHMENT A Office of COUNTY AUDITOR-CONTROLLER Contra Costa County Martinez, California August 13, 1986 TO. C. L. Van hlarter, Assistant County Administrator T/ `y�1 FROM: Donald L. 5ouchet, Audtroller SUBJECT: Audit of Special Districts Reference your memorandum of August 6, 1986, above subject. Answering your questions in order: 1 . I do not believe I already have the authority to "perform financial oversight including validating the propriety of expenditures by (locally governed) special districts". ("locally governed" was not included in your question. ) tly role here is ministerial , i .e. , if an expenditure is approved by the independent governing board, I must process it unless --it -is clearly illegal . 2. Whether I would support the introduction and. passage of legislation to increase the scope of my responsibilities would depend on the content of the legislation, the most important issues to me being (1 ) clearly defining that scope, and (2) providing this office with the resources to comply. See items 3 and 4 below. 3. Without going into a detailed analysis, we make a rough estimate that it would require adding between 3 and 5 new positions to this office, plus related desks, calculators, storage space for vouchers, microfilm equipment, and data processing costs. As discussed in 4; below, it may also increase costs of County Counsel . There are approximately 50 locally governed districts in the county (excluding 20 autonomous school districts) that keep their money in the County Treasury. In addition, there are many other districts (e.g. Contra Costa Water District) that keep their money outside the County Treasury -- these would present quite an additional workload. 4. Other comments. Having discussed the "problem district" with the Grand Juries, I 've done a lot of .thinking about what is the most appropriate public policy in this matter. It seems to boil down to local vs centralized control . With . respect to the instances cited in the Grand Jury report (use of bond proceeds for burn plant studies and inability to find documentation supporting a payment to a contractor for services supposedly provided by a sub contractor) , -we suspect that the situation would not have changed under the recommendation. This is because (1 ) there was a Legal opinion that -the bond money could be spent for the burn plant, and (2) with respect to the sub contract for .public relations, as long as there was an invoice from the prime contractor approved Page 21 , Item l Auditor-Controller to close books so independent audit can be completed by October 30, 1986. The recommendation refers to the "County" , not the Auditor-Controller. For the last 8 years, the books have been closed and ready for audit by the end of the. first.week in September. Delays experienced by the auditors have been caused by the Hospital not preparing the Medicare and viedi-Cal Cost Reports on time. - The Hospital hires a consultant to assist in pre- paring the cost reports. The consulting company is a subsidiary of the accounting farm that does the audit. Early discussions with the 1985-86 auditors indicate that they will have personnel on-site earlier in the engagement to identify areas of delay, and that they will reorganize so the the Hospital audit will be integrated with the County audit. Hopefully these changes will provide early warnings of delays so that they can be dealt with promptly. Page 22, Item 4 Analyze hospital accounts receivable — determine which to retain. This recommendation refers to separation and identification of multi-year cost report receivable balances. . Three new general ledger sub-accounts were set up to account for prior year Med._icare and -�•ledi-Cal cost settlements. . Current year Medicare and Medi-Cal receivables continue to be. accounted for in separate accounts. As a result,' the tracking of current and prior year receivables/liabilities for these programs is easier and there is a clear audit trail . Page 23, Item 6 Establish bad-debt collection and write-off procedures. The need for a formal , written, Board approved bad-debt and write-off policy has been acknowledged by both the Hospital and this office. However, due to time and staffing constraints in both departments, such .a policy has not yet been developed. We anticipate that the recommendation will be fina.lized..during the current fiscal year. Page 24, Item 8 MIS - Mortgage Rev. Bond Books. A new accounting position has been established in the Auditor's Office which is devoted full time to the Home Mortgage Revenue Bond programs admin- istered by Lhe Community Development Department. Personal computer equipment and software will most likely be used in maintaining the programs' books. This will be operational in the coming fiscal year (1986-87) . . Page 26, Item 12b Coordination of independent audit with Grand Jury audit. The Auditor's Office is in complete agreement with this recommendation. CONTRA COSTA COUNTY COMMUNITY DEVELOPMENT DEPARTMENT DATE: August 15, 1986 TO: Phil Batchelor, County Administrator Attention: .Scott Tandy, Chief Assistant A m' istrator FROM: Harvey Bragdon, Director of Community De . s SUBJECT: RECOMMENDATIONS OF THE 1985-86 GRAND J Ri _ _ Attached to this forwarding memorandum are my responses to the items referred to me in your memorandum of July 24, 1986. The responses are made in sequence of page and item number. In an earlier memorandum, dated August 4, 1986, two items were brought to your attention as not pertaining to this Department or as requiring addi- tional information from another department. It appears that other depart- ments may also have to respond in part to items attached. I direct your attention to: Page 24, item 8: Refer to Retirement. Page '42 & 43, items 2. 3 & 4: Require additional responses from Public Works. Page 156,. item 2: Requires further response from Animal Control . Should either you or your staff have any questions regarding these respons- es, I suggest the following persons on my staff as contact personnel : Karl Wandry: Items referred to on Pages 72, 156 & 191. Paul Kilkenny: Items referred to on Pages 42, 43, & 180 through 183. Robert Chung: Items referred to on Pages 46 through 48. Absent on any of the above, Ron deVincenzi or I will handle and coordinate the questions. RdU:gms as2:GJuryRec.t8 Attachment. ATTACHMENT B -2- .Grand Jury Recommendation #2, Pg. 42 Suggests that the Board work "in concert with the water districts to secure the. land needed to accommodate this goal". The Board's Water Committee and the Water Agency for which the Board of Supervisors is the governing body- has, on many occasions, supported the water district in. its plan to provide additional storage and to acquire land to do so. The Board has also supported Contra Costa Water District and East Bay Municipal Utility District in their search to find ways and means to share water and other facilities. County staff has served on the Contra Costa Water District Task Force that has met periodically to review the progress of that District's studies leading toward the acquisition of watershed and development of a water storage project. The Board of Supervisors has consistently supported the water agencies in the County and the Federal Bureau of Reclamation in its pursuit of alternative locations for water intake as embodied in the reformation program for the Contra Costa Canal , the Kellogg/Los Vaqueros Project. There are no prohibitions to the Contra Costa Water District now obtaining control of land in the Los Vaqueros Reservoir site when there is a willing seller. The ability to condemn for this purpose cannot be exercised until the water district has completed .the environmental impact report process. Once that process is done and the district has, in fact, a project, then condemnation proceedings can be used. The Grand Jury's fear about the loss of the capabilities to-secure good water quality. . ." is a relative statement. The water provided by `East Bay Municipal Utility District to a substantial portion of our population is indeed the best ofuag lity. Additionally, the water furnished by Contra Costa Water District to its treated water division people and as a wholesaler to cities and industries is already "good water" and is now in pursuit of a way to improve that good water quality. Grand Jury Recommendation #3, Pg. 43 Memorializes the Contra Costa Water District attempts to purchase the Bankhead property. -The Contra Costa County Board of Supervisors has supported the Water District in this pursuit to obtain watershed areas in the Los Vaqueros Project area. As of August 11, 1986, the Contra Costa Water District has purchased and/or is discussing the purchase of approximately 2200 acres within the Los Vaqueros project and that involves a total of -approximately 22,000 acres. .Grand Jury Recommendation #4, Pg. 43 Deals with the Board of Supervisors actively supporting a bond issue to make it possible for the Water District to acquire Los Vaqueros properties. The Water District has engaged the services of special consultants to examine their financial situation and to prepare for them various project descriptions and estimates. Until those studies are done, it is very difficult to make a final decision as to whether property acquisition can be consummated on a pay as you go basis or on some other revenue or bond basis.. 