Del Norte County Grand Jury
2012-2013
📋Alder Conservation Camp
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Findings & Recommendations
4 findings
F1:
The average time spent in this facility is 1 to 1 ½ years. During this time, the inmates can also earn other certifications, such as food preparation, becoming a barber, learning electrical skills, or carpentry. They also have the opportunity to complete their GEDs and correspondence courses through Lassen Community College. Support groups like Alcoholics Anonymous and Narcotics Anonymous are available to them, along with various hobbies.
F2:
Alder Camp’s maximum housing is 109 inmates; there were 87 men on the day of our visit. On that day the fire crews were working in both Del Norte and 4 Humboldt counties doing roadside cleaning, weed eradication, and levee reinforcement. The Grand Jury Corrections Committee was given a thorough tour of the facilities by several members of the staff and also given the opportunity to interview two of the inmates. Both inmates expressed their appreciation at being in an open setting and to be doing something other than sitting in a cell.
F3:
The committee’s overall impression of Alder Camp was of an extremely well-run and well-maintained facility. It is a beneficial working and training experience for those inmates fortunate enough to gain placement in the facility.
F4:
One concern that came up during the committee’s visit was the effect of AB109 on Alder Camp and similar facilities. This law has decreased the available candidates since the inmates being transferred to county jails are the same type that the Camp looks at – non-violent and non-sexual offenders. A fully staffed crew would have 17 inmates; at the time of our visit no crews were fully staffed. The committee was told that the normal increase in crime over the summer should alleviate some of that shortage. However, we are concerned that in an effort to alleviate the State of California budget, this program may not be used to its full potential. This is a program that helps inmates learn work and life skills, while at the same time providing invaluable services to our communities.
📋Bar-O Boys' Ranch
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Findings & Recommendations
8 findings
F1:
Although an open setting, it is a structured environment stressing discipline and emphasizing that the boys accept responsibility for their actions. The Ranch focuses on self image; counseling is in the form of Moral Recognition Therapy, which focuses learning about one’s behavior and taking charge of it. It is a 15- week program, and the boys are very enthused about it.
F2:
The staff has Juvenile Counseling Training and Peace Officer Training 832, including 40 hours of on-going training per year. Some staff lives in housing on the grounds. The ratio is 15 wards to 1 staff per Title 15 compliance.
F3:
The schooling is under the Del Norte County Unified School District, which provides a full-time teacher and a part-time Special Ed teacher to help with remedial students. A computer lab is available. The boys are involved in many community projects including Santa’s Workshop, Habitat for Humanity, and coastal cleanup. The program emphasizes becoming “givers” rather than “takers.”
F4:
There are numerous other programs, including vocational training. Wards can receive certificates in safe food handling, lifeguard, and wild land fire fighting. The Culinary Arts program regularly caters meals to various outside agencies, teaching social skills along with the food training. 6
F5:
When visiting the barracks, it was obvious that the building was outdated and in dire need of remodeling or replacement.
F6:
Grand Jury members were told that the septic system is continually backing up and has become a sanitary as well as a health issue. At times the water backs up into the shower.
F7:
Medical and dental care is available; but, occasionally, a ward is returned to his jurisdiction for services so that Del Norte does not have to pay. Non- denominational religious services are available, as well as Alcoholics Anonymous. Recently, money to assist parents in visiting was found to facilitate connection with the family.
F8:
The Ranch seems to be a well run facility with motivated and caring staff. The wards feel they are treated fairly, and as one ward stated, “The most important thing I’ve learned is about myself and how to take charge of my behavior.” We compliment the administration and staff on their endeavors.
Additional Recommendations
2
Not linked to specific findings.
R5:
Funds should be allocated for repair or replacement of the barracks at the Bar-O Boy’s Ranch.
R6:
The septic system should be corrected immediately.
📋City of Crescent City Administration, Public Works, and MOU with Del Norte County
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Findings & Recommendations
7 findings
F1:
The City of Crescent City has been plagued by short term City managers for many years. Many of the City employees commented on the number of City Managers they have seen during their terms of employment and have the expectation that City Managers spend a relatively short time working for Crescent City and move on.
