The Treatment of Juveniles in the Detention and Assessment Centers

Recommendations 28

• R1

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  Prevent periods of homelessness
• R2

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  Help eligible individuals and families receive the services they need
• R3

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  Empower service providers to improve their response to individuals and families experiencing homelessness
• R4

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  Develop an approach to track progress to preventing, reducing and ending homelessness in the City. This recommendation to begin at the start of Fiscal Year 2021-2022. 20-23: As a member of the Continuum of Care, the City Housing Division should spearhead an effort to improve the services of United Way/211 in accordance with the recommendations referenced in the San Bernardino Continuum of Care Coordinated Entry Evaluation completed by the Technical Assistance Collaboration in February 2020. The City Housing Division will meet with each subrecipient and record a list of problems they are having with the CES/211 System. The City Housing Division will document the steps taken to address these problems and share these with the subrecipients. This recommendation to begin immediately. AGENCY RECOMMENDATIONS DUE DATE City of San Bernardino Housing Division 20-17 through 20-23 2/16/2021 89 San Bernardino County Grand Jury Final Report COUNTY ECONOMIC DEVELOPMENT DEPARTMENT SUMMARY San Bernardino County’s Economic Development Department is charged with attracting, retaining and expanding businesses within the region.1 The San Bernardino County 2019-2020 Civil Grand Jury investigated many of the resources, tools and incentives available to the Economic Development Department for use in achieving its departmental objectives. This investigation found no comprehensive Strategic Plan in place to guide San Bernardino County’s Economic Development efforts and decisions. Additionally, one of the primary incentives in attracting new business to the County—the Economic Development Ordinance—has no objective and/or measurable protocol steps in place to protect against cronyism and fraud in County land sales. The statutory obligation of the San Bernardino County 2019-2020 Civil Grand Jury in this report is to make recommendations to improve the efficient and effective functioning of the Economic Development Department. California Penal Code Section 925 provides the San Bernardino County 2019-2020 Civil Grand Jury jurisdiction to conduct this investigation. Note: Any recent challenges created by the COVID-19 crisis—and any actions taken in response by the San Bernardino County Economic Development Department in retaining, re-starting and re-growing County businesses quickly, safely and successfully—are not within the scope of this investigation. Glossary Economic Impact Survey – A questionnaire, with space provided for open-ended responses, to be prepared by the Economic Development Department (Recommendation 20-1). Sent annually to both current and potential County businesses to gather and document their current needs regarding Attraction, Retention and Expansion activities, collected Economic Impact Survey 1 cms.sbcounty.gov/Portals/59/Content/2019-2020/2019-20-Adopted-Budget.pdf, p. 252 90 San Bernardino County Grand Jury Final Report information will enable the Economic Development Department to keep its comprehensive, Departmental Strategic Plan synchronized with the latest local economic conditions (Recommendation 20-2). RDA – Redevelopment Agencies (RDAs). Since 1952, these State agencies served as an important component of the affordable housing development landscape in California. Cities and counties were given the authority to declare areas as blighted and in need of urban renewal, at which time a city or county was allowed to distribute most of the growth in property tax revenue for the project area to the relevant RDAs as tax-increment revenues. Some RDAs were able to attract businesses to previously-depressed areas and undertake the cleanup of contaminated areas. Effective February 2012, the State of California ceased operating local Redevelopment Agencies.2 RFP – Request for Proposal. RFPs outline the bidding process and contract terms, and provide guidance on how bids should be formatted and presented. They are generally reserved for complex projects. RFPs may outline instructions on what information the bidder must include and the desired format.3 Strategy – An idea or end-state, determined to be both of value and worth pursuing by an organization. Strategic Plan – The disciplined, documented method by which an organization turns an idea or strategy into reality. The Strategic Plan document serves as an organization’s collective roadmap to assess exactly where it is, where it is going, and how best to respond to opportunities and challenges. It is an ever-evolving document, reacting in real time to changing times and circumstances. All members of the organization participate in the Plan’s creation, and are thus vested in its ultimate success, generating powerful synergies through the careful alignment of individuals, collective goals and group resources. A Strategic Plan typically spans at least five years—the minimum time needed to achieve many long-term organizational goals—and often 2 www.huduser.gov/portal/publications/Redevelopment_WhitePaper.pdf 3 www.investopedia.com/terms/r/request-for-proposal.asp 91 San Bernardino County Grand Jury Final Report double that. While each organization is unique, the essential elements of any Strategic Plan include an organization’s Mission Statement, Vision Statement, Values Statement, Analysis of Strengths and Weaknesses, Short-Term and Long-Term Goals, Action Plans and Strategies, Metrics to measure progress, and Schedules for Future Review and Updating of the Plan itself4.
• R5