4 -4- Grand Jury Recommendation #1-C, Pg. 47 Special effort should be made to attract to the Transportation Authority Committee quality transportation. talent presently located throughout the County. Response, . . The County has hired a Deputy Director of Transportation Planning in the Community Development __Department, as well as several Senior Transportation Planners to do advance and current transportation planning. Furthermore, engineering expertise is already available within the Transportation Planning Division. Special assignments which require assistance from the Public Works Department are to be staffed as the need arises. Grand Jury Recommendation #1-D, Pg. 47 " That all the necessary administrative and financial requirements are expeditiously met so the Transportation Authority can start operating in the beginning of Fiscal Year 1987. Response Should the proposed one-half cent sales tax measure pass in November, the Transportation Authority is to begin operations in calendar year 1987. Grand Jury Recommendation #2-A, Pg. 48 The development of a transportation plan for the County taking into account the input of other groups, should be completed by the end of Fiscal Year 1987. Response The development of a transportation plan will be done in conjunction with the update of the General Plan. It is not expected to be completed before the end of Fiscal Year 1987 but probably by the end of calendar year 1987. Grand. Jury Recommendation #2-B, Pg. 48 That the transportation plan be closely coordinated with land use planning. Response See response to #2-A. -6- Grand Jury Recommendation #3-C, Pg. 49 The establishment of express buses to alleviate congested areas East County; West County and Central County. Response Some work is being done on the County Employees TSM measures to help remove single driver vehicles from the road and to replace them with either carpools or vanpools. In terms of express buses in congested areas, BART, CCCTA, WestCat and Tri-Delta are all trying to alleviate the congested areas by .scheduling express bus services. Grand Jury Recommendation #3-D, Pg. 49 A light rail using abandoned railroad rights of way. Response Currently, the Southern Pacific right-of-way has not been completely purchased. Nevertheless, when the right of way has been secured, there stillneeds to. be a study to decide what type of transit if any should be used in this corridor. Potential uses include: (a) high occupancy vehicle lane for carpool , vanpool , or exclusive bus lanes, or (b) for light or rapid rail or some combination of the previous alternatives mentioned. It is conceivable that the abandoned railroad right of way ma6y be designated for a light rail system. Gran& Jury Recommendation #2, Pg. 72 That planning departments include in the requirements for all building permits adequate parking provisions. Within the County the Community Development Department requires parking of all building permits as defined by Chapter 82-16 Off-Street Parking of the County Code. Exceptions to these requirements exist where a variance has been granted to the parking requirement through the public hearing process as required by Chapter 26-2 Planning Agency, Article. 26-2.20, of the County Code. Grand Jury Recommendation #2, Pg. 156 That the Board of Supervisors enact an ordinance requiring permits for boarding stables, kennels and pet shops, regulated through the Animal Services Department as its delegated representative inspect these businesses daily. Chapter 82-4 defines kennels and dog fanciers in Article 82-4.2, Section 82-4.220 and 82-4.232 respectively. j -8- Grand Jury Recommendation #2, Pg. 180 . . ."The Board accept-responsibility for strong direction and accountability assignment to County departments in carrying out these tasks in planning and control of waste .disposal operations" . The Board of Supervisors has always given strong support to the environmental health staff 'in the control of waste disposal operations. Keep in mind the age and level of technology involved in, the solid waste disposal- site permits that exist. The Board has consistently rendered decisions based on the County Solid Waste Management Plan and has authorized Community Development Department staff participation and coordination with the various studies and interest groups which have been created in the last several years. Grand Jury Recommendation #3, Pg. 180 . . ."The Board designate a lead agency headed by an impartial individual , with both technical and leadership qualifications, to resolve the solid waste problem: . The Board of Supervisors has not elected to enter the solid waste collection or solid waste disposal businesses in an entrepreneurial sense. It has confined its activities to planning matters and the exercise of those duties assigned to it by law, such as land use and enforcement agency activities. Because the Board is not an actual supplier of services or .,waste sites, it cannot resolve the solid waste problems by its own . initiative. The cooperation and participation of the industry as well as the franchising agencies is an absolute necessity. Grand Jury Recommendation #4, Pg. 180 . . ."The Board exert every effort to extend the life of Acme Fill". This matter has been processed and pushed by the Board members personally, by the Board collectively, but the County Administrator's Office, by the Community Development Department staff. A decision in this matter now _',.rests on the desk of the Commanding Officer of the U.S. Army Corps of " Engineers in San Francisco. Grand Jury Recommendation #5, Pg. 181 . . ."The Board of' Supervisors, in its approval process, should give equal consideration to all sites that have been identified". _10- Grand Jury Recommendation #7, Pg. 182 This recommendation simply states that which is already embodied in the Board of Supervisors' Solid Waste Management Plan, that is, support- for waste to energy if economically feasible .and environmentally sound. This has been the pursuit of all waste to energy projects in the Bay Area for several years, Grand Jury Recommendation #8, Pg. 182 This recommendation deals with the acquisition of the ability of public agencies to control and direct the wastestream. - The Board has dealt .with this issue a number of times in the last several years, -and on each occasion has supported the-recommendations of the Solid Waste Commission that franchising agencies include in their franchise agreements the ability to direct the disposition and disposal of the wastestream. The Board has invited comments and commitment, on a number of occasions, from the cities concerning the formation of a joint exercise of powers that would manage the disposal of the watestream. Grand Jury Recommendation #9, Pg. 182 This recommendation suggests that land use permits for landfills be subject to periodic review. The. Solid _Waste Commission has adopted: a policy statement that would, if .adopted by the Board, be a condition of the land use permit, that specified ,,conditions of the permit be reviewed every three years. Grand Jury Recommendation #10, Pg.. 183 . . ."The Board should 'undertake a broad-based plan of public education in matters of waste disposal". . .and especially should create a citizens advisory committee >as an adjunct to the issuance of a land use permit for a new landfill. The Board, by recommendation for the Solid Waste Commission and its staff, has provided numerous opportunities for public input and participation in the development of landfill policy statements, input to the various studies; the Planning Commission EIR process at the notice of preparation stage, the EIR .comment stage, the public hearing part of the land use and other -permits process. All of these activities have, as a prime objective, the educating of the public and 'the inviting of comments as a part of the decision-making process. The suggestion that a Citizens Advisory Committee be appointed to act as liaison between the landfill operator and the surrounding or host community, will be reviewed by the Solid Waste Commission and will very likely be included as a recommended condition of land use permit. Sheriff 'Coroner Richard K. Rainey Contra Costa County SHERIFF-CORONER Warren E. Rupf P.O. Box 391 Assistant Sheriff Martinez, California 94553-0039 Gerald T. Mitosinka (415) 372-2402 Assistant Sheriff To: Phil Batchelor, County Administrator Date: August 27, 1986 Attention : George Johnson, Deputy County Administrator From: Richard K . Rainey, Sheriff-Coroner subject: Grand Jury Report - R-esponse By : Gerald T. Mitosinka, Assistant Sheriff , The following is the response to the 1985-86 recommendation of the Contra Costa Grand Jury contained in their Annual Report. 