City of Mendota

Recommendations 100

• R1
  A report on the Council-Mayor government in the City of Fresno. Concerns regarding the relationship between the Mayor, City Council and staff of the City are reviewed. Recommendations are made to improve the synergy between these groups of City officials and staff.
• R2
  A report on the City’s Worker’s Compensation program offers some recommendations as to possible improvements.
• R3
  An overview of the City of Fresno’s debt condition and a summary of its recent bond activity and various bond agencies ratings.
• R4
  A report on the Fresno Redevelopment Agency (RDA) covering the volume and nature of its activity. MAYOR-COUNCIL GOVERNMENT Introduction The 2003/04 Fresno County Grand Jury (FCGJ) was made aware of concerns expressed by citizens, print and electronic media, incumbent and former elected officials, current and prior department heads and current and prior staff. These concerns focus on several different areas. · The apparent lack of civility and the inability of certain elected officials to work with each other, city staff and the city’s leadership in a harmonious manner. · The need for a balanced and reasonable relationship with the labor unions that represent the city’s workforce. During the process of preparing this report the FCGJ interviewed past and present members of the city council, city manager and staff, heads of departments, labor leaders, and the city’s current mayor and predecessor. A review of the city’s charter was conducted.
• R5
  The roles and lines of authority of the Deputy Mayor, Deputy City Manager and Deputy Administrator be clarified. City Of Fresno Risk Management Workers Compensation Introduction Over the past ten years the cost of the City of Fresno’s (City) Workers’ Compensation program has increased over 200%. A variety of factors including state mandated benefit increases and negotiated rates with city labor unions above the state mandated rates account for the dramatic rise in costs. Concern was expressed by elected officials and city staff, as well as by the media, regarding this continued unimpeded escalation. The 2003/2004 Fresno County Grand Jury received testimony and documentation from city staff, journals and from the local press.
• R6
  The City should deal equitably with all workers and provide them with the state mandated temporary disability benefit.
• R7
  The City limits the injury pay rate to 70% of full wages for all employees.
• R8
  Employees experiencing extraordinary financial demands during this temporary disability period be permitted to cash out accrued vacation and sick pay.
• R9
  The injury pay benefit be reduced to six months.
• R10
  Employees be required to use medical providers selected by a city designated PPO network.
• R11
  Targeted “sub rosa” investigations be scheduled at random and also be directed at suspicious claimants.
• R12
  All supervisors and managers throughout the entire city staff, take an active role in reducing injuries and containing costs. Cost reduction goals should apply to the entire organization and effective performance should be noted in staff performance evaluations.
• R13
  City staff use available statistical data that is now easily accessible.
• R14
  Management study and compare the practice and methods of other jurisdictions, agencies and the private sector to determine what methodologies, strategies and tactics are most effective.
• R15
  The City organize employee safety committees by department and provides a reward system for its success. BOND DEBT AND FINANCIAL CONDITION CITY OF FRESNO Introduction At the time the City of Fresno issued its annual financial statement for the fiscal year 2000 (as of 06/30/00) there was concern regarding the City’s creditworthiness and its ability to continue to assume additional bond debt. The incoming mayor and his staff, supported by the newly appointed finance director, outlined an extensive plan to correct existing problems and to improve the fiscal health of the City. The 2003/2004 Fresno County Grand Jury (FCGJ) reviewed the City’s current financial condition, with a particular interest in the condition of long-term debt, and assessed the progress that the incumbent team has made in their first four-year term. During the course of its review the FCGJ interviewed the mayor, key staff members, elected officials and the finance director. Copious amounts of data were requested and supplied. The condition of the City currently is improved. Previously existing problems have been addressed and faulty procedures have been corrected. In preparing this report, the FCGJ has utilized a spreadsheet, Finding A, to delineate selected financial
• R16
  The Mayor and the City Council not allow the City to assume additional Bond Debt until the level of indebtedness drops below $675 million.
• R17
  The additional labor hired to complete the accelerated infrastructure work planned in the City’s declining neighborhoods not be added to the City’s regular work force. It is assumed that after the six-year anticipated accelerated program, the demand for additional workers will return to current levels.
• R18
  During the period of the six-year infrastructure update program, the City Council and the Mayor agree that there be no additional funds added to the individual council members’ discretionary fund. This amount should not exceed $50,000 per district.
