San Bernardino County Grand Jury • 1999-2000

Foreman’s Statement

Published: October 10, 2000 122 pages Consolidated Report

Ver PDF original

⚠️ 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.

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Findings and Recommendations 3 findings

F144 Page 90

San Bernardino County contributed $536,000 toward the total cost of $7.5 million to complete the project, which included acquisition of land and dwelling units, rehabilitation of all units, marketing and general administration. FINDINGS In November 1999 Grand Jurors visited Renaissance Village and found it to be an attractive and pleasant-looking neighborhood, complete with perimeter fencing and security gate. The complex now has 24-hour security. The grounds are professionally landscaped and maintained. There are covered carports, swimming and wading pools, playgrounds, basketball court, and laundry facilities. Tenants have access to a spacious community center where numerous activities and self-development classes are held. The Rialto City Parks and Recreation Department provides after school activities for children aged 5 to 17, with games and arts and crafts. Teen after-school tutoring began on the same day of the Jury(cid:146)s visit. There were JTPA (Job Training Partnership Act) classes last summer, and there are plans for a job resource center, with computers, in the near future. All units are four-plexes. While renovation was underway, a small remnant of tenants was temporarily relocated, then moved back during the first phase after completion. Tenants pay for gas and electricity. Water and sewer fees are included in the rent. Each unit is equipped with built-in appliances, forced air heating and air conditioning. Units were not available for interior inspection as all units were occupied, and there is a waiting list. Renaissance Village is under the direction of Southern California Housing Development Corporation (SCHDC). The full-time on-site staff includes office manager, assistant office manager, leasing agent, three maintenance people (supervisor, technician, and groundskeeper), and security person. Tenants are members of an association, and their input is encouraged. While touring the grounds, the Jury found them to be well maintained. Several buildings needed exterior painting of wood siding and/or fascia boards which showed peeling paint. Maintenance scheduling and priorities were being reviewed to get painting done before winter rains began. The Jurors were shown a video that pictured (cid:147)before(cid:148) and (cid:147)after(cid:148) views of the complex. Renaissance Village is an excellent model of successful neighborhood revitalization, and SCHDC received the National Association of Counties Community and Economic Development award in 1996. Renaissance Village turned a blighted slum area into a clean, attractive neighborhood, for a minimum County investment.

No recommendations for this finding

F2000 Page 87

The annual cash outlay by the County includes payment of both principal and interest on the COPs. The amount of principal being repaid will equal or exceed the annual cash flow loss of about $750,000, beginning in the year 2007. Paid attendance figures since inception are: Fiscal Year Paid Attendance 1994 225,294 1995 187,159 1996 161,882 1997 254,363 1998 74,804 1999 71,723 2000 (thru Oct. 99) 149,237 Average Annual Attendance 160,637 At the onset of this amphitheater project, documentation stated that “the facility, when constructed, will provide a recreational service to the public and generate revenue for the County.” Further, it was stated “the estimated average annual revenue to the County General Fund over a twenty-five (25) year period will be $280,000, producing $7,000,000 in total additional revenue to the County through the term of the lease. This is over and above the annual debt service associated with repayment of the bonds utilized to construct the facility and infrastructure improvements. The total project budget is $15 million.” Hindsight shows the initial projections for attendance, income, sales, etc. were wildly optimistic. Since the fixed minimum annual rent stated in the lease agreement is increasing and the threshold of Other Revenue is increasing, it is likely the only source of future income will come from the fixed minimum rent. Annual attendance would now have to be in the range of 450,000 to 500,000 to generate sufficient ticket sales such that the percentage rent would be greater than the current fixed minimum rent. This is about double the highest yearly attendance since inception. Article 6 of the lease agreement states “Operator agrees to operate and manage the services and facilities offered in a professional, businesslike manner. Operator shall appoint an Operating Manager who shall be the person with whom the County, through the Director, shall deal on a regular basis regarding the use and operation of the Premises by the Operator. Any person selected by Operator as its Operating Manager shall be skilled in management of businesses similar to the amphitheater. In the event the Operating Manager shall fail, to any material degree, to meet the reasonable expectations of County with respect to this lease, County shall notify Operator of such shortfalls and Operator shall take reasonable action to remedy such shortfalls.” The lessee has not met the reasonable expectations of the County with respect to the lease. In the past, the County has considered a sale of the facility to rid itself of the large annual cash flow drain. The lease can only be terminated for nonpayment of the rent, so a sale of the facility could only be made if it was sold to the current lessee or was sold subject to the existing lease. The County owes about $25.7 million on the COPs used for the improvements. Additionally, the County owns the underlying land (parks land) and occasionally uses the facility for County-sponsored functions. In March 1999 the County contracted with a consulting company, AC Consulting LLC, to attempt to renegotiate the Blockbuster Pavilion lease. An initial payment of $15,000 was made but there is no evidence that any change to the lease contract will be forthcoming.