F2:
City Administration has outgrown City Hall and a better work environment would benefit the employees as well as presenting a better impression of Crescent City to residents and visitors.
F3:
Many City Policies and Procedures are very out of date and in need of review and updating.
F4:
The financial drain of the Cultural Center on the City budget has been supported for too long and needs to be addressed.
F5:
Fred Endert Pool is a huge asset for the City and is essential for the health and recreation of many local residents, but the annual loss needs to be addressed.
F6:
It is commendable that the WWTP and Water System are so well run with a relatively small but cohesive team, however attention must be paid to ensure the safety of workers who are handling highly technical and heavy equipment and are expected to be available 24/7 for emergencies. These same workers have done jobs in house that would have cost considerably more if contracted out.
F7:
As members of the public, the City Committee members were amazed at the tour presentation, the intricacy of the WWTP and Water System operations and the expertise and dedication of the staff.
Additional Recommendations
7
Not linked to specific findings.
R1:
When future City Managers are hired the City Council should make a concerted effort to hire someone for a longer term to fill that position, and is encouraged to look for someone within Del Norte County who understands local needs and issues and has a history of service to this community.
R2:
Money spent to improve the entrance to City Hall is not money well spent; rather a search committee should be appointed to look at alternative locations for City Hall including the possibility of utilizing the Cultural Center to house City Hall and the Housing Authority.
R3:
City Policies and Procedures should be reviewed and signed off annually by the Departments in charge of implementing them, and recommendations for additions and changes should be made to the City Manager. 11
R4:
A committee of City Council members, City employees and interested citizens should be formed to study possible ways for the City to rid itself of the budget deficit from the Cultural Center and consider creative solutions for future use of the building. Some possibilities that should be examined are turning the Center into the location for City Hall and the Housing Authority, offering it as an art gallery and/or mixed use artists’ work and retail facility, offering reduced fees to non-profit organizations to perhaps increase use of the facility in the short term, using it as a youth center or community center in collaboration with other agencies and creating a destination conference facility.
R5:
There may be ways to reduce the Fred Endert Pool deficit. We recommend appointment of an ad hoc committee to study such things as the rate structure, fees paid by Physical Therapists to use the pool with their clients, the feasibility of opening the pool on Sunday and possible community partnerships that might help to subsidize operations.
R6:
Cost savings from Public Works teams taking the initiative to do some major jobs in house should be looked at as a possible means of rewarding those employees for performing above and beyond their basic job requirements. . When work is done in potentially dangerous situations, there should always be a minimum of two qualified employees present to perform tasks and provide back up.
R7:
The presentation and tour of the WWTP and Corporation Yard could be assets for the City in building relations with local residents and educating school 15 classes. Volunteer docent-led tours of both facilities should be developed and offered as a way of showing residents what their rates are supporting.
📋Del Norte County Jail
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Findings & Recommendations
14 findings
F1:
There are no maximum security inmates; all inmates are moderate to low security risk. There are cell checks five to six times a shift.
F2:
The “new” wing has provisions for persons with medical issues. Medical care and expenses are a concern. Previously, the Sheriff’s budget had to cover 100% of the costs. It is not uncommon to spend $3,000.00 to $4,000.00 per month for medications.
F3:
There is a locked medical station on the premises. Inmates can make appointments for a check-up for non-emergency issues. An LVN is available three times a week, a Registered Nurse every day (Monday through Friday), and a Physician’s Assistant twice a week. When an inmate is first incarcerated, he/she is ascertained per medical risk. If needed, an officer takes the inmate to the hospital for a blood test; since an officer has to be with the inmate, this is a concern and expense. If possible the inmate is checked out of the jail and ordered back after treatment is received, then the jail is not charged.
F4:
Inmates can work in the kitchen where approximately 3-4 inmate helpers assist a hired cook. They prepare meals which consist of breakfast, a sack lunch and dinner. They assist in organizing and cleaning. Meals and menu are regulated by the State, and a yearly evaluation is made.