1. Grand Jury Recommendation - Bailiffs That the Board of Supervisors take the necessary steps to combine the responsibility forthetraining and supervision of bailiffs of all courts within the County and assign it to the Marshal.: The subject of consolidation with the Marshal's Office of the Bailiff responsi- bility has been thoroughly reviewed by independent consultants and is now the _subject of review by the Service- Division for final consideration and negotiation by both Departments, the County Administrator and*the Board of Supervisors. 2. Grand Jury Recommendation - Overtime That the Sheriff's Department consider alternate solutions such as: increased work alternative programs, increased work furlough transfers and greater use of early release method`s'-`through parole, good time, etc. The Department has for the past decade been the Statewide leader in intro- ducing and promoting alternatives to incarceration -consistent with public safety. ' Ms. Carol Kizziah, an independent corrections consultant hired by the County Administrator, stated in a recent study: "Contra Costa has the lowest rate in the State, with the exception of a few small rural counties. In 1985, Contra Costa had an average daily population of 871. Ventura County, with a County population similar in size and socio-economic status, had an average daily population of 1, 200 prisoners. Kern County, with a lower County population had 1,900 inmates. The MDF houses only 10 to 15% misdemeanants on any given day . The Department will continue this eff�rt.and expand it when an: opportunity a.. arises. ; ATTACHMENT C r.rd Er>i.!nt_ !_I' c. E?rilr�iry E%IPLOYER Phil Batchelor, County Administrator August 27, 1956 Page 3 Although the facility has an atmosphere of being "low keyed" it must be recognized as a jail . There are always sentenced inmates on the premises who have to be constantly supervised. The female capacity is 40 inmates with only 4 or 5 women ever being on _work furlough at any one time. The remainder-are "time servers" who remain at the facility to serve their sentence(s) on any number of charges. The facility also houses sentenced males who,,-again, are not in the work or school furlough program and also must be supervised. ::Consequently, the facility has been classified as a Class III, sentenced and Class IV, work release institution by the State Board of Corrections: This requires that the sentenced inmates who are always on the premises receive constant close professional supervision. These inmates can amount to 50 or more when the facility is at capacity. Additionally, the inmates on work furlough have to be supervised not only when at the facility but also at their job sites. Custody staff is used for both in-house supervision as well as making unannounced field checks of inmates at work. The three field deputies are also responsible for County parole investigations and .supervision: Xrgreat deal of their time is spent on these parole investi- gations. They therefore perform two functions, Field Deputy and Deputy Parole Officer. In order to conduct an adequate, in-depth investigation, certain investigative techniques and skills are esstential which are learned by being a Deputy Sheriff. Through their training they are able to make better judgements and assessments of candidates entering the program and those they supervise, both on work furlough and parolees. Also, with Deputy Sheriffs at the facility, their training and expertise allows them to perform broader functions. They can be utilized in both custody and field positions when necessary for better efficiency and supervision, which is done. The facility is also conducive to light duty assignments for deputies who are recovering from injuries. By assigning a deputy to the facility while he/she is.recovering from injuries, or other ailments, the County realizes a cost savings by being able 'to use that person who would otherwise be home convalescing. Through the supervision provided, these deputies' progress can be closely monitored with assistance and guidance given -throughout his/her recovery . In this way a deputy can perform.a valuable function during recovery and ultimately be returned to full duty rather than early retirement. With the average age of the Sheriff's Department personnel. becoming younger, the Work Furlough Facility is staffed by older, more mature deputies who have developed that degree of sensitivity and understanding necessary for successful supervision of inmates. With the average age of staff being 41 years, it gives older deputies who choose, the opportunity to finish their careers in a less stressful atmosphere rather than being assigned to a stress related job with the possibility of incurring a debilitating injury . Phil Batchelor, County Administrator August 27, 1986 Page 5 Numerous studies have been conducted since 1969 on the feasibility of utilizing the Richmond Jail 'for County prisoners. Each of these studies have found the proposal not to be cost-effective. These studies are still valid. The Grand Jury is in error to state that the Board of Corrections approved the facility for a Type 111 (sentenced inmates) . The Richmond Facility, is only approved for what it is, a 48-hour holding facility and not for §entence.d prisoners- The recommendation is not cost-effective. 18. Grand Jury Recommendation - Old Jail That the Board of Supervisors rennovate the old jail facility for suitable storage space badly needed by County departments. The facility is not under the jurisdiction of the Sheriff-Coroner and therefore we have no position on how the facility should be utilized in the future. With recent funding being supplied by the Board of Supervisors for additional inmate housing, the Sheriff-Coroner's Department no longer wishes it for inmate use. RKR :mjf _ Attachments Staffing: Dei ntion The Result From time to time over these past five years, i have forwarded to you samples o= acclaim that the Martinez Detention Facility (,MOF) and its -staff have received. The American institute of A,rchit2cture, t:":e Na'ienai T nstitute of Corrections, the National Sheriffs ' Association, and the P.merican Jail �;ssccTation have all featured this facility and stair in its publications and training conf2r2nces. Additionally, they have developed policies endorsing the. prMciples ef'operations that were founder in Contra Cos a County. I:t'2 MCF- is One o Cn i`! 1-': aCCr2Gi ted jd 1 I I aC i I 1 t-es thr^vUGilOUt tie hni Stat2S and Canada. Over. 210030 pry essionals from 41 , states✓and 11 foreign countries have visited the facilii /. Major jail systeirs throughout the country are now adopting the architecture and methods of operation of the it?CF. These systems include New York City, M tam i , Foreland, Seattle, R",o ; Las Vegas, etc. , etc. A far cry from a decade ago. Despite our present overcrowding, the nation still considers this county the model for desicn and cperat ions Of tie future. Are 'r!2 prOfessiona i ? You bet we are and we can prove it. Fl anni na the t"OF ve must not forget that :, s county, in planning a n2':! Q2tenLion T CT1itV, initially expeneec in excess of $1 250,000 for a traditional jail plan that- was hatwas rejecter' tv all concerned -- the Department, the publ ick and t^ankf a ; 1 /, th-n Scar"; of �V,�.e:•�/i Clir> The reJecl.ed plan was cer a:inly el liClenl., one deputy sheriff for each floor of 200 inmates. it was certainly secure, 14-foot thick walls at the foundation, no wihdows and filled with sophis- tTCate'� hdrd4Var' and S2CUrlt`y deViCeS. -owever efficient and secure the building was, it would certainly have been an expensive disaster for this county if it had been built. U.ron rejection; o- this initial plan, the Board formulated a new a?proacn, citing new national standards, envoking extensive citizen participation, hiring an cutstandina national architectural firm and traveling to and learning from the state of the art jails at that time. The process was extensive, and at times slow and burdensom. "ewever, the result o that icresieht and patience has been the historical turnina point for this nation' s ja i is -- the MDF. v Ai parties involved in the i•1DF planning process recognized that by re:rovi„_ -,-ie traditional barrier between staff and inmates, by providing huriane End constitutional treatment, and by complying with national sta;ndares, would require SGf icient Staff that Were well mOt7Vatcd, highly. 