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THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on June 14, 1994, by the following vote:
AYES: Supervisors Smith, DeSaulnier, Torlakson and Bishop
NOES: None
ABSENT: Supervisor Powers
ABSTAIN: None
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SUBJECT: Report No. 9408 of the 1993-91994 Contra Costa County Grand Jury
IT IS BY THE BOARD ORDERED that Report 9408 of the 1993-1994 Contra Costa
County Grand Jury on recommendations of and responses to the 1992-1993 Grand Jury
Reports is REFERRED to the County Administrator.
I hereby oertlfy that this is a true and correct copy of
an action taken and entered on the minutes of the
Board of Su on the date mown.
ATTESTED:
PHIL BAT ELOK Clerk of the Board
of Supermls rs and County Administrator
By =�
Deputy
cc: County Administrator
County Counsel
1 . 69
A REPORT BY
THE 1993-94 CONTRA COSTA COUNTY GRAND JURY
1020 Ward Street
Martinez, CA 94553
(510) 646-2345 ECEN 0
R
Report No. 9408
RECOMMENDATIONS OF
AND RESPONSES TO
1992-93 GRAND JURY REPORTS
Approved by the Grand Jury:
Date:
u t h M. Mullin
Grand Jury Foreman
A;e:
pted fo Filing:
D / -
Richard E. Amason
Judge of the Superior Court
SECTION 933(c) OF THE CALIFORNIA PENAL CODE
Sec. 933. Findings and recommendations; comment of
governing bodies, elective officers, or agency heads.
(c) No later than 90 days after the grand jury submits a
final report on the operations of any public agency subject
to its reviewing authority, the governing body of the public
agency shall comment to the presiding judge of the superior
court on the findings and recommendations pertaining to
matters under the control of the governing body, and every
elective county officer or agency head for which the grand
jury has responsibility pursuant to Section 914.1 shall
comment within 60 days to the presiding judge of the
superior court, with an information copy sent to the board
of supervisors, on the findings and recommendations
pertaining to matters under the control of that county officer
or agency head and any agency or agencies which that
officer or agency head supervises or controls. In any city
and county, the mayor shall also comment on the findings
and recommendations. All such comments and reports shall
forthwith be submitted to the presiding judge of the superior
court who impaneled the grand jury. A copy of all
responses to grand jury reports shall be placed on file with
the clerk of the public agency and the office of the county
clerk, or the mayor when applicable, and shall remain on file
in those offices. One copy shall be placed on file with the
applicable grand jury final report by, and in the control of
the currently impaneled grand jury, where it shall be
maintained for a minimum of five years. (Added by Stats.
1961, c. 1284, § 1. Amended by Stats. 1963, c. 674, § 1;
Stats. 1974, c. 393, § 6; Stats. 1974, c. 1396, § 3; Stats.
1977, c. 107, § 6; Stats. 1977, c. 187, § 1; Stats. 1980, c.
543, § 1; Stats. 1981, c. 203, § 1; Stats. 1982, c. 1408, § 5;
Stats. 1985, c. 221, § 1; Stats. 1987, c. 690, § 1; Stats.
1988, c. 1297, §5)
Former § 933, added by Stats. 1982, c. 1408, § 6, amended by Stats.
1985,c. 221, § 2, operative Jan. 1, 1989, was repealed by Stats. 1987,
c. 690, §2.
Former § 933, added by Stats. 1959, c. 501, § 2, was repealed by
Stats. 1959,c. 1812, § 3.
INTRODUCTION:
The Contra Costa County Grand Jury's primary role is to enhance the public's awareness of the
activities of its local government and many special districts. To attain that goal, the Grand Jury
publishes papers commenting on various aspects of governmental activities and offering
r,ecommendations. In accordance with Section 933(c) of the California Penal Code, the
governing body of a public agency or its designated administrator must respond to these
recommendations to the presiding judge within ninety days. Elected officials must respond to
recommendations within sixty days. These responses are a matter of public record. The
recommendations and responses to the 1992-93 Grand Jury reports are included in this report.
