Grand Jury – Final Report 2013-2014

Present your complaint as soon as possible. The Document your complaint with copies of pertinent information and evidence in your Grand Jury's term of service begins July 1 and ends June 30 of the following year. possession.

Identify your specific concern and describe the Mail or deliver your complaint in a sealed circumstances as clearly and concisely as envelope to: Sacramento County Grand Jury possible. 720 - 9th St., Room 611 Sacramento, CA 95814 Among the responsibilities of the Sacramento conduct a thorough investigation without reveal- County Grand Jury is investigation of the public's ing your name and complaint. complaints to assure that all branches of city and county government are being administered The results of the complaints investigated by the efficiently, honestly and in the best interest of its Sacramento County Grand Jury are published in citizens. its final report in which the residents of the county are made aware of its investigations, findings and recommendations, and the public Complaints submitted to the Sacramento County Grand Jury will be treated confidentially when- entities reported on are required by statute to ever possible. However, it may be impossible to respond. GENERAL INFORMATION A major function of the Sacramento County Grand Jury is to examine local county and city government, special districts, school districts, and any joint powers agency located in the county to ensure their duties are being carried out lawfully. By law, the proceedings of the Grand Jury are The Grand Jury: May review and evaluate procedures used by

Juvenile Hall appears very well-maintained and brightly lit. All staff members seem to be enthusiastic, knowledgeable, dedi- cated, and very professional. The numerous programs for juvenile residents have been carefully honed for maximum participation and accountability and appear to meet the needs of the population. SACRAMENTO COUNTY MAIN JAIL Grand Jury On-Site Visit — August 2013 Sacramento County's Main Jail at 651 I Street in downtown Sacramento opened in 1989 after five years of construction and an $80 million price tag. With a maximum capacity of 2,432 inmates, its daily population averages 2,400 inmates, approxi- mately 220 of them female. Nine out of 10 inmates are in cus- tody awaiting trial for felonies, with the average length of incarceration being 31 days. Besides pre-trial inmates, the jail houses up to 425 federal in- mates for the U.S. Marshals Office and 129 for Immigration and Customs Enforcement (ICE), while others are held for state prison extradition or new state prison commitments. A portion of the Main Jail includes the Lorenzo E. Patino Hall of Justice, which has four courtrooms that handle an average 6,800 court cases per month. Most defendants are in custody at the Main Jail. The Main Jail's The Main Jail handles approximately 135 bookings per day — Mission Statement: 49,000 bookings annually — each of which includes a criminal "To ensure public background check on the new inmate, a medical review by a safety by the secure nurse who orders any medical tests necessary, as well as ques- detention of those tions on sexual orientation, identifying possible gang affiliation persons committed to or anything else that would be cause for separation from the our custody. We will main population, all in the name of safety for the staff and also ensure that those inmates. The entire booking process could take up to 12 hours persons ... are provided to complete, depending on the information gleaned, before the a safe and humane new inmate is assigned a cell. environment with treatment consistent Currently, 35 percent of the inmates -841 out of 2400 - suffer toward that end." from an identified mental health problem. An 18-bed psychiat- ric unit, separate from the inmates' general housing, has indi- vidual cells for those inmates who may be a danger to them- selves or others. Those whose mental health or other condition determines that they cannot go into the general population housing are segregated according to the following inmate classification definitions. Total Separation: Inmates are housed alone or in two-bed cells if they are violent toward officers or other inmates, are major discipline problems, or if they are former police officers or related in some way to officers and need to be separated from the general population for their own safety. Administrative Segregation: Inmates who are unable or un- willing to program with the general population, are argu- mentative with other inmates or jail staff, or refuse to get along with any cellmate are separated from other inmates. According to the Sheriff's Department brochure, these inmates are often threatening, but rarely carry out their threats. Protective Custody: Inmates who fear for their safety from other inmates because of their crimes are kept separated. These could include rapists, child molesters, sex offenders, and gang members or former gang members. Outpatient Psychiatric: Psychiatric inmates who are not an immediate threat to themselves or others or gravely disabled but are unable to live in general population housing are kept separate. Inmates are encouraged to receive schooling while in County Jail, and more and more are taking advantage of the opportu- nity. Staff said that through the Elk Grove School District, 92 inmates received their GED this past year, compared to 42 awards three years ago. Observations: On the day of the grand jury's on-site visit, jail management staff provided jury members with an initial orien- tation and overview of the entire facility. A dramatic difference was noted between the carpeted, clean, bright and freshly painted entrance and staff area and the dimly lighted, bare cement-floored and aging area that housed inmates. The