⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 11 findings
F1
Page 17
State, national,and international guidelines are not adequately addressed in the County’s distancing which areincompatible with the design of the EOC that the County operates and is Pandemic Influenza Preparedness Plan (see Appendix 1). addressed in the DORA.
No recommendations for this finding
F2
Page 17
Orange County Emergency Operations Plan’s classification of a pandemic as being “Unlikely” has caused the OCHCA to be underprepared for the current pandemic. Partnership Development
No recommendations for this finding
F3
Page 17
The OCHCA has not effectively used its resources to close the gaps in a) Pandemic Nearly half of Orange County is made up of residents with limited English language proficiency. Influenza Planning Program Work Plan and b) Public Health Emergency Preparedness TheGrand Jury reviewed the partnership and stakeholder contracts that OCHCA had in place Work Plan and c) Hospital Preparedness Work Plan. during the pandemic and found them lacking. The OCHCA and County management had not F4. The OCHCA's budget was not allocated relative to the likelihood of pandemic planning developed strong community partnerships per the CDC guidelines.Although the CARES Act and preparation. funds were available in March 2020, thehealth care agency did not enter into acontract with the F5. The OCHCA has not established comprehensive community-based task forces that respective community engagement services organizations until much later in 2020. This facilitate and support health care institutions in Orange County. restricted the flow of CARES Act funds that would have otherwise provided the needed PPE and F6. The OCHCA does not have the capability to provide translations in all “Threshold” testing services to these communities.In addition, the scope of these contracts was limited,and languages within Orange County in a timely manner. only specific aspects of the pandemic were addressed. The Grand Jury also learned that the F7. The OCHCA has underestimated the media requirements necessary to effectively
No recommendations for this finding
F4
Page 47
Lack of system integration between Remedy and FBR necessitates duplicate data entry public agency subject to its reviewing authority, the governing body of the public agency shall and reliance on manual oversight to reconcile the DR# and evidence list between the two comment to the presiding judge of the superior court on the findings and recommendations systems. pertaining to matters under the control of the governing body, and every elected county officer or agency head for which the grand jury has responsibility pursuant to Section 914.1 shall comment
No recommendations for this finding
F5
Page 47
A tour of the Property/Evidence Central Booking Facility is no longer included during within 60 days to the presiding judge of the superior court, with an information copy sent to the deputy training. This limits their understanding of the overall chain of custody process. 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
No recommendations for this finding
F6
Page 67
The Cannabis Community Benefits Program motivates local dispensaries to contribute Communication funds and/or staff volunteer hours for the benefit of the City of Santa Ana. During the investigation of the Retail Adult-Use sale of cannabis in Santa Ana, the OCGJ noted
No recommendations for this finding
F7
Page 109
AB-109 reimbursements do not cover actual costs for Orange County inmates.