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  Mission Statement and Vision Statement to frame the context of the document.
• R6

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  A Core Values Statement (the “musts” and “must nots” of the organization— those vital principles that will guide both leaders and employees in both their day- to-day and long-range decision-making).
• R7

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  Strengths, Weaknesses, Opportunities and Threats (SWOT) Analyses.
• R8

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  Short-Term and Long-Term Goals - Goals should be Specific, Measurable, Achievable, Realistic and Time-based (SMART). Each goal should include an in- depth description of why it’s important, as well as the detailed steps needed to achieve those goals and the people assigned to carry them out. The comprehensive Departmental Strategic Plan should document the resources needed to meet those goals, the timelines needed to achieve them, relative priority rankings, and details on how the progress of each goal or objective will be measured.
• R9

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  Action Plans – Provide an overview of the specific actions employees will take to achieve the stated Short-Term and Long-Term Goals.
• R10

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  Identification of the specific individuals and/or offices responsible for each strategy. For those responsible individuals identified for a given strategy, tie Performance Reviews directly to measured progress and accomplishment of assigned Strategic Plan milestone targets.
• R11

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  Documentation regarding how often the Plan will be checked and updated (monthly, quarterly, annually, etc.), as well as the list of people responsible for reviewing and updating the comprehensive, Departmental Strategic Plan and communicating any Plan changes with the entire group. 20-27: Effective immediately, the Economic Development Department should suspend all use of the Economic Development Ordinance incentive until formal, step-by-step operating procedures 97 San Bernardino County Grand Jury Final Report are published for the standardized application and implementation of the Ordinance incentive, to include:
• R12

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  Established, documented and publicized minimum ‘Significant Economic Benefit’ definitions and thresholds (number of jobs, total value of company assets, etc.) which companies must meet in order to receive consideration as candidates.
• R13

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  Documented, standardized decision criteria for all process steps.
• R14

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  Documented, standardized Due Diligence process/data requirements and formats.
• R15

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  A Standard Checklist of data which Economic Development Ordinance candidates must produce and submit for consideration.
• R16

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  Publicize the Economic Development Ordinance local incentive on the Economic Development Department’s website, providing businesses with both awareness of and equal access to this available opportunity (Recommendation 20-7). 20-28: The Economic Development Department should identify new sources of outside revenue to replace those funds formerly provided through Redevelopment Agencies. By June 1, 2021, find and pursue additional Federal-level and State-level economic relief projects, grants and applications to bring available economic development opportunity dollars into the region to fund incentives. 20-29: By January 1, 2022, the Economic Development Department should develop and implement multiple new, locally-funded incentives to attract, retain and expand local business in San Bernardino County. For example, adopting a more proactive approach to selling unincorporated county land—yielding more land sales—could become a viable source of additional revenue for local incentives. 20-30: By April 1, 2022, publicize all existing and newly-developed local business incentives on the Economic Development Department’s website, providing businesses with both awareness of and equal access to available opportunities. San Bernardino County Grand Jury Final Report 20-31: By June 1, 2021, fill all budgeted Economic Development Department staff vacancies in order to support current department workloads, as well as timely and successful implementation of the 36 consultant-provided Recommendations established as part of the comprehensive, Departmental Strategic Plan (Recommendation 20-26). Consider utilizing the same successful tactics currently being employed by the County’s Workforce Development Department to fill staffing vacancies for local businesses. Hire Headhunter agencies or professional search agencies for assistance as needed. AGENCY RECOMMENDATIONS DUE DATE Economic Development Department 20-24 through 20-31 3/18/2021 99 San Bernardino County Grand Jury Final Report CALIFORNIA INSTITUTION FOR MEN Per California Penal Code § 919(b), the Civil Grand Jury shall inquire into the condition and management of the public prisons and jails within the county. Inspection Form and Observations FACILITY NAME: California Institution for Men (CIM). INSPECTION DATE: January 13, 2020. FACILITY CAPACITY: 4,728 inmates. Current population is approximately 4,000. TYPE OF FACILITY: State Prison, housing male inmates. ADDRESS: 14901 Central Avenue, Chino, CA 91710. STAFF: 896 Correctional Officers, 813 management (non-custody) staff.
• R17