chipped walls and paint on nearly every surface in the cell blocks and hallways should be repaired and repainted. The large sally port, where inmates are brought into the initial booking area, appears spaciously adequate, even during periods of heavy use. But there appears to be little or no ventilation for vehicle exhaust, which could be problematic for arresting offic- ers and arrestees during heavy use periods. On the other hand, the booking area, though not large, is relatively clean and well lit with seemingly enough stations to safely book suspects. Deputies have report-writing capabilities in their cars so they can complete this task before even exiting their vehicles, saving valuable time during intake. All arrestees' money and posses- sions are logged in after going through the intake machine. The triage area is functional, but depressing, with three stations manned 24 hours a day. It is such a tight area that grand jury members felt they almost needed to hold their breath while walking through. With approximately 150 new inmates pro- cessed through there daily, the space does not seem adequate for the employees or arrestees. In the holding area, where new arrestees wait their turn to be booked, one cell was so full of men there was no room on the benches or floor and, therefore, a number were standing against the wall should-to-shoulder. This appeared not only uncomfort- able, but staff acknowledged that it could lead to a dangerous situation. On the medical floor, there was a lockdown in one section to allow grand jury members unfettered access during the walk- through. This area, in particular, looked every minute of its 24- year existence, sporting chipped and peeling paint, aging cush- ions for seating and poor television reception. It is questionable that these unkempt conditions are conducive for improved mental or medical care. One-third of the current inmates have been diag- nosed with some form of mental illness, according to staff, with the severity much worse than in prior years and the number of inmates with dementia substantially increased. The staff doctor explained that many inmates take medications while in jail, but stop when they are released, thereby exacerbating their condition. He further explained that unlike in previous years, many inmates are geriatric now and suffer from multiple health issues requiring numerous medi- cines and appliances, up to and including adult diapers. Some are "gravely disabled," both physi- cally and mentally, he added. The strongest point the doctor made was that he truly cares about these inmates, a fact that could make all the differ- ence in their overall health. The jailhouse dentist proudly displays In the dentist's office, the space and equipment appeared clean inmate art given to and sanitary and functionally adequate to handle most small him over the years by dental needs. Jail staff explained that a great number of inmates appreciative inmates, do not have access to regular dental care when not in custody many of whom never and, therefore, this office is utilized by a substantial percentage see a dentist except of inmates, a number of whom have found a way to show their behind bars. appreciation to the dentist. The walls of his two-room office are decorated with original paintings and artwork given to him by appreciative inmate-patients who used their talents, instead of their money, to say "thank you." It's an impressive collection that the dentist proudly showcases to new inmate-patients, deputies and visitors alike. Correctional Health Services is financially responsible for all medical services performed within the jail facilities. Services provided outside the facilities (emergency room, surgery, spe- cialty care, etc.) can be billed to an inmate's medical insurance it they have coverage. This includes MediCal, Medicare, Kaiser, the Veteran's Administration, and any other private health insurance provider. Unfortunately, inmates typically do not have medical coverage, and those who do generally do not pay their premiums during incarceration, allowing their health coverage to lapse. If an inmate has medical insurance, every effort is made to have the insurance company cover the costs of outside medical services provided. Food service appears to be handled efficiently, serving more than 8,000 meals per day at a cost of $3.50 per inmate per day. Besides providing a regular menu, some inmates have special dietary needs due to religious beliefs, salt-free needs, diabetic restraints, etc. The food service staff tries to accommodate these special needs as much as possible. Fourteen inmates work with staff to put together the hot meals and send them to each in- mate, who then has up to 30 minutes to eat the food inside their cells. During this on-site visit, the kitchen area appeared well-orga- nized, but in need of improved lighting and much improved cleaning. The floor in the food assembly area was noticeably dirty, wet and sticky as grand jurors walked through. Towels were spread on the floor in several places. Also, as jurors ap- proached this area they saw the inmate staffers quickly don the protective head coverings required for food service workers. One inmate cell that appeared to be occupied, though the in- mate was not there at the time of the grand jury visit, had an unidentifiable object atop the unmade bed. When a juror asked one of the deputies what it was, it caused a stir in the unit. Very quickly, another deputy retrieved the object and later explained that it was, indeed, "contraband," meaning it was forbidden. It turned out to be a newspaper rolled tightly with water into an elongated form, generally used, the deputy said, "to change channels on the TV," but, the deputy added, it could have been used in other ways as well. Recommendations:

Food safety and cleanliness must be addressed and im-

There are 336 surveillance cameras throughout the facility,

but jail staff acknowledged there is need for more because some areas are remote or out of view of any camera. This could be a serious safety matter for staff and inmates and should be addressed. The Main Jail is reimbursed by outside agencies at $77.17 per

day per inmate, but that doesn't cover all the costs. Grants are available, but many come with requirements that the Sheriff's Department cannot meet, such as matching the grant dollar- for-dollar or extending the program(s) after the grant expires. Additional dollars could make a substantial difference in some existing programs or make new programs available.

The pharmacy is well-organized, efficient and replete with

safety checks to ensure proper distribution. A licensed phar- macist is on duty 10 hours a day. Annual cost of medications: $2.7 million for the Main Jail alone. If there is a way to com- bine pharmaceutical needs with other Sacramento County facilities, thereby lowering overall costs, it should be pursued. CALIFORNIA STATE PRISON, SACRAMENTO Grand Jury On-Site Visit — September 2013 Public safety is the number one goal of California State Prison, Sacramento (SAC), according to prison officials. A highly de- tailed response is in place to prevent inmate escapes, and grand jurors twice had occasion to see this in action. Before beginning the on-site inspection of the facility, grand jurors were given a warning: Follow directions in the event of an alert. Prison officials told us candidly that while our safety was important, prevention of an escape would come first, and the prison does not negotiate for hostages. About 30 minutes into the tour (and again several hours later), a shrill alarm sounded, blue lights flashed, and we were ordered to back tightly against the wall. Officers came rushing from several directions with backup officers following. On both occasions, after a thorough search of the area, the "all clear" was given and we were again able to breathe. It was hard to imagine how an inmate could escape, and, in fact, no one has done so suc- cessfully at this institution. Statistics: SAC received its first offender on October 1, 1986. Originally built to house 3,319 inmates, during our visit Maximum-security inmates there were only 2,095 inmates, down from 2,577 inmates in 2012, and 2,900 in serving long sentences or 2008. (Prison officials explained that the inmates who have proven to population decline is due to re-alignment be management problems at of prisoners pursuant to enactment of Assembly Bill 109). SAC's current budget other institutions make up is $155,062,000 with an additional the bulk of the population at $59,884,000 for medical including dental and mental health. There are 967 peace this facility. officer personnel, 13 executive staff, 170 support staff, 59 trades staff, 27 educa- tion and vocation staff and 485 medical personnel. Function: Maximum-security inmates serving long sentences or inmates who have proven to be management problems at other institutions make up the bulk of the population at this facility. SAC's most significant function is medical and psychiatric services for inmates from throughout Northern California. SAC provides three levels of mental health care. First level of care affords case management for those inmates who are able to function in the general population; the second level of care is enhanced outpatient care for those inmates who need to be clustered; and the third level of care is for those inmates with suicidal or homicidal ideation who need to be segregated either for their own protection or the protection of others. There have been three suicides in the past year with approximately 10 to 15 self-injuries monthly. About 50 inmates weekly have to be transported to outside hospitals for medical treatment. Again, public safety is the number-one priority and detailed planning and caution have thus far resulted in safe transports. During the recent hunger strike, a number of inmates from Pelican Bay were transferred to SAC, both for security and medical reasons. Education: Any inmate who lacks a high school diploma or GED (general equivalency diploma) must attend classes, with educational opportunity immediately available to all. There are two volunteer teachers, under the direction of a staff principal, on one yard every day with inmates serving as teacher's aides. There is one three-hour academic class in the morning, and another three-hour academic class in the afternoon. Vocational classes last all day. Independent studies are available every day online. An inmate with a court deadline will be given two addi- tional hours a week outside his cell for research in the library. In addition to high school education, college classes are also offered in conjunction with several community colleges. So far, only three Associate of Arts degrees have been awarded, but currently there are about 150 inmates involved in college-level classwork. Transcripts reflecting units earned toward these degrees indicate that the units were earned from the community college, and not at the prison. Infrastructure: SAC functions as its own city. It has its own water system, and a generator keeps electricity going in an emergency. Heating and cooling are big issues and are handled by a massive steam system. All cells have controlled air. All laundry services for both SAC and Old Folsom, as well as a few hospitals in the area, are handled by inmates. Personal clothing is marked with an identification number and each inmate is allowed to have laundry service once a week. Twenty-two SAC inmates, under the supervision of a profession- ally trained chef, do all of the cooking for both facilities, serving 5,500 meals a day. Meals for several days are prepared at one time and cooking occurs only on certain days. Kosher, vegetar- ian and Halal meals are offered. Inmates are provided an 1800- calorie-a day diet with one or two soy products weekly. Food is flash frozen and delivered to cell blocks at SAC as well as to Old Folsom, where it is reheated. Unfortunately, the kitchen was not operational on the day the grand jury visited, but the area appeared clean and orderly. There are 14 towers on the grounds, only two of which are staffed. Throughout the facility there are many entry check- points with security apparent at most. The grounds are well supervised and those areas that need visual supervision have the capability. New, nearly completed construction will house inmates with medical needs coming from other high-security institutions, primarily Pelican Bay. A few inmates were observed working with the construction crew and we were told they were paid $150 monthly. There are other paying jobs like laundry and cooking, but these construction positions appeared to be the plum.