No recommendations for this finding
F8
Page 109
The Grand Jury has found the jails and facilities to be acceptable and in overall compliance with state and federal standards. Orange County Health Care Agency/Correctional Health Services
No recommendations for this finding
F9
Page 109
CHS direct service staff have not received enough Crisis Intervention Training R9. Require mandatory COVID testing for all CHS jail personnel, effective immediately. (F10)
No recommendations for this finding
F10
Page 109
Lack of mandatory COVID testing for CHS staff creates a high risk of infection to inmates and others. R10. Implement integrated software that allows communication and file sharing between CHS and BHS by June 30, 2022. (F11)
No recommendations for this finding
F11
Page 109
CHS and BHS have not integrated their electronic records, thus delaying and limiting their ability to share inmate information. 2020-2021 Orange County Grand Jury 2020-2021 Orange County Grand Jury A Look Behind the Bars of the Orange County Jail A Look Behind the Bars of the Orange County Jail FINDINGS RECOMMENDATIONS In accordance with California Penal Code Sections 933 and 933.05, the 2020-21 Grand Jury In accordance with California Penal Code Sections 933 and 933.05, the 2020-21 Grand Jury requires responses from each agency affected by the findings presented in this section. The requires responses from each agency affected by the recommendations presented in this section. responses are to be submitted to the Presiding Judge of the Superior Court. The responses are to be submitted to the Presiding Judge of the Superior Court. Based on its investigation described here, the 2020-21 Orange County Grand Jury has arrived at Based on its investigation described herein, the 2020-21 Orange County Grand Jury makes the the following principal findings: following recommendations: Adult Jail Facilities Adult Jail Facilities
No recommendations for this finding
Commendations 7
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CM1 Page 163As Joint Powers Authorities (JPAs), the TCAs are self-governing, autonomous consider this report in the totality of its findings and observations. bodies. When the State of California passed legislation enabling the formation of the JPAs, it delegated governance to Orange County. The State does not oversee the agencies or monitor their effectiveness. It is assumed that the
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CM2 Page 163The founding State legislation and subsequent County agreements failed to The Transportation Corridor Agencies built excellent roads with minimal tax dollars. codify firm boundaries on the activities of the TCA. Nor did they set enforceable limits on the size and duration of the agency’s debt obligations. The Transportation Corridor Agencies run a state-of-the-art toll collection operation.
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CM3 Page 163Joint Powers Authorities have an inherent governance weakness because the The Transportation Corridor Agencies are reducing future interest payments by taking advantage board members are one step removed from their constituents. A city’s voters of low interest rates. pay attention to the performance of a mayor or city council member as it The Transportation Corridor Agencies were responsive to the Grand Jury investigation and pertains to the governance of that city. When those same elected officials go provided copious data, extending many years into the past and the future. off to sit on a part-time regional board, voters are less able and less motivated to monitor their actions.
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CM4 Page 163Federal and State authorities have been slow to update the transportation funding model, which is highly reliant on gas taxes. In the absence of an agreed, top-down funding strategy, cash-generating toll roads are emerging as an ad hoc solution, fortuitous position for the TCA.
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CM5 Page 163Transportation is a complicated policy area. Along with OCTA, OCPW, and Caltrans District 12, the TCA is one of four county-based transportation agencies. In addition, cities and developers have a role at the local level. Rather than allow gaps between these entities, it is customary to overlap their functions and collaborate as needed. Roles are not clearly defined.
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CM6 Page 163Toll roads that collect a surplus of revenue are examples of concentrated benefits and distributed costs. Agencies that depend on the revenue have a high incentive to maintain that system. Individual drivers, paying modest tolls, have little incentive to organize an opposition. The same is true of Development Impact Fees that are rolled into thousands of individual home mortgages.
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CM7 Page 163The consumer economy is increasingly based on paying a premium for convenience and time saving. Toll roads were once derided as Lexus lanes; they are now embraced by middle-class families because of the driving time that they save. Toll roads are no longer a controversial target for activists and consumer advocates. Figure 15 - SR-73 northbound. Visible in the distance: cargo ships and a flight from John Wayne Airport. (Used with permission of the Transportation Corridor Agencies.) Report 5 2020-2021 Orange County Grand Jury Page 41 2020-2021 Orange County Grand Jury Page 42 $28 Billion for a $2.8 Billion Road $28 Billion for a $2.8 Billion Road Who’s in Charge Here? The Board of Directors It can be challenging to get a clear understanding of the TCA’s mission and governance: What is Who’s in charge here? The short answer is that each of the two Toll Corridor Agencies has a its charter? Who runs it? To whom is it accountable? Is it doing a good job? Has it finished its Board of Directors comprised of elected County Supervisors and city council members. work, or is it just starting? County residents who are interested in the TCA should first The 2020-21 Orange County Grand Jury congratulates the Transportation Corridor Agencies on understand the circumstances that have led to its high degree of autonomy. their delivery and operation of excellent roads and hopes that the Board of Directors will
No Responses Found 1
Government entities assigned to respond to this report. No response documents have been linked in our database.
Orange County Board of Supervisors
Elected County Office