Analysis of Responses to Grand Jury
Year Total Accept Accept/ Accept/ Non-response Reject
As Modified Partial
1990-91 389 287 67 35
1991-92 75 43 9 2 1 20
1992-93 60 32 14 8 6
EXPLANATION OF CODE WORDS USED
Code Word Meaning
1.Accept(A) Recommendation wastwill be implemented.
2.Accept/As Modified(AM) Essence of recommendation was agreed to, but
was/will be implemented in a different manner.
3.Accept/Partial(AP) Part of the recommendation was accepted and
was/will be implemented and part was rejected
and will not be implemented.
4.No Response(N) No response to the recommendation.
5.Non-response(NR) A response was received but did not
adequately address the recommendation.
6.Reject(R) Recommendation will not be implemented.
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Report Number Title Agency Status
9301 Hazardous Materials Board of Supervisors(BOS)
Program Violates Public Trust
Recommendation#1: Accept/As Modified
Immediately relieve the Health Services Department of responsibility for implementation of
Section 25500 of the Health and Safety Code.
Response:
"As noted in the attached Plan of Correction,the County Administrator has directed that an
identified individual be assigned responsibility for accomplishing each of the responses to the
eleven identified issues and to do so by specified date.The County Administrator has also
directed that detailed sheets be prepared on each issue in order to provide the status, on a bi-
weekly basis, of the progress toward accomplishing each of the identified objectives. We assume
that underlying the Grand Jury's recommendation was the basic interest in getting the identified
problems"fixed".
At this time, it appears to the Board of Supervisors that satisfactory progress is being made on
each of the identified issues. The bi-weekly meetings are continuing for the indefinite future.
Whether it will eventually be necessary to remove the Hazardous Materials Programs from the
Health Services Department will depend on the continued progress which is made in the coming
months. It is important to note that the Hazardous Materials Programs need to be coordinated
closely with Public Health and the general Environmental Health Programs."
Recommendation#2: Accept/As Modified
Immediately reassign the Hazardous Materials Division, on an Interim basis, to the office of the
County Administrator pending a complete assessment of corrective actions necessary to bring
the County into compliance with AB 2185.
Response:
"The County Administrator and Health Services Director will be responsible for continuing to
assess the corrective actions which are necessary to bring the County into compliance with AB
2185.
It appears that the important objective here is to give the identified problems a high priority for
resolution,to develop a realistic action plan, and then to closely monitor progress toward
achieving the identified objectives. We do not believe that an immediate organizational
reassignment to the County Administrator's Office is necessary in order to achieve these
objectives. The increased involvement of the County Administrator through bi-weekly meetings
with Health Services staff and the on-going involvement of the County Administrator, who chairs
the Hazardous Materials Council, are believed to be sufficient to insure rapid progress in
resolving the identified problems. The County Administrator will continue to evaluate the need
for any other organizational changes. The Board of Supervisors believes the progress which is
being made, as is evidenced by the Plan of Correction, accomplishes the Grand Jury's
underlying goal."
Recommendation#3: Accept
Immediately authorize new position, Director of Hazardous Materials, to be funded from AB 2185
revenues and direct the County Administrator to fill the position within sixty days of the
authorization. Responsibilities of the Director of Hazardous Materials should include developing
and instituting standard operating procedures supervise staff to insure the Hazardous Materials
operations comply with all county and state mandates.
Response: Accept
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Recommendation#4: Accept/As Modified
Concurrently, appoint a Hazardous Materials Task Force comprised of community, business,
local government, and fire district representatives. The Task Force will evaluate organizational
models including, but not limited to, decentralization, integration within local fire districts of
inspection and emergency responses services as well as privatization of these services.
a. Within 120 days of appointment,the Task Force present its recommendations for a
proposed Area Plan and Inspection Plan to the Board of Supervisors. Funding required
to support the Task Force to be paid from AB 2185 revenues.
b. Within 30 days of receiving the recommendations of the Hazardous Materials Task
Force, The Board of Supervisors approve the updated Area Plan and Inspection Plan
and submit them to the State of California for certification.