• R19
  The City and the development community agree on an Urban Growth Management fee structure that will support the new infrastructure required.
• R20
  Fees for urban growth management be adjusted annually. 15
• R21
  The finance director or designated staff person should be involved when financial negotiations are being conducted between the City and other parties where the project may require long term financing.
• R22
  No City official should be asked to approve a bond issue without a positive opinion on the part of the finance director.
• R23
  Financial workshops should be held for the City Council before they are asked to vote on matters that would cause the City to incur major debt.
• R24
  The 2003/2004 Grand Jury recommends that future Juries continue to regularly review the financial condition of the City and its performance against its objectives. THE REDEVELOPMENT AGENCY OF THE CITY OF FRESNO Introduction: The Redevelopment Agency (RDA) of the City of Fresno is established and defined by state law as a separate, government authority with its own revenue, budget and staff. Its powers include issuance of debt and exercising the right of eminent domain in the acquisition of private property. RDA’s stated purpose is to eliminate blight and promote economic development. An RDA’s cycle of activity is to define a project area, designate the life of the project area (generally 40 years), develop a plan for improvement, finance the improvements including land acquisition and retire the debt with the increased property taxes generated by the redevelopment. This latter revenue source is generally referred to as incremental property tax revenue. The 2003/2004 Fresno County Grand Jury investigated the mission and operations of RDA of the City of Fresno.
• R25
  A system needs to be put in place to control the inventory of acquired properties. Controls should include a reason for acquisition and the anticipated date of disposition.
• R26
  Properties currently in inventory not scheduled for disposition or earmarked for near term projects be offered for sale and the proceeds conveyed to the City of Fresno to reduce the obligations of the RDA.
• R27
  The composition of the RDA board be changed to give the Mayor’s office majority representation without a change in the total number of board members.
• R28
  The operations of the RDA need to be made more transparent to city officials and the general public. FRESNO COUNTY COMMITTEE Ed O’Neill, Chair Henry Chin Robert Gutierrez Paul O’Rourke Yvonne Setencich Sam Yelenick 20 FRESNO COUNTY COMMITTEE INTRODUCTION The County Committee of the 2003/2004 Fresno County Grand Jury responded to several citizens’ complaints regarding cities within the County and focused on issues impacting the entire community. County departments and special districts were reviewed. The committee interviewed a number of officials, department heads and employees of the County. The committee proceeded with its investigation culminating in these reports: · The City of Mendota · Land Retirement in Western Fresno County 21 CITY OF MENDOTA Introduction In response to a complaint from a number of citizens of the City of Mendota (City) alleging various financial and personnel management improprieties, the 2003/2004 Fresno County Grand Jury undertook an investigation. During this process, elected officials, city officials under contract and city employees were interviewed.
• R29
  The City adopts a new policy setting forth procedures for issuance and use of City credit cards for city employees only, including penalty provisions on misuse.
• R30
  The City council reviews all employee terminations.
• R31
  The Ixtlahuacan, Colima earthquake relief effort and expenditures be reviewed in a public hearing allowing citizen concerns to be addressed.
• R32
  The City Council employ the services of a legal fees audit firm to audit the City’s legal expenditures, including all current contracts.
• R33
  Employee parties should not be funded by soliciting contributions from vendors. LAND RETIREMENT IN WESTERN FRESNO COUNTY Introduction The 2003/2004 Fresno County Grand Jury (FCGJ) studied the issue of land retirement. Land retirement is taking farmland out of production, because the soil has become too salinized to grow crops. The FCGJ examined the impact of land retirement on the economies of the affected communities and reviewed the policies and strategies proposed and undertaken to address the consequences of land retirement.
