2025–2026: from findings to follow-through

Reports that Board meeting notices and agenda links have been added to the Public Meetings webpage.

Describes the March 24, 2026 investment-adviser RFP, a proposed investment-policy amendment and a planned contract award by December 31, 2026.

Declines Recorder flagging and notification; describes automated parcel checks every 90 days and follow-up with new owners.

Declines universal authority thresholds as unnecessary and overbroad under existing governance, procurement and budget controls.

Promises a reporting framework in the new service-contract package before the end of 2026, subject to agenda availability and staff/legal review.

Declines the proposed amendments as written, while remaining open to Title 9 review under Council direction.

Declines a retention-code amendment, citing existing retention and public-records rules, but plans stronger provider-contract records requirements.

Rejects proposed victim-party procedural rights while acknowledging witnesses’ evidence and possible Title 9 improvements.

Declines a platform contract by the requested date pending procurement, cost, integration, privacy and service review.

Promises continued regional discussions and periodic Council updates, with any shared governance subject to approvals and review.

Describes invitations sent May 1, 2026 and discussions planned for summer 2026 about a JPA or other collaborative service models.

Accepts in part through new service-provider contract requirements for complaint receipt, response and reporting, while citing existing channels and retention policies.

Declines to revisit policy, while saying it may consider asking County Counsel to seek an Attorney General opinion.

Declines policy review but would respond to an Attorney General opinion if issued.

The form on page 4 labels R3 implemented; the narrative promises sphere confirmations by the end of 2026 and preparation of a transitional workplan.

Declines a new benchmarking report now, cites a 2008 Bay Area comparison and may reconsider after a new Executive Officer is selected.

Rejects member-agency effectiveness surveys, arguing that Commission oversight should govern Executive Officer performance review.

Reports updated position descriptions prepared.

Declines the recommendation and refers to the F8 defense of County services.

Declines the website plan as unwarranted now; may consider improvements with a new Executive Officer and will not post unapproved minutes.

Says the succession committee declined a written plan and the Commission is recruiting an Executive Officer.

Cites regular County and CALAFCO training and approval to rejoin CALAFCO in FY 2026/27.

Labels the recommendation implemented, describes review of 2018–2025 fatality/near-fatality cases, and promises 12 months of tracking using a CWS/CMS project code.

Plans governance, legal, confidentiality and resource analysis beginning by November 2026; lists possible bylaws, leadership roles, training and reporting activities.

Plans funding-mechanism evaluation by November 2026 and consideration of resource requests in the FY 2027–28 budget process.

Calls the recommendation implemented and continuing, describes existing education efforts, and promises expanded public-understanding work beginning in 2027.

Reports adopted 2024 studies, direction to retain consultants for new studies no later than FY 2027/28, and FY 2026/27 budget funding.

Has not determined a historical overallocation amount; reports July 21 approval of forgiveness of a $1.1 million General Fund loan to the Wastewater Fund.

Agrees to seek CPA applicants in the next recruitment, including professional-organization outreach, after no qualified applicants in the prior extended recruitment.

Promises a written CEO update to the Board by December 31, 2026 identifying focused recommendations and implementation or Board-action timing.

Promises a Purchasing compliance process and department compliance confirmation to the CEO by December 31, 2026.

Promises a department-confirmation process and written department updates to the CEO by December 31, 2026.

Promises review of both audit reports and analysis of recommendations, priorities and resource constraints by December 31, 2026.

Describes an ongoing procedure review and promises analysis of changes and next steps by December 31, 2026.

Promises a list of department purchasing and contracting personnel by December 31, 2026.

Promises Purchasing and Central HR identification of role-specific training and implementation of training and tracking by June 30, 2027.

Promises CEO review of organizational placement with stakeholder outreach by December 31, 2027.

Declines as unwarranted because central and departmental HR already screen minimum qualifications.

Promises operational and cost analysis of current and replacement software by December 31, 2027.

Promises CEO and Purchasing review of resource needs and submission of any recommended requests through FY 2027/28 budget development.

Agrees with F1 on the response form.

Agrees with F2 on the response form.