Response:
"The Hazardous Materials Commission will be responsible for evaluating alternative
organizational structures for the Hazardous Materials Division and for providing their
recommendations to the Internal Operations Committee...'
The Hazardous Materials Commission is also asked to consider the wisdom of making changes
to the membership of the Commission in order to provide additional seats for individuals
representing those communities which are most likely to be impacted by hazardous materials
and hazardous waste releases and to report their conclusions and recommendations to the
Internal Operations Committee.
The Health Services Director will be responsible for insuring that the Area Plan and Inspection
Plan are presented to the Hazardous Materials Commission for the Commission's review in a
timely manner...."
Recommendation#5: Accept
Immediately establish a method for continuous monitoring of the performance of the Hazardous
Materials Division to assure citizens of compliance with all county and state Hazardous Materials
mandates.
Response* Accept
Report Number Title Agency Status
9302 Consultant costs- CCWD
Contra Costa Water District CCWD
Recommendation#1: Reject
Within thirty days, adopt a policy prohibiting the hiring of retired members of the Board of
Directors as paid consultants.
Response:
"The Board of Directors does not agree with this recommendation. It is the Board's position that
there may be occasions where it is necessary, as a result of the unique experience, background,
and other qualifications of an individual,that retention would be to the benefit of the CCWD for
limited term.
The Board has, however, directed staff to prepare an amendment to the Code of Regulations
providing for specific criteria which would be considered with respect to the use of a former
employee as a consultant. It is expected that the Board of Directors will consider an amendment
to the Code of Regulations within the next 30 days. The policy will contain criteria to be used in
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deciding on their qualifications for retention, requirements for a specific scope of work in the
contracts, and a limit for the contract."
Recommendation#2: Accept
Within thirty days, amend its policy to include a specific justifiable time limit in the use of former
employees as consultants.
RespQ ses: Accept
Recommendation#3: Accept
Within thirty days, develop implement a policy to insure that all consultant contracts be specific
in scope of service.
Response: Accept
Recommendation#4: Accept ,
Direct the Internal Auditor to immediately include in his examination all consulting expenses.
Response: Accept
Recommendation#5: Reject
Immediately comply with its own Code of Ethics.
Response:
"The Board of Directors disagrees with the premise of this recommendation. It is the opinion of
the Board of Directors that they are in compliance with the CCWD Code of Ethics and no action
is required."
Recommendation#6: Reject
Immediately exercise its option to terminate the contracts of the two consultants.
Res oto nse:
"The 1992-93 contracts for Messrs. Devito and Randall expired June 30, 1993. The 1993-94
contracts will be considered by the Board of Directors in the immediate future. The Board's
decision with respect to either will be consistent with the policy direction set forth in
Recommendations No. 1 and 2 herein...."
Report Number Title Agency Status
9303 Summary Report Of Responses
to the 1992-93 Grand Jury Reports
No recommendations were made.
Report Number Title Agency Status
9304 The Need for Managerial BOS
Audits in Contra Costa County
Recommendation#1: Non-response
Within six months, establish a Management Audit Program that insures that monies expended
will result in a net saving to the county.
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13� onse:
"This response is accepted.
The Board of Supervisors is in favor of management audits if by management audits the Grand
Jury has in mind the fixing of the purpose of a department or program, agreeing on a set of
objectives and measurable outcomes and then periodically reviewing the progress of the
department or program in achieving each of the agreed-upon objectives.
On April 22,1993, the Board of Supervisors adopted the ...guidelines for a Performance-Based
Budget,which includes the identification of the 3-5 most important measurable service outcomes
and performance standards for each department. In addition,Performance Objectives should be
adopted for each department, these Performance Objectives include the identified service
outcomes and performance standards, but also include other management objectives, such as
affirmative action and the delivery of courteous service to the public.
The formulation of such a Performance-Based Budget and the periodic review of the extent of ,
the extent to which the Performance Objectives are being achieved in each department is the
essence of the type of management audit which we believe the Grand Jury has in mind...."
Recommendation#2: Accept
The recommendations of the Management Audit Program should be made to the highest
possible level of responsibility.