• R34
  A task force be established by the Fresno County Board of Supervisors to coordinate the services and activities being mobilized to deal with the consequences of land retirement. This will facilitate the formulation of a cohesive, comprehensive, action strategy. The task force has representation from the core agencies and incorporated cities dealing with land retirement including the following: · Assistant County Administrative Officer for Economic Development · Representatives from Westlands Water District · Fresno County Department of Education · Fresno County Public Works & Planning Department · Fresno County Workforce Investment Board · Fresno County Housing Authority · Incorporated cities from Western Fresno County · Other agencies as deemed appropriate by the task force
• R35
  Lead responsibility to organize and to administer the task force be assigned to the Assistant County Administrative Officer for Economic 26 Development because of the lead role that office has undertaken in addressing the concerns of land retirement. EDUCATION AND YOUTH COMMITTEE Jill Robinson, Chair James Cotton Mary Ann Dews Fred Goldring Tony Peranick Bill Rogers, Jr. EDUCATION AND YOUTH COMMITTEE INTRODUCTION In response to a citizen’s complaint, a high school protest, news releases and prior Grand Jury recommendations, the Education and Youth Committee of the 2003/2004 Fresno County Grand Jury focused its investigations in several areas concerning the youth of Fresno County. Information was assembled by interviewing citizens, elected officials, various department heads and staff, foster parents, school personnel, by reviewing official documents, policies and procedures and by visiting several facilities. The Education and Youth Committee is reporting on the following: A. Volunteerism in the Fresno Unified School District B. Problems in Fresno Unified School District High Schools C. Department of Children and Family Services Foster Care System 29 VOLUNTEERISM IN THE FRESNO UNIFIED SCHOOL DISTRICT Introduction A letter was received requesting the 2003/2004 Fresno County Grand Jury review the Fresno Unified School District’s policies and procedures regarding volunteers. The citizen wished to offer services as a mentor. The request was made to a specific middle school. It took three weeks for the school’s Human Resource Director to respond. Instructions were given to go to Fresno Unified School District’s downtown office where the volunteer’s fingerprints would be taken for a fee of $50.00. The only acceptable method of payment would be a cashier’s check in that amount. Fingerprints taken by the Fresno County Sheriff’s Department for another volunteer situation were offered instead of taking new prints. Fresno Unified School District will not accept any fingerprints other than those taken by their own personnel. The Grand Jury Education and Youth Committee decided to investigate the volunteer procedures and the charge of $50.00 to those wishing to volunteer.
• R36
  A printed pamphlet entitled ”Volunteerism” should be provided by Fresno Unified School District to all schools to distribute to potential volunteers. It should clearly state District policy and the cost entailed to volunteer.
• R37
  Fresno Unified School District review the cost of fingerprinting for volunteers. Consideration be given to the elimination of this fee.
• R38
  The subject of volunteerism, including the utilization of volunteers in certain areas and the cost entailed be discussed at the beginning of each academic year at PTA and/or Site Committee meetings. PROBLEMS IN FRESNO UNIFIED SCHOOL DISTRICT HIGH SCHOOLS Introduction: The Education and Youth Committee of the 2003/2004 Fresno County Grand Jury (FCGJ) reviewed the reported concerns of students at Fresno High School. A group of students believed their concerns were serious enough to cause them to organize and hold a pre-school rally. Thereafter, an unauthorized student march to the Fresno Unified School District (FUSD) administrative office occurred. Several other high school sites were studied to determine if these problems existed on other campuses. The students’ complaints centered around four issues:
• R39
  Develop a policy for replacing absent custodians in a timely fashion.
• R40
  Develop a flash report to alert administrators at the next highest level when a problem develops on a school site.
• R41
  Develop a district wide textbook distribution and return policy with a strong emphasis on student accountability.
• R42
  Develop a procedure to annually account for all money that is lost as a result of lost or damaged textbooks.
• R43
  Encourage open communication between District Administration and School Site management.
• R44
  At each school site, develop procedures and rules for storage of edibles in the classroom.
• R45
  The 2004/2005 Fresno County Grand Jury continues to monitor the Fresno Unified School District. DEPARTMENT OF CHILDREN AND FAMILY SERVICES FOSTER CARE SYSTEM Introduction Consider a child abandoned by birth parents, separated from family members because of unfavorable circumstances, subjected to abuse or neglect and forsaken without love or understanding. Such a child, and many others under similar circumstances, is shifted from one place to another as wards of the Foster Care Program in Fresno County. The purpose of this report as prepared by the 2003/2004 Fresno County Grand Jury is to detail its findings, conclusions and recommendations regarding the condition of Foster Care in Fresno County as it currently exists. Some of our research found the same problems and concerns encountered by the 2002/2003 Fresno County Grand Jury in its report. The Department of Children and Family Services Foster Care System (DCFS) in response to last years report gave assurances that solutions to the recommendations offered were in process and major changes could be expected. To date, the problems remain and the changes needed to correct the situation have not been completed. Subsequently, additional areas of concern were found and included in this report. Regarding the placement of children in foster care, the Family to Family Initiative is a program designed to be sensitive to the long term, continuous needs of children. The Family to Family Initiative in Fresno County is a new approach to the placement of children within the foster care system. The goals of this program are: · Place the child within a home containing other members of the child's birth family · Encourage placement retaining the child in a neighborhood and school that is familiar · Decrease the total length of time the child remains in foster care · Speed up the adoption or guardianship process to relieve a feeling of dislocation or abandonment · Promote a cooperative relationship between birth and foster family members, service providers and agency staff to assure that placement decisions address the best needs of the child · Avoid placing a foster child in harms way Much of the criticism found by this Grand Jury comes from past and present members of the DCFS staff, as well as foster parents, Foster Family Agency (FFA) providers and several knowledgeable observers. In compiling this report, the Education and Youth Committee interviewed top administrators of the DCFS, independent agencies, foster parents and workers at several levels of the foster care system. 37
• R46
  Establish written comprehensive goals, policies and objectives to insure proper initial placement of foster children.