'educated and specifically well t-ained .for the challenge which awaited t"em. Thi_ -was a different jail , unlike all others throughout the country and therefore different strategies were required. The Department, the citizen Detention .Facility Advisory -Corrmittee (DFAC) , the County. Administrator, the late Arthur Will-, the Ecard of Supervisors and the public were all aware and recocnized this additional challenge and accepted the responsibility for insuring that the quality of staff would equal the quality of- the facility. We have met our responsibilities . Staffina: Detention -4- S-30-85 The Profession The day has long passed in the corrections profession where an agency could hire off the street, pin a badge on, hand over a set of keys and out them to work. Jail litigation is the civil rights issue of the 1980' s. You must be good or the court is going to get you. In almost every system throughout this country, where correctional officers are Employed, the demands for equal pay are present and in many cases they are aranted±. Las . Vegas, for example, -resolved their recuritira and retention prob',ems only by granting equal pay with street deputies. Neighboring Soncma County is now discussing rcverti ng� back to either equa i pay or deputy shieri ffs:. i ALtitionally,- California State Senator Barry Keene, the Senate iMa;;ori L� CiOr, Stated t%e 1O1lGVtina in TO`Jina CD -1373 L;i. Gh the Si3t2 Cc!le CC•`.:t2C-%i:.na pea C S�.:._2't•S h�_'1 e one. 63 ti;1e most de-ma;-,ding Q w e:' 'o.tccmenti job's in the state, thei t c^mpensa%Lon .Za3.s 6a,'L behind tha_f o' toca- policeo 'Lc e' and deputc'es. . "i<e2xe'.6 Senate 8 iU 1373 ,ntov idesti zi aeccmrnend z �0A Co/VLec.iCCna� peace C 6CC2'L5' bCL a�LL'Ly hnG2S 1 adv.is on y co°.,.�?ec-i.Lv e batya,ixi.ng putpoa e,s-- be based upon pay sca es .in eompatabze tocati 18.4 p e;,c 21i `," v"7. co,-t2cti.ona? peace o.j!ic 2_5, 2, the stat—, e r.�2zc y22 ave,` ee. Runn,inc ,state P:t�,ser�,s 1:1 a A-a e a;1d ,secu.L> manne,-L Z5 a tough enouoh job. It- show1dn't be cour- p _ pounded by co,t mc.taZe c_ >>sed' by that a,:.z 30-40 petc2sl1' be ow pas•tt The profession has taken a clear stance. he American Correcwiona1 A3so- clation, the gyrational She'iTzs� Association, the -American Jcal Association 1' l Institute of Corrections have all a opted policy statements and trio Na Mona d that demand equal pay for corrections. The CG(1niSSiGn On Accreditation for Corrections, the a,ency which accreditS Our facility. has as one Of their essential standards a:ld one in `n'hilch have agraed by contract to comply with, the followina: C:; a.t� .• L-Ji JU - mp2n.s l.0/i lA.)L,l oc2.t atm ebur;a--a 1 s2 �o,t ?iu '.o z +1G. i 2;1� .t^2m2n _ OJ As jjsti; ca:' ,,oh they. ci the fol Iowinci "CO�i2C+Lo;2S has become a;1 inc.-Leasi/L:,L-/ C:�I?7-9-x alio Lno lite°d.: The srLiUs, knou,_ edge wt2as,ra tt.ihu.te,S and pe"L.SonaZ Ci1a`aCtvtLd i iC.S h e U('-Led -o3'JCC-pec Lona" o�� 'cekLS have a.•'_..So •become incn.ea.s.i.igZy comp.22x avid de-manding, and coni idv�ac.Zy di'6 ete.n atom those tequ, t-`d c' �.aw en6orLc2mesl t pe tsonsl2*.. Co.,,tec.tionaZ o '4.�ee'r,s mus.,`_ be ab.Z2 to .intetpte� and imp.iement cowtti deets�osls x�2z.tirig to duL process and di,sc.i.pZe ncAy Staffing: Detention -b- 9-30-015 Our neighboring county of Sonoma has experienced these very problems and the following is a direct quote from a recent report to the Sonoma Board of Supervisors concerning their efforts to recruit and train competent staff from their available workforce. "N.is�o%� ica2Z-t, jc ins h.,ve no.t been an ar,.ea whe-te 5und-tng bodies ciesited tic s;-end money no.t taty en6otcemen-t adm.inis vtw- o%mss or-ted do send .t,.2;,, bestpecpte. Mote o6.t en 'than not, bucket toque s is >ori mote stia�j, betitt� its ini nag out s :`e- o t-t equ,r-ment we tut down to de'eat qu,ickey du Ling F bodyet he^-`,rings aAd taw en`otce_ment adm.ini,5t'Lato%L5 did not want .l J the pattUt ofCnVes i(C�� COn heques 5 3,0". the no"_-so-popula;-L enhancements, .(..e., the Co:v2ect_Ccnat y j C-, , :Ce,,L .d 2iLifS wc_s -L'A"C"i.La y deve_ oped Soh budCte-taAy ti2^SJYa 1 which meant a tolvetina of quaZificf t i..ons Stand-lAds aid Tteinina 6,tom ti,le De;ruty $(1eiii5's �52h(eS. CO{2S2qu2j,iZy, jaZcs remained a tow and it wa,5 not unti.Z the &tt2,- vent-ion e5 .the Fedeta.Z Cowtts .that enhancements began to happen. "Ptesentey, at .the ditection o' .the Boc✓cd.o3 Supe.�,Lv.isoAs, tale { County Pmsonnet and the Shvi35's Depattinents have once aaain embattled on an "a.22-out" tectvLitment &Live bot Coatecti.ona? O''i.cets. Out o' the 6iast.-sz appticants cvLti.S-ied, only 4 ;gave made 4'_2 t1kouah the bac,-'Z9 r_.tocess. when '7 oo' .the - 4 aro?icants t0u,tned the Xia.in Jail she rejected the job o6l,2,t. ,T 1ati Lelt us-w th .3 n2v peopte. . D t Bina .the A.orme pet,iod'o " ti Lme, we ate tos-ina pG.S-S Cbt l b empZc L,zes 'of a net toss c 3 C J 6icv'tis. Fou.t o', t he-S e ate •Z2av4{1a to beCCme Deputy S h'e,1t,i 5 6 'A. "The second atoup, t,;ho Gte ;,te5enuy .in the piLoce s of back,- k _G icund invQs- Lgatic:1, do not helm to be bait; nq any be.ttet. fLj-te'L d(sCtSs1-C{1 will lilt CCrn.IaCip.6yeho�og ', DfL_ f chaeZ Robeiws, who is one of .the -top taU en'otcement/COhILeCtionaZ psychotogis-t s -Cit _4'_,1e nation, is^e j,i23ent group o6 ap�pticants cute among the wcrsti he has ever seen. DA. Roberts said he cou,2d not betieve t,lese peo-Li cote toohina bot eaneeus .in A c:,��ect-i ons and �,iati, 'pasti et im i;1a 2 behavio-t, extensive u;0--to-dc to ha.td dtuo use, poet phy.-icat hea?,th, and tying i on the appti,_- tion aj-L2 aene,«wZy the Aute tathel--L .than the l .ex.ce-ti n. ' "This a25o 5e?,75 do be eorS.i.5 te,tit with the ta5t toting . c3 arpti^a{its whe�e it came down .to towet,ina dome hiAina ,5tanda,tds do meet .tl�1e Detent-_on Division's emetaeneu needs . This is not an acce,- 'abte method o ',Lp i.ng vaciincicts ane hc_L tLesuL-,ad in t�,tac',,Linglf 3upetv4,s-COn ptobZe.,n-5, and an .ine,Lease in comrtu{1,LS -invotv.ing dtua use, the.'zs, _ - b,cu-t.a2 l ty, e-ic., res elt�i;:y {1 .i:tite tnat .inv es:igat ions and in ,some Case, on. " "Many o6 -these 5otk6 have pGb:Zvn.s wZth .int o`;'2vJZsoncL- 15!tEUs, knabi, ity .to head ctL wt.ite toy ,ibty, a{1d *to 'nab.i_i ty to comp-tehend -the eomptex,%ty o an eY.vte.+reEY dig ;'ieuU job with huge demands . Ia 6ae.t, i,1e Fedc,,wtCC-u/*Lt. tIU:'LLtll�i, i1�t. TomLonelLaQn, has teC11117nenaea 'Staffing:- Detention -8- 9-30-85 This department, for years, did not have a lateral hiring process and are lest many fine staff because of this omission. Since becoming Sheriff- Coroner, - the department has instituted the lateral hiring program and now we do gain some personnel from the system. However, as in the past, we also lose personnel , two during the month of September. Presently, our system is stabilized, we gain some and we lose some. To lower standards and pay will create an irreversible exodus from this department. Frankly, alho is ooinq to leave another department to entar our service at a paysCA . 20-25 S below vifiat they are row earning? NeBODY. "ethods o- Inc`--mentaion ` The- imp Of a COrreCtiCnal Officer series poses substantial PrCCI `T� i r,i n 'f:�r a iT,Gment, how are :de Go :ria t0 accomplish 15 1 this S transition L 1 1, regretfully, it occurs. El iminate all detention deputy sheriff positions and dclvnorade them to correctional officer. A few presently unemployed candidates will certainly accept the lo.