Response: Accept
Report Number Title Agency Status
9305 Process Used to Inform BOS
Voters of Proposed
Benefit Assessments
R-commendation#1: Accept
The Board of Supervisors immediately adopt a policy that requires the presentation of complete
information concerning protests of assessments that can be imposed without a vote of the
people.
This proposed policy should include mailings, press releases and any other avenue used by the
Board of Supervisors in providing information to the voters.
EL=onse: Accept
Report Number Title Agency Status
9306 Status of the County BOS
Fleet Management
Recommendation #1: Accept
Direct Fleet Management to complete a study to measure the saving that would be realized by
its owning all county vehicles and leasing them to the various general-funded departments. The
study should incorporate departments being charged on a depreciation schedule that would allow
savings over the life of individual vehicles for replacement costs. The study should be completed
before January 1994.
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Response: Accept
Recommendation#2: Accept/As modified
"Require that Fleet Management costs be compared, on an ongoing basis, to private garages,
and when similar services can be provided by private vendors at less cost,work be let out by
contract based on the lowest responsible bid."
Response:
"Currently, some of the fleet Management work is contracted out. Engine and transmission
overhauls, large welding jobs, body work, and radiator recores are contracted out. Cost
comparisons will continue to be made. Any further contracting out of work is a"meet and confer"
process with the employee organization. Furthermore, Government Code 31000, regarding
contracting out of maintenance, must be considered.... Sheriff patrol vehicles and public works
equipment receive top priority from Fleet Management. We cannot be assured of meeting the
same priority, particularly on an emergency basis, if the services for these vehicles are
contracted out."
Recommendation#3: Accept
Explore more efficient assignment of tasks such as having mechanics assigned to service similar
make vehicles on a routine basis rather than rotating assignments based on arrival of vehicles.
Response: Accept
Recommendation#4: Accept
Enjoin Fleet Management to expedite installation of the new computer program for record
maintenance.
Response* Accept
Recommendation#5: Accept/As Modified
Acknowledged experts should be engaged to consult with Architectural Services in the design of
the new garage to insure inclusion of all recent advances made in garage architecture. Plans for
the new garage should incorporate planning for the growth of the County's fleet needs for the
next 20 years.
Response:
"The Architectural Services Division has been working on a pre-design for a new Fleet Service
Center in the event that the Shell Avenue Corporation Yard is sold. A new facility will be based
on available funding. A new Shop will be combined with Building Maintenance, offering
economies of scale by having the two General Services divisions co-located to the fueling
facility."
Recommendation#6: Accept
Expedite planning and construction of the garage to increase efficiency and cost-effectiveness of
the Fleet Management.
Response: Accept
Recommendation#7: Accept
Establish industry-based standards of productivity for Fleet Management mechanics.
Response: Accept
Recommendation#8: Accept
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Explore alternative providers for the routine oil change and service of vehicles by Fleet
Management mechanics.
Response: Accept
Report Number Title Agency Status
9307 Contra Costa County BOS
Alternative Defender Office(ADO)
Recommendation#1: Accept
Continue its support and overseeing of the Alternative Defender Office of the Public Defender.
Response: Accept
Recommendation#2: Reject
Evaluate granting official departmental status to the ADO.
Response:
"Departmental status is contrary to the concept of an Alternate Defender Office. The ADO must
be part of the Public Defender's Office and organized pursuant to guidelines established by
relevant case law."
Recommendation#3: Accept
Require the monitoring of case decisions arising out of ADO-defended cases, either in this
county or elsewhere in the state.
Response: Accept
Report Number Title Agency Status
9309 Management of Pittsburg Pittsburg
Police Department City Council
Recommendation#1: Accept
The City Manager and the Chief of Police aggressively enforce Policy#86.001 to ensure that all
employees have a clear understanding of how to report sexual harassment complaints without
fear of retaliation; and to protect employees against sexual harassment.
Reaponse: Accept
Recommendation#2: Accept
The City Manager and the Chief of Police immediately apply to the Commission on Police
Officers Standards and Training(POST) for an in-depth management study.