Acknowledges no Recorder notifications, but says an Ag+OS ownership-check procedure and the public grantor/grantee index provide alternatives.

Wholly disagrees and distinguishes Council legislative authority from City Manager administration under specified Charter provisions.

Acknowledges inconsistent formal reporting but says communications, consultant work and Council proceedings allowed some evaluation.

Acknowledges health-and-safety importance and rejects neglect, emphasizing owner licensing obligations and planned contract and code review.

Says it receives and responds to complaints through existing channels, cites the March 2 Council item, and quotes proposed seven-business-day complaint-response requirements.

Rejects a fiduciary duty over an independent nonprofit or neighboring jurisdictions, describes financial information review and proposes stronger future contract monitoring.

Agrees that no state or county authority provides periodic shelter inspection and regulatory oversight.

Accepts the lack of a comprehensive inspection system but limits its position on NBAS capacity across jurisdictions and questions whether regional oversight alone would ensure nonprofit solvency.

Wholly disagrees, citing code definitions, appointment powers and use of neutral hearing officers; distinguishes animal-owner rights from victim participation.

Acknowledges records-access improvements but rejects an implication that no records existed or victims were intentionally blocked, citing reliance on provider records and future contract safeguards.

Says the Commission adopted its MSR/SOI policy on October 1, 2008 with legal counsel approval and counsel reaffirmed it in earlier grand jury responses.

Cites regular work-plan updates and occasional strategic-planning workshops.

Says it maintains almost thirty policies and updates them when the CKH Act changes.

Defends statutory oversight rather than member value, and says its model supplies analysis when needed; compares another review model.

Rejects the jury’s legal premise but acknowledges delayed sphere confirmations and promises a 2026 confirmation process.

Says many LAFCOs use as-needed reviews, a five-year cycle would cost more, and recent local reviews covered fire services, three cities and other districts.

Says an Executive Officer description from an earlier recruitment was updated and other positions have generic and more specific descriptions.

Defends independent Commission oversight and annual review of County support services; page 4 gives service scope and cost.

Says the website is updated, minutes await Commission approval, and online participation lacks staff support.

Says a 2025 ad hoc committee considered succession and concluded recruitment was the realistic option with three staff positions.

Says the rationale for the fourth evaluated-out review is explainable, while agreeing its efficacy had not been studied since 2018; refers to the R1 explanation.

Says data and record work continue through existing staff but dedicated resources have constrained public reporting.

Acknowledges no annual reports since 2014 but describes continuing case reviews and internal sharing, with confidentiality concerns affecting dissemination.

Describes shared leadership by Health Services and the District Attorney, with differing agency duties; the response continues on page 4.

Recognizes benefits of a designated spokesperson but points to continuing child-safety efforts by participating agencies and confidentiality limits.

Says longstanding partner participation and case-review practices preserve continuity, while agreeing formal governance, training expectations and documentation would strengthen it.

Agrees that complex education governance and finance constrain public participation; explains local district authority and SCOE’s oversight role.

Acknowledges an outdated allocation plan and possible overallocation, describing a new consultant plan, direct legal billing and expanded time tracking.

Confirms approximately $510,000 lower water charges and $204,000 lower wastewater charges, but says savings are not earmarked for a particular use.

Acknowledges underestimated conservation effects, describes the 2021–2022 drought and 2024 rate study, and recognizes household affordability pressures.

Says the oversight committee was created for the first time in November 2025, not reinstituted, and lists its advisory duties.

Disputes that most recommendations remain unimplemented, citing over 60% implemented or partially implemented and work on procedures and CAL-Card processes.

Defends purchasing controls, listing the EFS Authority Type field, approvals, thresholds, purchase orders and waiver process.

Agrees with F3.

Says detailed policies, procedures, workflow tools, recordings and liaison check-ins are available.

Says departments have training resources and new topics approximately quarterly, while agreeing more training would help.

Defends independent Purchasing Agent authority under County Code; page 4 adds CEO and County Counsel support for conflicts.

Says SPI leadership prioritized policy revisions and increased delegated procurement authority.

Says certification was obtained on time and HR screens applicants for minimum qualifications.

Agrees with F9.

Agrees with F10.