•!er paid position, but only for a short duration. Experience has shewn that the ma-iority will quickly leave, takingwith them their skills and training, to fill the numerous vacanc;!es available in other departments. There is no question that it will take literally years, if ever, to 'recover. Meanwhile, we will still ,have increasing_n.umbers of-inmates and shifts to fill with only senior- deputy sheriffs at time and cne half at top step. Hardly a cost savings. The only other alternative Will be to phase in t-e program'by replacinc each vas r,,r�410uty. sheriff Is position alit:h~t`iat of correctional of icer. 1,14,th t1he rami tulle cf the-tra ns i tion tra.f w-i-1 l be r-nwi-red, i t wi l i literally take years , if acain, ever, for such a transition to be made. In the meantime, either the equal work/equal pay provisions of law will be enforced, or the inevitable will occur; those hired, their union and this department will be demandirig equal pay based upon all the problems .•;Inial . We have heretofore outlined to you. . in every county where this action has occured, equal pay and benefits are either being demanded or achiever. The en ti ;.•-1=emenc to sa� e..y ret�irement me,'00t f� h;p has already been es tabl is by laa and by the California courts . In any case, the county will no- i-any Substantial savings through attrition for many years, if ever. You need only to remember the .recent situation with your qualified nur-sin_ staff. You were faced with a situation of either payino the prevailing payscale available at local public and private hospitals or of losing your experienced and trained nursing staff. You made the correct decisicn '/iduals what the` Were WOr�n in the or�ya;linc a , that time LL,-/ paying indi marketplace. Deputy sheriffs are certainly no different. D2fid nds Uco n It is no secret that cur facilities -are acutely overc:ro •,vded and that tyi department has taken extrerie measures to maintain our population levels at tolerable levels. The MDF was designed for 386 and hovers continually. at 600= and- the Marsh Creek Facility, which hous. l 90-100, now holds 262 and miter the 'first of the year will house 322. Stafrina: Detention -10- G-30-85 Popular Plyths Jails hold a peculiar fascination for everyone, government, t ,e courts , the media and the public. Managing such a facility places one in, t`lat proverbial fishbowl . No nhatter ghat occurs, the jail is the subject of unusual attention. An assault or suicide on the streets hardly 'war'rants media attention, ho-.-ie-ver, "Vii t7i n a jai 1 the same action results is i n front pace coverage. This is a fact e life that one accepts and recognizes when occupying my posiTien. Addit onall , cutting the jail 's budget is always a popular [m,ove because 'it(iC/" (tier in at�S") don' t �ieSe!"Ve it anylda`, Ihi'S attitUd� has 'le_d most counties down a Iona, difficult and expenS.'/e pa.t,a. The ;:ai se economies made by actir,c U on p0pul.ar .maths ins- - 07 i a proper and responsible di SChar e G i the public t':^US , has r Su I ted 1 1 court mandated expenditures Tar a`,ove that which would have been nC ma1 : V { required. it is not popular to spend money on a jail and inmates and, yes, you villi surely be criticized for such expe�ir-tures. However, as long as we have criminals, as long as we operate jails, and as long asthe public demands longer sentences, we must spend an appropriate amount of money to insure that our SCVe nment meets its constitutional responsibilities, ftcwe`!er unpopular that may be. This res?onsibility includes sufficient facilites plus competent, well trained and adequately compensated stair. You are now conSiderina a cath Whi3cih others have already unsGCcesSful I '/ taken and are now returninG to Chart another course. Talk t0 your feiI supervisors frim Other counties and ask t`:e-m what their pre: 'seSSors i � for t0 solve and then ask vourse( - .v rich path to ske. You a" =_ r no.,i camblinc with your present course. Comparable CCun;.y fluency F_C it i i:es We have already CiSCUssed our ICM p r c-;-pita e pendii,ures c c m D ed ='.!i t coiipa'rabl e Count i_S, but hcvJ do v:= Co+m .are internal ly w t Ot ie?' s im 1 a county responsibilltieS . The costs associated with housinQ and tre�tinc individuals in Cthe'.r C�-:ht_/ facilities are Substantially higher when compared to our Department c!etention syste^ rate o;: 13, 1i per, year. !Then you consider the annual cost per year per juvenile 4t JUVenile ;:all ($39,818) , the Boys Ranch Ali CiiO`. c t ^rR e =r' S Center t r ' ( ,_ ) , the CBCs Center ( �C , _tel , th Gi 1 C rater .) , 'C. Lrie retOXiflGation Centers (510,''25) then you must also realize that '.iE o-.-e-- by -erby far, the cheapest per person c�-linty I_ lllty. In addition, we hav_e the lamest concentration G; tie- v Glen t:­,e ;.,entally i11 and the recalcitrant- inmates. LJ};-t is an "'GrcDriate c� 3"y This i an %e:.tremely imoortant subject to discuss. What should Centra Costa County pay their staff for working under the stress and strain of an overcrowded detention system Where the non-violent and passive inmates have been selectively released. . The concentration of felons, i .e. , Stafina: Detentioci -l2- 9-30-85 Implications for the New Facii i ty The Department and the New Facility Project Team have based the entire program for the neer facility upon, the demonstrated competence of cur staff. For example, to save future dollars we have expanded modules from 48 inmates (recommended by the National Institute of Corrections) to 64. Additionally. we have approved a campus design which allows one deputy to supervise t:lo modules (containing 128 inmates) on the morning shirt. Toilets and security locks have been removed from the cells. The very program and future desicn of this building requires only the finest in staff if it is to be successful.. If this proposal is approved, I ani lett with no choice but to demand that a nes:/ program and a facility which will incorporate a much higher level -of. sec i` 1i r :+l E. i Gi �Tl} '' I rL'r Ur? SU�S1�„i_ 1 �r�;- ' =Ur. urity a c c;r Al , �icn wi q tie additional s. Flexibility in job assignments is vital to the long term operations of any sheriff's department. 1 have Tong insisted that all deputy sheriff, personnel be able to respond to any emergency situation which may a•risc throuanout this county. ' We vii i T have east rcuakes; we w i i 1 have mass de ;,cn- strations;`-we have huge spills of toxic wastes; and we will have riots. Our previous. history serves as a lesson for tomorrow. When such incidents hvve occured., the ability to quickly respond with all available trained staff (las moven invaluAblc. I ;Dant trained deputy sherif-s on the 1inE; no ma;ttar what trie I r current duty assignment maybe -- patrol --coroners , detention etc. The public -demands that their el, ec ted offiCiais be prepared, to the best of their abilities, for the efficient conduct of their responsibilities dUr1nC titlES. O.f emzr�encv. This is an essential responsibility of GOvern:me i.. 1 recognize that these incidents' do not occur on a dally or even yearly basis. But when emergencies do occur, and they c?rtainly will , we must b` prepared. Please consider the negative consequences to the public order- if I cannot utilize approximately 100= off-duty personnel in an e..merg.ency situation because they are correctional officers and not trained in la'a enforcement res ,onsibilities. Please understand that correctional officers are not polio officerS and therefore cannot be utilized outside the confines of a detention facility, Impie:,entaticn of the correctional Officer series would seriously ?E.3Gcr-4 h j - } ' n.i -el J/ -aS�Grd tJ do l r emergency SiiL'ci foil my a 11 L., L GuCy.,�a i.... i , G ce em Concl us ion Every county r_spons;5i i i `y is important. Each person, no ratter what their situation in life or r_sponsibility with the county, performs an important task. La-wyers, engineers, planners, equipment operators, nurses, ' etc. , all h;ve a function to perform and the public expects, no. demands , that each duty be performed by capable and qualified staff. We would never consider utilizing para-1egals to represent us in court, students to engineer our roadaiays and flood control projects, or LIN"s to make a medical diagnosis or prescribe medication. In that same light, we should ation S. Buck P�robatibn Department Contra nl�j t-`� tc, `' ` County Probation Officer Administrative Offices Costa ; 1Ct`�r, 10th Floor County Administration Building r =" 651 Pine Street Martinez, California 94553 U1 (415) 372-2700 ��/ �(;fta,. _ (,0�'' To: Scott Tandy bate: August 8, 1986 Chief Assistant Administrator From: Jerry Buck Subject$, ,Recommendation of the 1,995-86 County Probation Officer Grand Jury The specific recommendation is the establishment of a clearing house for referral of juveniles to service providers. To develop a clearing house would, of course, take money to identify resources, to maintain a current-'1st, to publicize as a resource, and to staff. It would be a valuableresour..ce .and the Probation Department supports the concept. There are several activities going on within Contra Costa County that relate to resources for juveniles, that are not discussed in the Grand Jury report. I think that they are worthwhile being mentioned in our response. 