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  Mission Statement and Vision Statement to frame the context of the document.
• R18

  Page 169
  A Core Values Statement (the “musts” and “must nots” of the organization— those vital principles that will guide both leaders and employees in both their day- to-day and long-range decision-making).
• R19

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  Strengths, Weaknesses, Opportunities and Threats (SWOT) Analyses.
• R20

  Page 169
  Short-Term and Long-Term Goals - Goals should be Specific, Measurable, Achievable, Realistic and Time-based (SMART). Each goal should include an in- depth description of why it’s important, as well as the detailed steps needed to achieve those goals and the people assigned to carry them out. The comprehensive Departmental Strategic Plan should document the resources needed to meet those goals, the timelines needed to achieve them, relative priority rankings, and details on how the progress of each goal or objective will be measured.
• R21

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  Action Plans – Provide an overview of the specific actions employees will take to achieve the stated Short-Term and Long-Term Goals.
• R22

  Page 169
  Identification of the specific individuals and/or offices responsible for each strategy. For those responsible individuals identified for a given strategy, tie Performance Reviews directly to measured progress and accomplishment of assigned Strategic Plan milestone targets.
• R23

  Page 169
  Documentation regarding how often the Plan will be checked and updated (monthly, quarterly, annually, etc.), as well as the list of people responsible for reviewing and updating the comprehensive, Departmental Strategic Plan and communicating any Plan changes with the entire group. 20-27: Effective immediately, the Economic Development Department should suspend all use of the Economic Development Ordinance incentive until formal, step-by-step operating procedures 97 San Bernardino County Grand Jury Final Report are published for the standardized application and implementation of the Ordinance incentive, to include:
• R24

  Page 170
  Established, documented and publicized minimum ‘Significant Economic Benefit’ definitions and thresholds (number of jobs, total value of company assets, etc.) which companies must meet in order to receive consideration as candidates.
• R25

  Page 170
  Documented, standardized decision criteria for all process steps.
• R26

  Page 170
  Documented, standardized Due Diligence process/data requirements and formats.
• R27

  Page 170
  A Standard Checklist of data which Economic Development Ordinance candidates must produce and submit for consideration.
• R28

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  Publicize the Economic Development Ordinance local incentive on the Economic Development Department’s website, providing businesses with both awareness of and equal access to this available opportunity (Recommendation 20-7). 20-28: The Economic Development Department should identify new sources of outside revenue to replace those funds formerly provided through Redevelopment Agencies. By June 1, 2021, find and pursue additional Federal-level and State-level economic relief projects, grants and applications to bring available economic development opportunity dollars into the region to fund incentives. 20-29: By January 1, 2022, the Economic Development Department should develop and implement multiple new, locally-funded incentives to attract, retain and expand local business in San Bernardino County. For example, adopting a more proactive approach to selling unincorporated county land—yielding more land sales—could become a viable source of additional revenue for local incentives. 20-30: By April 1, 2022, publicize all existing and newly-developed local business incentives on the Economic Development Department’s website, providing businesses with both awareness of and equal access to available opportunities. San Bernardino County Grand Jury Final Report 20-31: By June 1, 2021, fill all budgeted Economic Development Department staff vacancies in order to support current department workloads, as well as timely and successful implementation of the 36 consultant-provided Recommendations established as part of the comprehensive, Departmental Strategic Plan (Recommendation 20-26). Consider utilizing the same successful tactics currently being employed by the County’s Workforce Development Department to fill staffing vacancies for local businesses. Hire Headhunter agencies or professional search agencies for assistance as needed. AGENCY RECOMMENDATIONS DUE DATE Economic Development Department 20-24 through 20-31 3/18/2021 99 San Bernardino County Grand Jury Final Report CALIFORNIA INSTITUTION FOR MEN Per California Penal Code § 919(b), the Civil Grand Jury shall inquire into the condition and management of the public prisons and jails within the county. Inspection Form and Observations FACILITY NAME: California Institution for Men (CIM). INSPECTION DATE: January 13, 2020. FACILITY CAPACITY: 4,728 inmates. Current population is approximately 4,000. TYPE OF FACILITY: State Prison, housing male inmates. ADDRESS: 14901 Central Avenue, Chino, CA 91710. STAFF: 896 Correctional Officers, 813 management (non-custody) staff.