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Findings and Recommendations 9 findings
F1
Video surveillance systems in many of the county facilities are antiquated analog type systems offering poor quality and performance. Each facility relies on these video recording devices for staff and inmate safety.
Related Recommendations (1)
R1
The Sheriff should place a high priority on upgrading video surveillance systems in the county jail system so that all units are protected by high quality digital monitoring systems providing maximum area coverage to improve the safety of inmates, staff, and visitors. (See F1).
F2
The practice of permitting unmonitored non-collect calls between selected inmates and attorneys, as authorized by court order, has a high potential to contribute to the risk of inmate- orchestrated incidents within and outside of the jail system.
Related Recommendations (1)
R2
While the Grand Jury is aware that reduction of court-ordered non-collect calls lies within the sole discretion of the Court, the Grand Jury suggests that the Sheriff initiate a discussion with the Presiding Judge, the District Attorney, and the Public Defender to explore ways to reduce the frequency of ordered authorization to make non-collect telephone calls or find a way to control the placement of calls to reduce incidents of misuse. (See F2).
F3
The courtroom (CJ1) at Men’s Central Jail handles approximately 25 to 70 cases per day, thereby reducing transportation costs and inter-action between inmates. A second courtroom, perhaps at Theo Lacy, would provide a similar benefit.
Related Recommendations (1)
R3
The Sheriff should initiate a discussion with the Presiding Judge as to the possibility of locating a courtroom at Theo Lacy to reduce transportation costs and risks. (See F3).
F4
New hires for Deputy Sheriff positions face the probability of working several years in the custody division before transfer opportunities to patrol become available. Given their qualifications and training, this may not be the most effective use of personnel.
No recommendations for this finding
F5
The department’s policy to provide an “Escort Deputy” to attend paramedics transporting an inmate to the hospital was not followed on July 1, 2011, when a female inmate required hospitalization.
Related Recommendations (1)
R4
The Sheriff should give serious study and consideration to establishing a parallel career path for custody staff that would more fully utilize non-sworn employees within the custody division and replace a higher number of sworn staff so that they might be reassigned to patrol duties. (See F5).
F6
The Office of Independent Review provides a valuable risk management service to the county but may be improperly assigned and underutilized. Direct reporting to the Board of Supervisors results in inconsistent expectations, direction, and evaluations. Additionally, there is a perception that the operation is unduly influenced by the Sheriff’s Department. This is reinforced by the physical location of the OIR office in the OCSD headquarters.
Related Recommendations (1)
R5
The Sheriff should review and clarify the OCSD policy related to the requirement of an “Escort Deputy” being immediately available at the IRC when an inmate is to be transferred to a medical facility. (See F6).
F7
The expected increase in jail population resulting from AB 109, Prison Realignment, has the potential to overwhelm existing jail facilities unless the County is able to quickly expand jail capacity. The Central Women’s Jail was opened in early April 2012 with a capacity of 370. The population on the date of inspection was 354.
Related Recommendations (1)
R6
The Board of Supervisors should review the role and responsibilities of the Office of Independent Review with a view toward expanding the scope of work to include the Probation Department facilities and reassign management control to the Chief Executive Officer as part of the County Risk Management operation. The OIR office should be relocated to the Hall of Administration. (See F7).
F8
Video visiting technology is currently not in use at any of the county’s jail facilities. This technology could provide better inmate visiting, reduce staff time required to move inmates, and ultimately enhance jail safety and security.
Related Recommendations (1)
R7
The Sheriff and the Board of Supervisors should aggressively pursue the jail expansion project at the James Musick facility to meet the expected population increase that will occur over the next three years. (See F8).
F9
The Inmate Re-Entry program is a positive example of efforts to rehabilitate offenders and reduce recidivism. This program, in addition to the Collaborative Courts, provides innovative approaches to assisting inmates and others to make significant life changes.
Related Recommendations (1)
R8
The Sheriff should explore the use of video visiting within the various facilities as a way of improving security and reducing staff time to move and supervise inmates. (See F9).
Comments 1
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CO1Individual inspection reports have been or will be sent to each city jail inspected. An Observation Some of the city-operated jails may offer an opportunity to relieve a crowded county jail system by taking sentenced inmates on a contract basis. Several jails were inspected that although currently classified for "temporary holding" could qualify as "Type I" or "Type II" facilities; such a classification would enable them to keep inmates for a longer period of time. This offers the possibility of a revenue source for the cities and the provision of a manpower resource for daily cleaning and maintenance.
Observations 4
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OB1Sentenced Males Jul-11
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OB2Offers continuing education classes that include improvement in English skills and U.S. Government classes; · Provides a means to expand vocational education classes to train inmates to work in various occupations upon release; and Provides legal research assistance to inmates upon request.
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OB3These services are important to the effective management of an institution in more ways than In addition to the altruistic motive of providing educational and self-improvement one. opportunities to the inmates, the privileges become an important tool in the disciplinary process. As one facility commander observed, "if the inmate has no privileges, you have nothing to take away." The Inmate Re-Entry Program Based on a concept originating in 2005, this program has been developed into a comprehensive system involving several agencies. Managed by the Inmate Services Division of the Orange County Sheriff's Department, Custody Operations Command, the program is focused on helping the newly released inmate stay out of jail. The process begins with an assessment interview and counseling while the inmate is in custody and continues after release. A resource center provides facilitators to assist ex-inmates with locating job opportunities, filling out job applications and contacting community assistance providers. This program has received national recognition by the United States Department of Justice and National Institute of Corrections and has received a grant for staff training. Preliminary estimates have determined that the recidivism rate for participants is less than ten percent. A full study is under way with results expected later in 2012. Detention Facilities Report – Part I - Adult Local Jail Inspections In addition to the County Jails, the Grand Jury inspected the seven city operated jails listed below: Anaheim . Buena Park
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OB4Costa Mesa Fullerton Seal Beach Tustin Westminster
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.