1 . The Right ,Direction Project. This project has been under development since 'February. and` became-operational -within the last couple of weeks . A copy of its mission and objectives is attached. Basically this project is de- signed to connect youngsters, known to Probation, with service providers in the private sector. Judi Parent is the Director and, at present, she can be reached at 372-2743. .2. Juvenile Justice Coordinating Council . This is a group of public and private providers, schools, and the Juvenile Court that meet monthly to exchange information as to programs, activities, etc. that are for juveniles in Contra Costa County. Some of the programs mentioned in the Grand Jury report are members. There are two Councils. The largest meets at Pleasant Hill Police Department and represents Central , South and East County. The second group meets in West-County and represents agencies from that area. Discussion- has started as to the development of more geographic representative Councils with=an overall coordinating group. By geographic is meant a separate council-_for West, South , Central and East County. This concept could lead- to .even more-agency/school involvement and an improved information sharing between geographic areas. ATTACH!,.IENT D Scott Tandy -3- August 8, 1986 5. The job referral service program is a long term need. The Probation Department is presently developing a job referral program for youngsters who have been ordered to pay restitution to victims. It could be assumed that a few of these juveniles would work into permanent jobs. 6. Restore funding to the Volunteer Bureau. I agree with this in that, at one time, the Volunteer Bureau was a resource to the department. At present, individual deputies develop their own volunteer resources. 7. Substance abuse education in the schools should be encouraged. Thank you for the opportunity to respond to the Grand Jury report. JB:ls Attachment THE RIGHT DIRECTION PROJECT ITS MISSION, OBJECTIVES, AND APPROACH A. THE NATURE OF RDP: The Right Direction- Project -sprung from the identification of gaps in the service delivery -system for juveniles in- the justice system following publication of The Juvenile Corrections -Master Plan, - (Contra Costa County, 1983)_. Modeled- after a successful program in the San Fernando Valley,--- RDP is a community program designed to address, the apparent failure of large numbers of its youth to grow up successfully. Recognizing that this failure is shared by indivi- dual young people themselves and the communities in which they live, RDP came into existence to act as a catalyst between identified youth and community resources. The. philosophy of RDP is to find and "connect" the juvenile with service providers in the private sector in order to address and ameliorate the causative factors of delinquent behavior. In so doing, identified youth are able to behave responsibly in their communities, sparing themselves further involvement with the justice system and making our communities better places in which to live. B. THE RDP GOAL AND OBJECTIVES: The basic mission or goal of RDP is to mobilize the resources of the local community to the end that these resources can be brought to bear on selected problems of youth in that community. In carrying out this goal , RDP seeks to achieve five specific objectives, as follows: 1 . Intake of youth in trouble or at risk of getting into trouble. 2. Assessing each youth' s problem(s) and identifying services needed to resolve the problem(s) . 3. Developing a comprehensive and organized inventory of community resources through which services youth problems can be met and resolved. 4. Connecting each youth with a provider of services appropriate to the needs of the youth and conducting follow-up activities to assure that the connection has occurred. 5. Performing periodic program evaluations and reviews and providing feedback- to the community and both public and private agencies requestingor providing services. Pr6bation Department contra Gerald S. Suck } County Probation Officer Administrative Offices Costa t. 10th Floor County Administration Building ��1 651 Pine Street Martinez, California 94553 (415) 372-2700 To: Scott Tandy, Date: July 29, 9986 Chief Assistant Administrator Attn: George Johnson From: Gerald -S. Buck, Subject Grand. Jury Report, Item No. 86 County Probation Officer The recommendation concerning the Contra Costa County Boys' Ranch is "That the Board of Supervisors continue to support this program". am in 100% agreement with the Grand. Jury recommendation! GSB/CR:ds r%r ;: G i , A 1[?:_ CCe,rMA G05TA CLXX4TY PRNATE 1NDU$TRY COUNCIL 2423 t159D LJNE, aJiTE 100 =NCORD. CA 94520 $71 -4239 MTE August 15,1986 cc : ►o Scott Tandy, Chief Assistant Administrator County, Administrator's Office j. 'itoM A. C. Miner, Executive Director Private Industry Council RJOJECT 85/86 GRAND JURY- RECOMMENDATIONS This office has no argument with a Grand Jury's recommendation that the Board institute a job referral service program for juveniles. It is unclear what is meant by the qualification that it be for juveniles who are without proper or sufficient educational background. Frequently, lack of educational background can hinder a youths ability to be a viable candidate for the labor force. In that case, special vocationally linked remedial education is normally needed. Currently the State Employment Service is the presumed job referral agency for job ready youth. Low income youth who need training to become job ready are candidates for the DTPA programs administered by the PIC. It would appear that if the Board of Supervisors accepts the first recommendation and develops a clearinghouse for juveniles, that clearinghouse should also provide referrals to appropriate employment referral agencies. Ideally, a youth employment coordinating agency could be established. This department has had some experience in this type of effort with our Summer Youth Jobs Program where we have supplemented existing youth employment local and state efforts. A coordinated effort would require participation by County employment and educational agencies, an inventory of existing efforts, the identification of gaps in the existing efforts, and the funding of services necessary to eliminate the gaps and bring the existing services into a decentralized but unified system. We would be pleased to lead such an effort, but that would require County funding. We lack the resources to undertake such an effort, and legal restrictions on JTPA funds would probably preclude us from being able to completely fund such an activity if our resources were greater. If the Board is seriously interested in establishing such a program, we are willing to contact the existing service providers to discuss the concept enough to formulate a .budget and workplan for the Board to consider as part of its FY 87/88 budget. However, if it is not assessed that the Board will have revenues in, 87/88 to implement and fund a new ongoing program, I would suggest the referral be .included. in the clearinghouse concept. ACM:baj ATTACHMENT E 14 . LM CHI Los Meclanos Community Hospital District August 13, 1986 C.L. Van Matter Assistant County Administrator County Administration Building Martinez, California 94553 Dear Mr. Van Matter: I am responding to your letter of August 6, 1986 in which you requested my comments to assist you in preparing a response for the Board of Supervisors to the report of the 1985-1986 Grand .Jury. Specifically you requested my comments on the recommendation found on page 113 of that report . Unfortunately, the Grand Jury was presented with and used completely inaccurate information in deciding on their recommendation. Therefore, the recommendation which flows from that information