Response: Accept
Recommendation#3: Accept
The City Manager direct the Chief of Police to complete the implementation of the Career
Development Program.
Response: Accept
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Recommendation#4: Non-response
The City Manager immediately develop a formal contract with the Management Consultant that
outlines expectations and time frames for specific projects.
*Require a monthly progress report on specific
projects.
Res onset Non-response
Recommendation#5: Accept
Within 90 Days the City Manager review and evaluate Police Department Policies and
Procedures.
Res o� Accept
Recommendation#6: Non-response ,
Within 90 days the City Manager put in place a system to enforce compliance with these Policies
and Procedures.
Response:nse: Non-response
Recommendation#7: Accept/As Modified
Within 90 days the City Manager re-open and aggressively pursue follow-up on cases involving
drug-buy money and narcotics.
Response*
"The Grand Jury's recommendation on"Drug Buy" cases was to vague to answer specifically.
However,we would like to reiterate the City aggressively pursues any evidence of illegal conduct
on the part of employees."
Recommendation#8: Non-response
Within 90 days the City Manager require the Chief of Police to submit written monthly, quarterly
and annual reports to the-City Manager.
Response* Non-response
Recommendation#9: Non-response
The Chief of Police require monthly, quarterly and annual written reports from each Division
Commander.
Respnse: Non-response
Recommendation#10: Non-response
The Chief of Police immediately create a retrieval system for all memos and documents,
including requests, suggestions, concerns and complaints. In addition, a written response,when
appropriate, should be directed to the originator.
Response: Non-response
Recommendation#11: Non-response
Within 90 days,the Chief of Police require accountability and follow-up for the handling of
search warrants.
Response: Non-response
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Recommendation#12: Accept
Within 90 days, the Chief of Police require that a support services supervisor be readily available
for support services staff.
Response:nse: Accept
Recommendation#13: Non-response
The Chief of Police hold quarterly meetings with support services staff.
Response* Non-response
Report Number Title Agency Status
9310 KPMG Peat Marwick County Administrator
Audit Report
Recommendation: Accept
The County Administrator work with the Auditor/Controller to insure the timely completion of the
Comprehensive Annual Financial Report. If necessary,the assignment of additional personnel
should be considered to assist in accomplishing its timely completion.
Response: Accept
Report Number Title Agency Status
9311 Use of Inmate Welfare Fund County Sheriff
Recommendation#1: Accept
Immediately remove three Sheriff Department employees from the Inmate Welfare Fund
Committee.
Response:nse: Accept
Recommendation#2: Accept/As Modified
Within the next 90 days recruit and select both a Municipal and a Superior Court Judge to serve
on the Inmate Welfare Fund Committee.
Responses
"Request the Municipal and Superior Courts to participate on the Inmate Welfare Fund
Committee and, if willing to do so, to take such steps as are necessary to insure that no conflict
of interest would arise from a participating judge hearing any future litigation involving the
propriety of any expenditure from the Inmate Welfare Fund."
Recommendation#3: Accept/As Modified
Through the offices of Friends Outside or a similar organization, begin a recruiting process to
find two former inmates to serve on the Inmate Welfare Fund Committee. The recruitment and
selection of new members should be completed within 120 days.
Response:
"The Sheriff will add one former inmate as a member of the Inmate Welfare Fund Committee
when one can be identified. The director of Friends Outside advised that Friends Outside has
been trying for more than 10 years to find a former inmate to serve on their board, without
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success. The Sheriff will, however, continue to recruit such an individual. The Board suggests
that the Sheriff recruit jointly with Friends Outside for former inmates who may wish to either
serve on Friends Outside's Board of Directors or serve on the Inmate Welfare Fund Committee.
The Sheriff is requested to discuss
with the Municipal and Superior Courts ways in which the Bench could encourage former
inmates to participate on the Inmate Welfare Fund Committee."
Recommendation#4: Accept/As Modified
Immediately establish an on-going system of review with the County Counsel's office to assure
the Committee that future purchases are the sole benefit, education, and welfare of the inmates
of the County facilities.