No recommendations for this finding

F2020 Page 47

DAAS also estimates that one-fourth of the County(cid:146)s population will be seniors in 2020. Currently, there are approximately 9,200 recipients in the program and 38 percent of their providers came from the County provided list. If the population grows by the above estimates, by the year 2020 there will be approximately 23,000 recipients in the program and about 8,700 of this number will come from the County(cid:146)s list of providers. With no background checks of care providers, these numbers are reason for alarm today and present increased concern for the future. Findings support the primary concern of the Grand Jury. More can be done to ensure the health and well being of IHSS recipients. County liability is tempered by the legislation, but not forgotten. If the County has not followed the Welfare and Institutions Code to the letter and an abusive care provider surfaces, the County stands to lose.

No recommendations for this finding

Conclusions 1

CL1 Page 4

I return to the beginning: the mandate that the Grand Jury protect the individual against the tyranny of his government, i.e., make a difference. Has the 1999-2000 San Bernardino County Grand Jury met this criterion? In my judgment the answer is a resounding (cid:147)YES.(cid:148) The Jury performed well. The impact of our civil investigations will become evident after a period of time. Public policy and government operations do not lend themselves to rapid change. Some of our recommendations will be accepted, others will not. And what more should any rational person expect? To my fellow Grand Jurors, I can only say that serving with each of you has been one of the most intense joys of my career. For your wisdom, diligence and search for truth, I enthusiastically commend you for your advice, criticism, patience, and support. For allowing me the privilege to serve with you and for giving me the opportunity along side you to (cid:147)do our duty,(cid:148) I sincerely thank you. Respectfully submitted, JESSE D. LASSWELL, Foreman 1999-2000 County Grand Jury ADMINISTRATIVE AND AUDIT/FISCAL COMMITTEE It was the responsibility of the Administrative and Audit/Fiscal Committee to review the following boards, departments and agencies: Board of Supervisors Clerk of the Board of Supervisors County Administrative Office County Counsel Assessor Auditor/Controller-Recorder Treasurer-Tax Collector Information Services Department Superintendent of Schools County Fire Department Redevelopment Programs Special Districts Local Agency Formation Commission Committee members attended the weekly meetings of the Board of Supervisors and reported on agenda topics to the full Grand Jury. These reports were sources of additional information for the Grand Jury. Two complaints were received, reviewed, and acted upon. The Administrative and Audit/Fiscal Committee was responsible for interviewing and selecting an outside audit firm to conduct any audits deemed necessary by the Grand Jury. Two firms were interviewed and a selection made. The Harvey M. Rose Accountancy Corporation conducted a limited scope management audit of the County Vehicle Services Department and Other User Departments. The Executive Summary of that audit is included in this final report. The Administrative and Audit/Fiscal Committee established subcommittees to review the functions and operations of selected departments. Key staff members were interviewed and investigations were completed. The Administrative and Audit/Fiscal Committee makes the following findings and recommendations. ASSESSOR

No Responses Found 1

Government entities assigned to respond to this report. No response documents have been linked in our database.

San Bernardino County County