F5:
There is a Control Pod where a correctional technician receives all calls, views all cameras, and controls all locks. (These locks can be controlled manually, if necessary.) There is a back- up generator. There is a fire evacuation plan. The less security risks are evacuated. The higher risks are taken to Pelican Bay State 22 Prison. In case of a tsunami, inmates serving time for lesser, non violent crimes would be released and given a time and place to report back. Other inmates would be taken to Pelican Bay.
F6:
There are three teams of three correctional officers and non-sworn support, such as office and computer technology control. The officers are required to attend an approved academy. There are two female officers employed by the Del Norte County Sheriff’s Department, although there is not always a female officer available for each shift. When booking a female inmate, it is necessary that a female officer is available.
F7:
The jail is going through a transition phase and will be changing regulations regarding inmates who will now go to a county facility and not state prison. Previously, the maximum sentence was for one year; now there will be long-term sentences to be served in the county jail. If a person is sentenced to seven years, he will serve about half of that time. These will be non-violent, non- serious, non-sexual crimes. More serious crimes will still go to San Quentin State Prison. Our jail does not have programs for these inmates with long sentences.
F8:
Services such as Alcoholics Anonymous and Parenting are available. Non- denominational religious services are available. Television, newspapers and phone services are provided and monitored. Visits with family/friends/attorney are permitted, and communication takes place via phones with a window separating the inmate and his or her visitor.
F9:
Recreation Room is available three times a week.
F10:
The Del Norte County Jail appears to be well administered with concerned, professional, capable staff who is well informed about their duties and the jail. The State mandated AB109 is causing economic burdens by requiring the counties to take inmates, normally housed by the state, without adequate compensation. In addition, the housing of more long term inmates will necessitate more programs and recreational space, and has the potential to devastate the budget through required conditions and medical care.
F11:
The Del Norte County Jail facility is in need of maintenance. Jurors noted many areas of the jail with paint peeling off the wall as well as missing ceiling tiles in many of the cells.
F12:
During our tour, it was noted that the jail did not provide a room or safety cell where an inmate could be isolated from others and not be able to injure himself or herself.
F13:
There are many blind spots in cells that are not viewable by person in a control pod using existing cameras. Holding cells do not have cameras. 23
F14:
The laundry facilities are inadequate for the large amount of laundry currently required. If a washing machine or dryer is not functioning properly, laundry is taken to an outside source for laundering.
Additional Recommendations
5
Not linked to specific findings.
R6:
There is a need for a female officer on each shift.
R11:
General maintenance by the County is needed, as exemplified by the ceiling tiles that have been missing for years, peeling paint in the kitchen and broken windows in D tank.
R12:
We feel there is a need for a safety cell for the safety of the inmates and officers, acknowledging that it will create additional budgetary and management issues.
R13:
Cameras should be placed in the holding cells and in more efficient areas in the general population, as there are blind spots not viewable.
R14:
There is an absolute need for additional washers and dryers in the laundry facility.
📋Del Norte County Juvenile Hall
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Findings & Recommendations
9 findings
F1:
Admittance to Juvenile Hall is through a sally port where the individual is checked and required to shower and change to juvenile hall clothing; everything is filmed.
F2:
Schooling is provided by an accredited teacher in a group, co-ed fashion. Personnel are available for any disruption needing physical restraint. Elk Creek School is part of the Del Norte Unified School District, so the curriculum is standard, and credit is given for work completed at student’s level.
F3:
Medical professionals, including a physician, a physician’s assistant, a registered nurse and mental health specialists are available as needed. Wards can be taken to the hospital, if needed. Mental Health Counseling is available three times a week. Medication is provided on a daily basis, if needed, by nursing staff. There 25 have been no suicide attempts, or suicides, or deaths of wards. Staff is diversified, so there appears to be no cultural or language barrier.
F4:
Grand Jury members interviewed two wards (a girl and boy) and questioned them about food and treatment. They thought they were treated well, and they felt safe. There is a grievance policy which allows a ward to have the matter reviewed by the Supervising Deputy Probation Officer II and seems fair. Mandatory exercise is required in the gym or outdoors, or they can choose free time.