becomes purely academic since we have no way of knowing what the Grand Jury would recommend if they had the correct information. It is extremely unfortunate that the Grand Jury made a judgement concerning Los Medanos Community Hospital on the basis of inaccurate information. The District Board of Directors and the hospital administrator were not contacted about this information, which could. have been easily corrected. The process that the Board of Supervisors is beginning , i .e. preparing a response to the Grand Jury Report , is an unwitting confirmation of the damage that has been done to Los Medanos Community Hospital by this-_report. Your letter is necessarily based on the assumption that the findings of the Grand Jury are factual and that the recommendation for action flows from a finding of fact. Because of the erroneous information used by the Grand Jury, that understandable assumption is absolutely incorrect. The 1985-1986 report of the Grand Jury incorrectly states: "This hospital (.Los Medanos Community Hospital) is unique because in 1985 , the Directors voted to lease the facility to a group of doctors. The doctors created The Health Care Corporation, which is a 'private for profit.' hospital. The district is the 'landlord ' thus being immune;. from litigation." ATTACHMENT F 2311 Loveridge Road Pittsburg. CA 94565 (41S) 432-2200 The Board of Directors of the Los Medanos Community Hospital district reacted very strongly to the Grand Jury Report. The Board is proud of its actions with regard to reorganization. Mr. Landrum wrote to the present and past Foremen of the Grand Jury on July 15, 1986, offering to provide accurate information concerning the reorganization. The Board is sure that this information will reasssure the Gra-nd Jury of the. public ' s participation in and benefit from the reorganization prbcess the Board . followed. Please contact me at your convenience to discuss this matter... I am looking forward to speaking with you soon on this issue. Sincerely, Efton Hall, Jr. Administrator/Chief Executor Officer EHJ:DMS:bae cc: John Bedford Ed Boysen, M.D. Art Chomer Paul Corbin Elsio DeMarco Don Landrum Lillian Pride Nick Ventrice Enclosure The fact that the District is acting as "landlord" to the Health Care Corporation for the hospital building has not to do with immunity from litigation. The building is owned by another corporation, -the Hospital Building Corporation, which was formed in 1976 specifically forpurposes of bonded indebtedness security. The Hospital Building Corporation leases the building to the District, which in turn includes the use of the building in ' the operating lease arrangements with the Health Care Corporatidn. The -Health Care Corporation has no immunity from litigation. There has been no change in the litigation exposure which the District, as a government entity, has always had. The Los Medanos Community Hospital structural reorganization was carried out with complete public disclosure and with full public support. The District mounted an extensive public information campaign concerning the plan. The District took out advertisements, sent direct mail pieces and . cooperated with the press. Local newspapers ran dozens of articles on all 'the stages of the reorganization Every government agency, including the Contra Costa Board of Supervisors, was invited to participate in an extensive series of public meetings which afforded every opportunity for input into the reorganization plan. Representatives of the general public, city, county and state governments , business and industry, labor and trade organizations, political and social groups, professional health associations, employee groups , and local media representatives attended meetings, made suggestions and comments, and were in overwhelming agreement with the outcome of the process. No suggestion was ever raised by any member of these groups to hold a District election on the reorganization. An editorial column in the Daily Ledger.Post Dispatch of May 26 , 1985 said, "Hospital officials have lived up to their obligations as operators of an open governmental district. The taxpayers are being fully informed of their elected representatives ' intentions and are being given every opportunity to voice their opinions on the issue. Citizens can't ask any more of their elected hospital officials:" We are proud of our actions with regard to the reorganization issue. If the members of the Grand Jury have any further questions, we would be happy to provide them with accurate information concerning the District 's reorganization, which we are sure will reassure them of the public's participation in and benefit from this reorganization process. Sincerely, Don L. Landrum President Board of Airectors Los Medanos Community Hospital District • f CONTRA COSTA COUNTY HEALTH SERVICES DEPARTMENT •l _ To: Scott Tandy, Date: August 20, 19-86 Chief Assistant - County Administrator From: `ar F inucane, / Subject: Responses to 1985-86 Health Services Director Grand Jury As requested in your July 24, 1986 memorandum, we are providing the following responses to the 1985-86 Grand Jury recommendations: Page No. Item No. Response 22 4 In order to assist those readers of the County Finance System' s reports who are unfamiliar with or lack access .to, the individual components of the Hospital 's Medicare and Medi-Cal reserve accounts , two new accounts were established in fiscal 1985/86 to segregate and distinctly report the estimated amount due to or due from the Medicare and Medi -Cal programs as a result of cost report submissions. Since there are generally only two transactions (one tentative settlement and one final settlement) which _occur subsequent to the initial establishment of a - `` fiscal year's estimated cost report receivable/ payable, the Auditor Controller 's Office and the Health Services Department felt that one account for all Medicare and one account for all Medi -Cal cost report amounts would be a sufficient level of.-detail for casual users of the County' s- reports. Establishment of these two new accounts should allow readers of these reports to more easily recognize amounts due .to/from the Medicare and Medi -Cal program as a result of estimated cost report settlements as opposed to amounts due from those proqrams as a result of outstanding patient accounts receivable. 23 5 Effective July 1, 1985, the Health Services Department and County Data Processing successfully implemented a:computer interface program -which • records gross patient charges on -the County's Finance System on a monthly basis. The Health Services ATTACHMENT G X-LB-GRJU1 A-41 8/81 3. Page No. Item No. Response 100 7 The A/DA/MH Division is already actively working with the schools . In West County we fund the "Y" Team in conjunction with the Y.M.C.A. working with the ele- mentary schools. We fund Youth Connection, which works actively with the John Swett School District. We have active participation in the East County school alcohol and -.drug prevention programs through Pur NEAT and Center for Human Development contracts. We employ counselors in the Pittsburg School District to provide drug counseling programs. We have recently been awarded grants as a result of AB 1924 to provide specialized prevention programs in the Richmond and San Ramon School Districts. We are working with Supervisor Tom Torlakson in developing a countywide drug and alcohol prevention program speci - fically to help in establishing a comprehensive drug and alcohol prevention curriculum in the schools. 105 1 On January 14, 1986, the Board of Supervisors adopted in concept the recommendation of Health Services Director, Mark Finucane, to build a new county hospi - tal and to establish a geriatrics institute pending further studies on the feasibility of this recommen- dation. It is anticipated that the feasibility studies will commence in September and that following the comple- tion of those studies, the Board of Supervisors will make a final decision on building a replacement hospital . The option of contracting with other hospitals in the County to provide services for indigent patients was thoroughly explored in the study conducted by the Health Services Department in 1985. That option was not recommended because of the uncertainty about future costs once the county hospital was closed and .the reluctance of private physicians -to provide medi - cal care to indigent patients for a variety of econo- mic .and social reasons. However, the Health Services :Department continues to explore the possibility of some shared services or modified contracting arrange- ments with the County's three district hospitals and with the private hospital-s as well . 