• R47
  Perform reviews of files by social worker supervisors to determine that initial placement and procedures are accomplishing goals and objectives set forth by the department.
• R48
  Form a team to evaluate a foster child's initial placement.
• R49
  Write, install, implement, monitor and enforce comprehensive policies and procedures to effectively train employees.
• R50
  Reduce the number and length of meetings throughout the department.
• R51
  Teach management skills and time management to department heads, managers and supervisors and hold them accountable.
• R52
  Require the immediate supervisor at any level to offer a professional counselor to assist a grieving worker.
• R53
  Move different sections of the foster care program within close proximity to each other, ideally one site, to improve communication, efficiency and effectiveness.
• R54
  When a project or program is under consideration, set and enforce deadlines for completion.
• R55
  Train, and continue to retrain, foster parents and caregivers to help them understand the dynamics of their relationship with a foster child.
• R56
  Improve Fresno County recruitment procedures for foster parents.
• R57
  Require all foster children’s’ files be organized in the same manner with supervisors required to periodically review these files.
• R58
  Accelerate the development of the Family to Family program where appropriate. 42
• R59
  Assign cases, which require special skills and experience to employees who have exhibited the appropriate knowledge to deal with difficult problems.
• R60
  Require icebreaker sessions within the first 48 hours of the child's entry into the system. Include in these sessions, the natural parents when appropriate, the foster parents, the social worker, a Court Approved Special Advocate.
• R61
  Write job descriptions for employees of Children and Family Services with more specificity.
• R62
  When a child has to be moved from one foster home to another, delineate a list of written procedures to be given to the new foster parents on placement. Include in a child's file all pertinent data regarding background, medications and dosage, and good as well as bad behavior before the child is moved.
• R63
  Before a child is moved, require a supervisor to sign off on the child's file.
• R64
  Evaluate and chart statistics regarding the movement of foster children throughout the system.
• R65
  Encourage the County Foster Care Advisory and Oversight Committee to review various departments' procedures and evaluate duplicate services, looking to eliminate excess costs.
• R66
  Require a social worker's cellular phone number be given to their foster parents, older foster children and the Children and Family Services duty officer so contact can be made at all times.
• R67
  Invite and include foster parents to selected staff conferences that concern their foster child.
• R68
  Make the existing care-line helpful. Its purpose is clearly defined as an emergency link between foster parents and the department. Require that this line be competently staffed 24-7 for the protection of the children in the system.
• R69
  Maintain a log of social worker visits to a foster home and have it signed by the social worker and the foster parent stating particulars of that visit.