F5:
The facility, including the kitchen, is clean and in good repair. Minors can help with some of the food preparation, which they enjoy doing.
F6:
The Probation Department is to be commended in separating the services provided for juveniles from those of adults. All minors are now seen at the Juvenile Hall facility. Previously, they reported to the Probation Department in Crescent City. This is especially relevant now that state prison parolees will report to the Probation Department. The staff seems to be well trained and dedicated to the positive rehabilitation of the minors. There seems to be a good program in place with the emphasis on the well-being of the minors.
F7:
Staffing is only available for twelve youths.
F8:
Last year’s Grand Jury recommended the temperature of the refrigerator be taken care of, and it is now in compliance with Health Codes.
F9:
The Juvenile Hall is currently using a washing machine that is not adequate to handle the amount of laundry for the wards housed at the facility.
Additional Recommendations
2
Not linked to specific findings.
R7:
Funding for more staffing should be appropriated as required.
R9:
The washing machine needs to be upgraded to a commercial-grade machine, which would cut water and power usage by diminishing the number of loads required.
📋Del Norte County Memorandum of Understanding with Crescent City
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Findings & Recommendations
3 findings
F1:
The current MOU opened the door for possible savings of tax dollars by co- opting some services and grouping some purchases.
F2:
In the current economic climate, preserving and expanding the MOU seems to be a prudent way to save money for both entities.
F3:
The County is satisfied with the way the MOU has worked and is very open to looking at additional ways the two entities can cooperate.
Additional Recommendations
3
Not linked to specific findings.
R1:
The May 21st meeting addressed only MOU issues concerning Building Permits and Inspections. The meeting should have included discussion of not only the existing items but expansion of those items. Expanded or additional items in the MOU could possibly result in cost savings and reduce duplication of services, which should be major goals for both the County and the City in this economic downturn.
R2:
Any areas of cost savings would help to alleviate the budget challenges faced by both the County and the City, and might even result in money that could be channeled into the ongoing issue of preservation and adequate compensation for employees.
R3:
The County CAO and Board of Supervisors should support the appointment of an ad hoc committee to give this entire issue concentrated and serious attention as soon as possible. This ad hoc committee should include the City Manager, County CAO, two members of the City Council and two Members of the Board of Supervisors. The committee should meet a minimum of once monthly to discuss, reinforce and possibly expand the MOU and to improve communication between the City and the County.
📋Del Norte County Office of Emergency Services
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Findings & Recommendations
6 findings
F1:
Additional training for the community is held through several active volunteer groups. Community Emergency Response Teams or CERT training. CERT is the primary organized community response in the event of a disaster. This is the central premise behind the Neighbors Helping Neighbors response effort. In a disaster, help from emergency service personnel, communications systems such as cell phone service, and travel may be very restricted or nonexistent. OES is teaching Del Norte County residents that the best practice for emergency preparation is for individual neighborhoods and communities to have an organized plan to provide for their own needs in an emergency. Currently there are 36 high school students who are part of a Teen CERT, and over 100 people were part of an adult CERT. New classes begin throughout the year, and new volunteers are always welcome. Disaster Animal Response Teams or DART training. DART plans a coordinated response to assure the safety of pets and livestock in the event of a disaster. 30
F2:
The Neighbors Helping Neighbors program was actually created specifically for Del Norte County. A local retired teacher modified disaster preparation curriculum and training and rewrote it specifically for the needs of our rural community. Broader goals of Neighbors Helping Neighbors include neighborhood watch programs, community gardens and other elements of healthy vibrant communities.
F3:
Grant funding has helped increase the number of staff working on disaster preparedness. Grants have funded a few part time staff to work on specific projects such as disaster training lesson plans (including Neighbors Helping Neighbors), outreach and promotion, and training within schools. In the current fiscal year there are at least five different grants to manage, provide reports, etc. The Red Cross is a great partner helping provide training and opening shelters in the event of an emergency.