109 1(a-c) As noted above, Mr. Finucane's January 14, 1986 recommendation to the Board of Supervisors included X-LB-GRJU3 5. Page No. Item No. Response 189 1 The Contra Costa County Boar& of. Supervisors has accepted the responsibility for the safe,- healthful , and orderly administration oP- hazardou_s waste d.i s.po-- ' . sal in Contra CostaCounty to the maximum extent *of its jurisdictional authority. Class -1 (hazardous waste) disposal sites are permitted and regulated by the State Department of Health Services in their exclusive jurisdiction. The County Department of Health Services is monitoring the operation of our Class I sites and will continue to do so at the directive of the County Board of Supervisors. 189 2 - The Board of Supervisors initiated a Hazardous Waste Task Force in 1984 to evaluate hazardous waste generation and disposal in this county and make recommendations for comprehensively dealing wit-h -this issue. The 56 recommendations from the Hazardous Waste Task Force recently approved by the Board of Supervisors will establish public policy dealing with hazardous waste management in .th_is county. Long range studies to determine the impact of hazardous waste would more appropriately follow the implemen- tation of the Hazardous Waste Task Force recommen- dations. .189 3 The recommendations of the Hazardous Waste Task Force adopted by the Board of Supervisors specifically implements this Grand Jury recommendation that" the Board of Supervisors enforce regulations and support programs to reduce the amount of hazardous waste com- mitted .to landfill and encourage on-site waste-reduc- tion and treatment as . a matter of public policy. 189 4 With the enactment of AB2185/2187 and pending legislation including AB2870, the issue concerning respective roles of state and local agencies in enforcing hazardous waste regulations is being clarified. This legislation specifically delegates hazardous waste and hazardous materials oversight and jurisdiction at the:_local level . With respect to' hazardous waste legis.l,ation at the local level , our local programs have been enhanced and are still being escalated to provide public protections. 190 5 The Board of Supervisors is currently moving to appoint a Hazardous Materials Commission to implement the 56 public policy recommendations advanced by the X-LB-GRJU5 7. Page No. Item No. Response county. These efforts have significantly accelerated site characterization, remediation, and abatement activities in the last two years and will continue to be pursued . 191 11 The Public Health and Environmental Health Divisions of the Health Services Department are coordinating an effort to promote public education conferences to alert citizens to the problems of hazardous waste including, prospectively, participation in a house- hold hazardous waste collection program. This recom- mendation is also contained in recommendations from the°Hazardous Waste Task Force. MF :LB:bgg X-LB-GRJU7 1. D To: BOARD OF SUPERVISORS FROM: INTERNAL OPERATIONS COMMITTEE Contra Cx)stQ DATE: July 28, 1986 VJc i "1L SUBJECT: Establishment of a Water Task Force SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND Alm JUSTIFICATION RECOMMENDATIONS: 1 . Establish a Water Task Force consisting of 26 voting and 2 non-voting members as follows: Number Organization 5 Supervisorial appointment, one from each district. 4 City representatives to be appointed by the Mayors' Conference. Two of the persons appointed are to be from cities served by the Contra Costa Water District, with one member representing treated water cities and the other representing untreated water cities. Two representatives from cities served by East Bay Water. 5 All Water Districts in the County, including East Bay Municipal Utility District, Contra Costa Water District, Oakley Water District, Byron-Bethany Irrigation District, and East Contra Costa Irrigation District. 1 Member of a past County Grand Jury 1 Contra Costa County Farm Bureau 2 Private• Industry 1 Concerned Citizens for Improved Quality Water 1 League of Women Voters CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR X RECOMMENDATION OF BOARD COMMITTEE APVPROV OTHER ����,¢ SIGNATURE(S): Nanc C. Fanden unne I4. McPeak D" ACTION OF BOARD ON _ July 29, 1986 APPROVED AS RECOMMENDED �_ OTHER VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS (ABSENT AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. CC: County Administrator ATTESTED July 29 , 1986 Community Development Director PHIL BATCHELOR. CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR O AA4n�i� o� BY n. ,DEPUTY Page 2 1 Committee for Water Policy Consensus 1 United Anglers 1 Marine Operators 1 Audubon Society 1 Bay Institute 1 EDF TOTAL 26 Voting Members 2 Non-voting Members. . . . . . .Water contractors TOTAL 28 2 . In addition to the Water Task Force, there is also created a Technical Advisory Committee consisting of representation from the following organizations: County Community Development Department County Public Works Department County Health Services Department State Department of Water Resources Federal Bureau of Reclamation Regional Water Quality Control Boards ( 2) Local Agency Formation Commission Staff U. S. Army Corps of Engineers Private interested citizens 3 . Authorize the Chair of the Board to forward a letter to the County' s State and Federal delegations inviting them to send representatives to the Water Task Force meetings. 4 . The Task Force and the Technical Advisory Committee shall terminate December 31, 1987, unless continued by the Board. 5 . Request the Director of Community Development to solicit the names of persons to serve on the Water Task Force and to report back to the Internal Operations Committee for review and recommendation to the full Board. 6 . Direct the Water Task Force to begin with as given, baseline policy and incorporate into its work the existing policies of the Contra Costa County Water Agency and the Contra Costa County Board of Supervisors, specifically including the following policies: a. Continued opposition to the Peripheral Canal; b. New Water Ethic Policy Statement adopted in 1982; C. Adopted policies of the Committee for Water Policy Consensus; d. Adopted position regarding joint-management of the CCWD-EBMUD water supplies. BACKGROUND: On July 8, 1986, the Board approved a recommendation by Supervisor Nancy Fanden that the Board establish a Water Task Force to review water delivery in the County and make recommendations to the Board and the General Plan Review 0 + Page 3 Committee on water-related issues. The Committee composition, clarification of goals, and development of a timeframe were referred to the Internal Operations Committee for a report back to the Board. Our Committee discussed this matter on July 28, 1986. It was noted that the Board has been concerned about water issues for some time, and that a variety of groups and committees have addressed specific water-related problems. However, the Committee believes that what is needed now is a broad-based committee to review overall water issues and their current or potential impact on the County. The County is currently undertaking a General Plan review. It is timely that recommendations on water-related matters be developed and fed into the General Plan review process. It was noted that water is the single most critical factor in controlling growth and development. Without the availability of water, growth is stymied. The quantity, quality, and distribution of water are matters of Countywide concern. It is important that the Water Task Force include representatives from all geographical areas of the County as well as from a wide variety of organizations interested in water. Because of the significance of this matter, the Committee should report directly to the Board of Supervisors. The Committtee recommendations will be shared with the General Plan Review Committee for consideration in development of General Plan policies and strategies. FISCAL IMPACT• The Community Development Department will have the responsibility of staffing and providing clerical support to this new Task Force. The cost of this staff support is not currently provided in the Department' s budget. An estimate of this cost is being prepared and will be provided to the Board as soon as possible.