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Civil Grand Jury Watches Government, But Who’s Watching Them?  

By David King, Diablo Gazette / Photos Added by Clayton Watch 

2025/2026 Civil Grand Jury with the Board of Supervisors

The Contra Costa County Civil Grand Jury is annually impaneled to investigate city and county governments, special districts and certain nonprofit corporations to ensure functions are performed in a lawful, economical and efficient manner. Recommendations resulting from these investigations are listed.

This year, a just released report 2602 is a highly critical Civil Grand Jury review of Contra Costa County’s Internal Audit Division (IAD), concluding that the County’s internal auditing system is outdated, lacks independence, and does not comply with professional auditing standards or California law and says the current structure undermines both independence and public accountability.

Among the Findings
The Grand Jury says the County’s internal audit operation has major structural problems.

One of the more egregious findings is the Internal Audit Division has not had an outside quality review in more than 25 years, even though auditing standards require one every 3–5 years.

It cites examples indicating the audit division is functioning in what the report calls a major conflict of interest and “independence impairment.”

Oversight from the Board of Supervisors is described as weak and largely symbolic.

The audit division operates under a governing administrative bulletin written in 1975 that has never been modernized to reflect current standards.

The County does not publicly post completed internal audit reports or annual audit plans online and lacks several standard safeguards expected in modern government auditing.

Jury Recommendations
The Grand Jury recommends sweeping reforms, including:

* Creating a dedicated Audit Committee and adding outside/public financial experts.
* Ending the practice of auditors helping prepare the County’s financial reports. 

* Requiring quarterly reporting to supervisors.
* Publishing audit reports publicly online.
* Bringing the division into compliance with Institute of Internal Auditors (IIA) and Government Accountability Office (GAGAS) standards.

The County must respond to the Court regarding recommendations offered by the report.

Last year when the Clayton City Council had to respond to its Civil Grand Jury Report 2505. The Council responded with an emphatic “no” to most of the report’s recommendations, citing the investigators used inaccurate figures, dismissed audited figures and other information provided and misunderstands local government procedures and functions.

In addition, believing the report was detrimental to the City’s reputation, the local Political Action Committee, Clayton Watch, submitted a petition to the Court requesting a correction or amendment to their report.

Did they do it? It doesn’t appear so.

“The new Pinole Civil Grand Jury Report 2604 shows what good oversight looks like: facts, benchmarks, and transparency,” said Gary Hood, a member of the Clayton Watch and Clayton resident who filed the petition.

“Last year’s Clayton report did the opposite. It started with a conclusion, then worked backward and failed badly to support it.

“Maybe it’s time for the Civil Grand Jury to look in the mirror. A watchdog should be held to the same standard it demands of everyone else. Political influence has no place in the process. The public deserves independence, objectivity, and facts. And maybe it’s time someone on the judiciary side of the street did their job. Who watches the watchdog?”   

Featured in the Diablo Gazette, May 1, 2026

City Council Correspondence: The excerpts below have been sourced from the Diablo Gazette to share with the Clayton Watch Community. You can access the article in the Diablo Gazette's website by following this link:  

https://www.diablogazette.com/wp-content/uploads/2026/04/Diablo-Gazette-May-2026-D1.pdf

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What the Results Mean for Our City 

by Jeff Wan, Mayor

Restoring What We Already Own

Cities often focus on what is new. New projects are visible and easy to point to. But the more important work is maintaining what we already have. Our City is responsible for a wide range of public assets, including the library, roads, parks, sidewalks, trails, and open space. All of these require regular care. Paint fades, trees grow, road markings wear down, and infrastructure ages. That is expected. The issue is how we manage that responsibility.

A System Without a Schedule
Since 2019, I have raised concerns that still exist today. The City does not have a comprehensive inventory or maintenance schedule for many of its assets. We have not clearly defined how often key items should be inspected or maintained. How often should the Library be painted? How often should trees along trails be assessed? How frequently should road markings or sidewalks be reviewed? Too often, the answer is unclear. Instead, the City has relied on an ad hoc approach. When a problem becomes visible, it gets addressed. When it does not, it can go years without attention. This creates gaps where routine maintenance is missed and small issues grow into larger ones. At the same time, the City has increased its reserves. That is a positive step and reflects fiscal discipline. But it also highlights a tradeoff. When maintenance is deferred, costs shift into the future while needs continue to build.

A Shift Toward Action
That approach is starting to change. With new leadership and a renewed focus, staff have begun identifying and addressing deferred maintenance across the City. An initial list of projects was recently presented. It is not complete, but it marks a shift toward a more proactive approach. Work is already underway. Weed abatement and landscape maintenance have expanded across major corridors, hillsides, and open space, with more areas scheduled in the coming weeks. Crews are also addressing core needs such as irrigation repairs, removal of dead vegetation, replanting, fence repairs, and ongoing tree trimming throughout the community and along trails. We are also addressing a backlog of safety-related items, including curb painting, replacement of street signs, roadway reflectors, and refreshed striping at intersections and crosswalks. These improvements directly affect visibility and safety for drivers and pedestrians.

Investing in Longer-Term Improvements
Alongside this work, the City is advancing more significant infrastructure projects. We are moving toward more durable roadway repairs through a new pothole contract focused on longer-lasting solutions. This will be supported by a broader pavement project planned for Summer and Fall 2026. Pedestrian safety is also a priority. Downtown improvements will include raised crossings and intersections, along with flashing beacon systems to increase visibility at key locations. Beyond downtown, an ADA-accessible pathway between Four Oaks Lane and Pine Hollow is in design and supported by dedicated funding. Trail improvements, including repairs to the Cardinet Trail, are also moving forward. These efforts reflect a more coordinated approach to safety, accessibility, and long-term reliability.

From Reactive to Routine
The goal is simple. We need to move from an ad hoc system to a scheduled one. That means creating a clear inventory of City assets, setting maintenance intervals, and planning for these needs on a recurring basis. With that structure in place, we can manage costs more effectively and predictably. We have made progress in building reserves. Now we need to apply that same discipline to maintaining what those reserves are meant to protect. Taking care of what we already own may not draw attention, but it is one of the most important responsibilities we have as a City.

Switching gears

I want to announce the opening of a new local business, Woof Gang Bakery & Grooming - a neighborhood pet store, offering full-service grooming and a wide selection of nutritious pet treats and food. They are at 5433 Clayton Road Suite M. https://woofgangbakery.com/pages/locations/clayton