F4:
While the majority of the work of OES is preparation, training and planning, in the event of a real disaster all these plans are called into action. On March 18, 2011, when the 9.0 earthquake in Japan triggered a tsunami that was later to strike Crescent City, OES activated the Emergency Operations Center, coordinating a calm and efficient evacuation of over 1,500 residents and visitors from the tsunami zone. Between the hours of midnight and 5:00 am every person and pet within the tsunami zone was evacuated to a safe place without delay and notably, without a single injury. This real-life event speaks to the success the training and preparation that OES has coordinated with a multitude of agencies and residents over the past several years.
F5:
While Del Norte County is a leader among West Coast emergency preparedness communities, there remains much work to do to fill gaps in our own preparedness. Identified gaps were: emergency preparedness for persons with disabilities; emergency preparedness and preparation for persons who speak languages other than English; increasing the number of organizations and individuals involved in emergency preparedness efforts.
F6:
Del Norte County is no stranger to disaster. Floods and tsunamis have devastated our communities and have tragically taken lives. Yet we are a resilient community. Our rural isolation has taught us to depend on each other in everyday life, so we are prepared to do the same when facing a disaster. OES plans, trains, and preparers our entire community to survive any disaster that may come our way.
📋Del Norte County Recreation Department
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Findings & Recommendations
8 findings
F1:
The department operates several sports leagues & activities: Adult Softball leagues operate from June-November each year. Six years ago there were ten teams in the league. Upgrade of facilities and dedicated promotion by Mr. Horner 33 has steadily increased the number of teams. Last year thirty-two teams competed in the adult softball league with over 700 players. Also increasing is the number of adult softball tournaments. There are now six tournaments per year, up from one per year five years ago. The tournaments draw teams from out of the area, as far as Redding. These out of town teams fill local motels and restaurants during the tournaments. Improvements to Pike’s Field have been key to the increased tournament participation, as teams want to come to a well- maintained, top-notch facility.
F2:
Little League Baseball, involving 500 kids, also uses Pykes Field. Little League is run independent of the Recreation Department; the league rents the fields as needed.
F3:
Adult basketball leagues operate March – May each year. Over the past five years, interest has grown here as well, with the number of teams increasing from six to seventeen teams this year, involving almost 400 participants.
F4:
Adult indoor soccer has become very popular since the first league was organized three years ago. There are currently three separate leagues, with eight teams per league, operating throughout the year at the rollercade building at the fairgrounds. Over 250 adults compete in the indoor soccer leagues.
F5:
The Del Norte Tennis Association rents space at the rollercade building. The Tennis Association operates independent of the Recreation Department. The local roller derby club, the Tsunami Sirens, organizes an open skate at the rollercade on Friday nights. The facility is also rented on weekends for private skate parties.
F6:
The only youth sport organized by the Recreation Department is basketball. The youth basketball league is open to youth ages 5-12. (Middle schools have teams that serve older youth.) Games are held at the middle school gym, high school gym, and recreation gym. This popular program serves over 250 youth and employs over twenty-five teen coaches. Community support for youth basketball is very evident, with fifty-six local businesses & organizations providing sponsorships last year. The goal of the youth basketball league is to allow youth to have fun, and gain skills.
F7:
Independent of the Recreation Department, many local organizations are dedicated to youth sports, including Del Norte Youth Football (& Cheer), Del Norte Youth Soccer Association, Del Norte United FC soccer league, Del Norte Little League baseball, Del Norte Babe Ruth baseball, Del Norte Youth Wrestling, Crescent City Swim Club, and others. 34
F8:
The toughest issue the Recreation Department deals with is facilities. Repair and maintenance of facilities is costly, with many needed repairs and/or upgrades beyond the scope of the department budget. Another factor is simply not enough fields to accommodate interested teams. For instance, if there were additional softball fields, leagues and tournaments could expand. County and City officials had some discussion in the past of building a large sports field/ recreation area on old mill property behind Safeway, but that remains just an idea at this time.
Additional Recommendations
1
Not linked to specific findings.
R1:
The Recreation Department consider a website to communicate more easily any league sign-up times, schedules, and other recreation department information.