• R70
  Future Grand Juries continue to monitor the Department of Children and Family Services Foster Care System. HEALTH AND SOCIAL SERVICES COMMITTEE Bill Rogers, Jr. Mary Ann Dews Paula Guzman Tony Peranick Yvonne Setencich Sam Yelenick 44 HEALTH AND SOCIAL SERVICES COMMITTEE INTRODUCTION The 2003/2004 Fresno County Grand Jury investigated county officials' concerns, citizens' interests and reviewed news articles regarding the Health and Human Services System. The Grand Jury investigated the reorganization of the Health and Human Services System. In-Home Supportive Services and the In-Home Supportive Services Public Authority. The Health and Social Services Committee interviewed elected officials, department heads, members of law enforcement, relevant employees of Fresno County, and visited applicable facilities. In-Home Supportive Services and the In-Home Supportive Services Public Authority are reported on. IN-HOME SUPPORTIVE SERVICES Introduction Problems within the In-Home Supportive Services (IHSS) program were brought to the attention of 2003/2004 Fresno County Grand Jury' by several sources. The Fresno County Human Services System (HSS) has four departments. The IHSS, under the Department of Adult Services, is one of its important programs. The IHSS services are provided to the eligible aged, blind, or disabled persons who are unable to perform tasks of daily living, and who cannot safely remain in their homes unless these services are provided. IHSS is designed to be a cost-effective way to avoid out-of-home placement. The following is an explanation and history of two programs that fall under the IHSS purview. Providers employed under these two programs can be independent or family members. The IHSS Residual Program (RP) began in 1973 and is currently funded with 65% State and 35% County Funds. Residual services are domestic, such as housecleaning, meal preparation, laundry and shopping. Only a spouse or a parent of a minor child is eligible to render these services. The IHSS Personal Care Services Program (PCSP) began in 1994. All of the same services provided in the Residual Program are included in the PCSP. In addition, the PCSP provides such services as feeding, bathing, bowel and bladder care, dressing, ambulating assistance, and certain paramedical services ordered by a licensed health care professional. Its main focus is to provide personal care services. PCSP does not pay for services rendered by a spouse or a parent of a minor child, nor will it pay for cases receiving domestic only RP services. To qualify for PCSP, a person must have a disabling ailment that lasts for 12 months or more or an illness that is terminal. It is currently funded through 51% Federal (subject to change), 32% State, and 17% County funds. The cost of the IHSS Program statewide in 2003/2004 is budgeted at $1.4 billion and is projected to grow at a rate of 13% annually. These costs are driven by several factors: an aging population, family mobility leaving older family members without relatives to assist in their care, medical knowledge that is saving and extending lives and opportunities for committing fraud. All of these factors result in society having to finance this program. State of California Assembly Bill 1682, approved July 12, 1999, mandated counties to establish an employer of record, "Public Authority", for purposes of collective bargaining or contract with a nonprofit consortium to provide for the delivery of in-home supportive services. In order to recruit, evaluate, screen, and train IHSS providers, the Welfare and Institutions Codes required that each county Board of Supervisors form a Public Authority to create a registry from which a recipient may choose a provider. Not all providers are listed in the Public Authority's registry. (See Finding G.) The Public 46 Authority is to act as the employer of record for IHSS providers. According to the provision of the above Codes, the Public Authority is an entity separate from the county. Therefore, provider employees of the Public Authority are not employees of the county. The Public Authority's registry assists the recipient in hiring a provider who is paid by the IHSS program. The recipient then becomes the employer of the IHSS provider.
• R71
  Establish and publicize a specific "Hot Line" telephone number to report fraud similar to "Crime Stoppers." 50
• R72
  Publicize that anyone with knowledge of a provider or recipient committing fraud is urged to report suspicions to the "Hot Line", District Attorney's office or Adult Protective Services.
• R73
  Provide the recipient verbally and in writing with an explanation of various types of fraud, and its consequences.
• R74
  Develop a recipient/provider handbook describing duties and responsibilities to include a signed document that they have read and understand their responsibilities, which will be placed in their respective files.
• R75
  Adapt the forms filled out by licensed health care professionals to be more comprehensive and specific as to type and degree of a recipient's disabilities and specific needs for assistance.
• R76
  Improve the existing checklist, specifying a recipient's lack of capabilities, for both social workers and licensed health care professionals.
• R77
  Communicate by direct mail with all licensed health care professionals who prescribe In-Home Supportive Services care that any change in a recipient's status must be reported to the In-Home Supportive Services.
• R78
  Improve requirements that providers report any change in the recipient's health status to In-Home Supportive Services.
• R79
  Install a computer database that can cross reference names, addresses and social security numbers for both providers and recipients.
• R80
  Request the Fresno County Recorder's office to provide names of the deceased to the In-Home Supportive Services at least semi-monthly.
• R81
  Develop a comprehensive Policies and Procedures Manual to be issued to all social workers.
• R82
  Develop a uniform recipient assessment chart to be used by all social workers.
• R83
  Install optical scanners to read time cards calculating hours worked and verifying signatures.
• R84
  Establish a procedure to prevent a provider from altering a timecard after it has been signed by the recipient.