Res nse:
The County Counsel's Office is not able to review all Inmate Welfare Fund purchases. The
Sheriff will refer any questionable expenditures for Count Counsel review."
Recommendation#5: Accept/As Modified
Immediately stop the use of Inmate Welfare Funds for facility maintenance.
Response:
The acknowledges that the Sheriff believed that the expenditures were consistent with the intent
of State law. The Board agrees that the proceeds of the Inmate Welfare Fund should be used for
the welfare of the inmates. The Board believes that where equipment or supplies are either
destroyed by inmates or have worn out because of use by inmates, and funds do not otherwise
exist to replace the equipment or supplies, expenditures from the Inmate Welfare Fund for
replacements are appropriate. All future uses of the Inmate Welfare Fund will conform to State
law in existence at the time of the expenditure."
Recommendation#6: Accept
Within 60 days design, promote, and institute a formal method for inmate suggestions to be
forwarded for consideration by the Inmate Welfare Fund Committee. The system should include
a process for decisions made by the Committee to be communicated back to the inmate making
the suggestion.
Response: Accept
Recommendation#7: Accept
Through proper over-sight and supervision, be certain the.Committee is following its own policies
and procedures governing meetings, posting of minutes, and capital purchases.
Response: Accept
Report Number Title Agency Status
9312 Contra Costa County's BOS
Merit System
Recommendation#1: Accept
Within 60 days, require the County Administrator:
A. Identify for the Board all provisions of the
respective Memoranda of Understanding which are now
in conflict with the Merit System's Personnel
Management Regulations.
B. Resolve the identified conflicts by recommending
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to the Board whether the PMR should prevail or be
amended to accommodate the existing provision
within the MOU.
* Decision criteria should include: (a) complying
with merit principles, (b) maintaining management
prerogatives, and (c) serving the public interest.
Response: Accept
Recommendation#2: Accept
Resolve that in the future, provisions of the PMR and MOU shall be in agreement.
*Direct the County Administrator to incorporate the
recommended resolution in all Memoranda of Understanding
at the tome of future contract negotiations with the
respective unions.
esnonse: Accept
Recommendation#3: Accept
Immediately agree to utilization of PMR 1701 to make any amendments to the PMR, giving
notice and voting in public session.
Response: Accept
Report Number Title Agency Status
9313 City of Concord Board of Directors
Redevelopment Agency Concord Redevelopment Agency
Recommendation#1: Accept
Direct the Agency to compile a report for each completed project which would include, but not
limited to the following:
a. Projected vs. actual expenditures.
b. Projected vs. actual revenues.
c. Evaluation as to whether anticipated goals were met.
d. The value of the project to the community.
e. Evaluation as to whether the project is meeting current
debt service.
Response: Accept
Recommendation#2: Accept
These reports should be made available to the Board of Directors,the Agency's Advisory
Committee and the public.
Response: Accept
Recommendation#3: Accept
These reports should be accessible on a current basis and compiled in an annual report.
Response: Accept
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Report Number Title Agency Status
9314 Threat to the Grand BOS
Jury Process
Recommendation#1: Reject
Accept the proposed $107,800 1993-93 Grand Budget.
Response:
"On Friday, July 30, the Board of Supervisors adopted the final 1993-94 County budget which
included Phase II budget deficit cuts of$29 million. In June Phase I cuts related to the budget
were 20.5 million....Therefore, because of the County's draconian fiscal situation and the need
for all agencies to make the most out of scarce fiscal and human resources,the County
Administrators Office had to recommend to the Board of Supervisors a Grand Jury budget for
FY 1993-94 of$55,429,the same as the approved budget for the previous year. No other funs
could be found to allocate for this purpose. We do, however, recognize the important role that
the Grand Jury plays in the democratic process and we shall do our best to assist the Grand Jury
to accomplish that mission. We are prepared to request the County Administrator to review with
the Grand Jury at mid-year status of its budget and recommend appropriate adjustments to its
budget."
Recommendation#2: Accept
Reaffirm the policy that Grand Jury.members will receive compensation and will be reimbursed
for mileage and meal expenses at the same rate as county employees.