📋Klamath Fire Protection District
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Findings & Recommendations
6 findings
F1:
The Grand Jury has serious concerns about the ability of the Klamath Fire Protection District to provide adequate protection from fire and reasonable response to medical emergencies.
F2:
The current Klamath Fire Board operates in blatant violation of the Brown Act, this has resulted in a lack of accountability and transparency.
F3:
Grand Jury members witnessed equipment in disrepair. No visible posted inventory of equipment and supplies available at each station. Overall lack of organization and signs of neglect and decay.
F4:
A lack of ability on the part of the KFD Board to oversee operations of Klamath Fire. A lack of good judgment on the part of the KFD Board to make sound fiscal decisions, i.e. to expend $14,000 on the remodel of the Command Center rather than spend funds to repair the only water tanker and put it back into operation.
F5:
No operational water tanker.
F6:
The relationship that exists between the Yurok Tribe, the Klamath Fire Auxiliary, and the greater Klamath Community is strained and adversarial.
Additional Recommendations
6
Not linked to specific findings.
R1:
Recruit additional local Volunteer Firefighters who would be able to respond to emergency calls during regular weekday work hours. Establish a reliable communications system to allow Klamath Citizens to easily contact Klamath Fire.
R2:
The current Klamath Fire Board needs to be instructed in all aspects of the Brown Act, how to conduct a meeting, and how to openly work with the Klamath Volunteer fighters, The Yurok Tribe, the Klamath Fire Auxiliary, and the Greater Klamath Community. If the above fails to accomplish satisfactory results, the Del Norte County Board of Supervisors must take over as the Board of the Klamath Fire Protection District until such a time that a suitable KFD Board can be installed. The Citizens of Klamath deserve nothing less.
R3:
Replace or repair unreliable vehicles. Develop budgeting priorities that place basic vehicle, material repair and purchases as a top priority.
R4:
All KFD Board members must be included in discussions about spending and given enough time in an open forum discussion to make a fair and informed majority decision . 39
R5:
Repair or replace the existing water tanker. Once it is in service, it should be operated at least weekly to ensure it is operational. This vehicle should be parked under a roof to be kept out of the weather.
R6:
The Klamath Fire Protection District Board is to make a priority of reestablishing a good relationship with the Citizens of Klamath, the Klamath Auxiliary, and the Yurok Tribe.
📋Pelican Bay State Prison
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Findings & Recommendations
8 findings
F1:
Security is taken very seriously at the prison. All jury members were checked for ID’s when entering the prison at the main security gate. Grand Jury members were given security passes, asked to sign in and out of the prison, and required to show ID’s when entering and leaving each lock down area.
F2:
The prison currently employs 1,421 people, 1000 of whom are custodial employees. Pelican Bay Prison is currently short approximately 100 Corrections Officers; therefore many officers are asked to work double shifts to maintain security.
F3:
Pelican Bay operates its own psychiatric unit, hospital, dental facility, pharmacy, and fire department; however inmates are frequently treated by physicians at Sutter Coast Hospital in Crescent City and specialists from out of the area.
F4:
Inmates have educational programs available to them such as general education courses, high school diploma, literacy, and college courses; additionally Alcoholics Anonymous, Narcotics Anonymous, and other mental health programs are available to the inmates as well. 41
F5:
There are many different religious services available to the inmates. Inmates are allowed to have family visits on Saturdays, Sundays, and holidays. There are four housing facilities available for overnight visits.
F6:
There have been no escapes from Pelican Bay’s maximum security prison since its inception in 1989.
F7:
Pelican Bay State Prison is a well-run institution. All staff is well-trained and does an excellent job maintaining security.
F8:
Pelican Bay State prison is extremely expensive to operate. The cost to California taxpayers to house one general population (GP) inmate is $58,324 per year; one security housing unit (SHU) inmate is $70,641 per year; one administrative segregation unit (ASU) inmate is $77,740; one psychiatric services unit inmate (PSU) is $71,857 per year; and one Level 1 inmate $43,640 per year. In addition, operating costs at Pelican Bay State Prison continue to increase yearly.