• R85
  Require all providers to be included in the Public Authority's registry. 51
• R86
  Classify providers (1, 2, 3 or A, B, C) and compensate them according to their level of proficiency, e.g. ability to read and write English, understand and assist with prescriptions, CPR certified, administer injections, take vital signs or qualified to drive to necessary appointments.
• R87
  Revise all In-Home Supportive Services forms with the help of the local District Attorney’s office to ensure that, when fraud does occur, offenders will be prosecuted.
• R88
  Train all social workers regarding revised written policies and procedures as well as new forms.
• R89
  Train social workers to look for potential fraud situations.
• R90
  Change the law to ensure that recipients convicted of fraud be ineligible for further In-Home Supportive Services aid.
• R91
  Hire an investigator to make unannounced home visits to check for compliance and/or fraud.
• R92
  It is recommended that the 2004/2005 Fresno County Grand Jury continue to investigate the In-Home Supportive Services program. LAW ENFORCEMENT COMMITTEE Jim Perkins, Chair Susan Biglione Paula Guzman Paul Wiley Bob Wiens Dr. Stan Ziegler 53 LAW ENFORCEMENT COMMITTEE INTRODUCTION The Law committee of the 2003/2004 Fresno County Grand Jury visited the Fresno County Jail, Fresno County Juvenile Hall, Elkhorn Correctional Facility (ECF) and the Teilman Forward Bound Academy (FBA). The director of each facility and some instructors were interviewed. The committee spoke with the employees of California Youth Outreach (CYO) an independent non-profit corporation. The Fresno County Office of Education contracts with CYO to provide aftercare services to FBA. The Committee met with the Chiefs of Police of Fresno and Clovis, the Sheriff of Fresno County and representative members of the Multi-Agency Gang Enforcement Consortium (MAGEC), including a captain from the California Highway Patrol, who serves as commander of this unit. The local press and other sources brought problems regarding the Fresno Human Relations Commission to the attention of the Grand Jury. Fresno City Council members, the City Manager, a former City manager, members of the Commission and the Staff Director were interviewed. The 2003/2004 Fresno County Grand Jury Law Enforcement Committee is reporting on the following: 1......Human Relations Commission 2......Elkhorn Correctional Facility and Teilman Forward Bound Academy 3......Multi-Agency Gang Enforcement Consortium 54 CITY OF FRESNO HUMAN RELATIONS COMMISSION Introduction The 2003/2004 Fresno County Grand Jury examined some of the issues regarding the City of Fresno Human Relations Commission (HRC). The current HRC was formed by the Fresno City Council in 1986. The purpose of this commission is to promote peace and harmony in the community, mediate public disputes and address areas of discrimination. A Mission Statement and By-Laws were adopted, and revised in 1990, 1997 and 1998.
• R93
  The Human Relations Commission reflect the composition of the Fresno community.
• R94
  The Human Relations Commission be an ad-hoc advisory committee only.
• R95
  The Human Relations Commission become involved in disputes when requested by the proper authority.
• R96
  The Human Relations Commission cease acting as negotiators or arbitrators in citizen disputes.
• R97
  City funding of Special Events be eliminated.
• R98
  The Human Relations Commission not have the responsibility of making recommendations for allocations of public funds for non-profit, charitable organizations.
• R99
  The budget of the Human Relations Commission be reduced by eliminating: · Special Funding projects · Use of office space in City Hall · Facility Staff assigned to the Commission 57 · Facility management fees
• R100
  The 2004/2005 Fresno County Grand Jury continue to monitor the functions of the Human Relations Commission. ELKHORN CORRECTIONAL FACILITY AND TEILMAN FORWARD BOUND ACADEMY Introduction In 1997, the Elkhorn Correctional Facility (ECF) was established at the former Fresno County Sheriff’s Department Branch Jail, located near Caruthers in rural Fresno County. This facility is limited to housing male juvenile offenders who have been sentenced by the Fresno County Juvenile Court. In 1999, utilizing a state funded grant, the Fresno County Office of Education, in association with the Fresno County Probation Department, created Forward Bound Academy (FBA) located at the Teilman School campus, to provide aftercare services for the graduates of ECF. The 2003/2004 Fresno County Grand Jury toured both the ECF and the FBA and observed the programs in action. The directors and support staff of both facilities, representatives of California Youth Outreach, an independent non-profit organization from San Jose, the Superintendent of County Schools and the Director of Court Schools were interviewed.