Response: Accept
Report Number Title Agency Status
9315 Fire Protection BOS
Personnel Costs
Recommendation#1: Accept/As Modified
Not agree to any labor contract that contains a formula which ties employee salaries to an index
which is beyond the control of the Board and which does not contain a maximum allowable
increase in salary either yearly or during the life of the contract.
Response:
"The Board of Supervisors should be cautious about entering into any multi-year contracts which
include formulas unless the formula includes a "cap" on the amount of the increase which is
permitted or a revenue source is identified to cover the potential increase in costs.
The Grand Jury recommendation is understood. However, unilateral action by the County cannot
be implemented. The Grand Jury recommendations have merit and are being pursued through
the formal meet and confer process as part of an overall package regarding compensation and
working conditions."
Recommendation#2: Accepted/As Modified
Eliminate in future contracts clauses that provide premium pay for work that is not, in fact,
performed.
Response:
"It is clearly in the best interest of the taxpayer that on-call or premium pay not be provided for in
a contract. If such provisions are included in future.contracts, there should be an overriding
public interest which justifies the inclusion of such provisions in the contract.
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The Grand Jury recommendation is understood. However, unilateral action by the County cannot
be implemented. The Grand Jury recommendations have merit and are being pursued through
formal meet and conifer process as part of an overall package regarding compensation and
working conditions."
Recommendation#3: Accepted/As Modified
Restore to management the responsibility and the authority to establish prudent staffing
requirements.
Res op nse:
"Management has continuously retained the responsibility and the authority to establish prudent
staffing patterns. The establishment of management performance standards and evaluations
should focus on establishing what are appropriate staffing patterns.
The Grand Jury recommendation is understood. However, unilateral action by the County cannot
be implemented. The Grand Jury recommendations have merit and are being pursued through
formal meet and confer process as part of an overall package regarding compensation and
working conditions."
Recommendation#4: Reject
Consider the County's present financial crisis an emergency as defined in Government Code
3504.5, and pass a resolution to immediately and unilaterally reduce wages, benefits, and
present minimum staffing requirements while continuing to provide an adequate level of fire
protection and emergency medical services to the public.
Response:
'The Grand Jury recommendation is understood. However, unilateral action by the County
cannot be implemented. The Grand Jury recommendations have merit and are being pursued
through formal meet and confer process as part of an overall package regarding compensation
and wonting conditions.
All of the Grand Jury's suggestion have merit. However,the Board of Supervisors is obligated by
State law to meet and confer in good faith on these issues. If, after the completion of the meet
and confer process, an MOU with an employee organization representing fire service personnel
includes any of the provisions identified by the Grand Jury as ones which should be not included
in MOU's, a written explanation of the rationale for the inclusion of the item will be released by
the Board of Supervisors at the time the MOU is approved by the Board of Supervisors."
Report Number Title Agency Status
9316 Detention Facilities County Sheriffs
Inspection Department and
the General Services'
Department
Recommendation#1: Accept
The Sheriff and Chiefs of Police continue to comply with State standards.
Response: Accept
Recommendation#2: Agree/As Modified
The Director of GSD declare the Ranch an off-site facility, as permitted by Government Code
33000, in order to have repairs performed by independent contractors.
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. ,
Responses
"Unacceptable time lags for completion of maintenance and repairs are not a result of lack of
expertise in the General Services Department but rather from a lack of funding. This lack of
funding precludes contracting for services, even if contracting were preferred. Nonetheless, a
Gontract has been entered into with a service company to respond to emergency
plumbing requests.
The Sheriffs Department receives top priority for services, along with Juvenile Hall and the
Courts....However, maintenance problems involving capital improvements will not be completely
resolved until funding becomes available."
RECOMMENDATION:
The 1993-94 Contra Costa County Grand Jury recommends to the 1994-95 Grand Jury that the
recommendations and responses to the 1993-94 Jury be included in its annual report so that the
public will be aware of the recent opinions and actions of their local government. This action will
also serve to provide continuity between juries and assure that responses to Grand Jury reports
will be publicly available.
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