The facility appears to be well-maintained and it was obvious all staff (custody and non-custody) put a high emphasis on satety and security. Although many of these inmates will never step freely outside these walls, the care and services, and the opportunities to reconnect to society, are there for the taking. According to staff, there are 85 activities or services provided monthly. We did not see these activities in progress and would recommend that future tours be scheduled to coincide with classes, cooking, laundry, and other endeavors. SAC is to be commended on their recent accreditation from the American Correctional Association, the first correctional institu- tion in California to receive its accreditation. FOLSOM STATE PRISON Grand Jury On-Site Visit — October 2013 Folsom State Prison (FSP) primarily houses medium security general population Level II male inmates. Folsom also houses minimum security Level I male inmates within a minimum security facility located just outside of the main security perimeter. FSP also administrates the adjacent Folsom Women's Facility (FWF), and coordi- nates with the Prison Industry Au- thority (PIA) on the grounds to provide work assignments for in- mates. Opened in 1880, FSP is California's second oldest prison, one of the nation's first maximum security prisons, and the first in the world to have electricity. Beginning construc- tion in 1878, inmates used granite blocks from a nearby quarry to build the prison, and then spent most of their free time in the dark behind solid doors in 4-by-8-foot stone cells with 6-inch eye slots. Not until the 1940s were air holes drilled into those cell doors. Even today, Unit IV, the prison's first cell block, remains operational with the same doors and cells that house one or two men. From 1895 to 1937, 98 prisoners were executed by hanging at "Old" Folsom State Prison. Folsom State Prison's impressive Folsom Women's Facility: Under the administration of FSP, the East Gate En- FWF opened in January 2013 as a Level I, II and III institution. trance. FSP photo This 403-bed stand-alone facility currently houses 284 female inmates. FWF provides housing, rehabilitative and re-entry programming, substance abuse treatment, and job training to the medium and minimum security female population. These women transferred to FWF from more southerly Valley State Prison in Chowchilla and the California Institute for Women in Corona in order to allow the female offenders to maintain closer ties to family and relatives in the area. Female inmates chosen to transfer to FWF from another institu- tion must meet strict criteria: have five years or less to serve and be discipline-free for at least one year, among other require- ments. The FWF has two main structures, each with its own courtyard. Each building contains 200 beds within three dormitories, each of which has an open area where inmates can watch television, use exercise equipment or sit at tables to visit, read or play games. Each dorm also contains a washer and dryer so the women can do their own laundry. Female inmates are allowed free access between the outside courtyard and their dormitory. Inmates are tested upon arrival to determine their literacy level and appropriate grade. FWF offers classes in the morning and evening. Jurors visited several classrooms – each holds 27 stu- dents – where the women appeared to be fully participating in the discussions. A Voluntary Education Program teacher works with the female inmates in selecting college courses as well as classes in occupational and behavior skills that assist inmates in a successful re-entry into society. FSP and FWF are located approximately one-half mile apart. No contact is allowed between male and female inmates. Programs and Functions at FSP and FWF: The current inmate population at FSP is 2,945, which includes 168 inmates housed in a minimum security (Level I) facility. Staffing includes 750 to 800 personnel and another 175 employees in the prison health care system. Five housing units are located within the secure perimeter at FSP. Level I prisoners live in an open dormitory setting while Level II inmates are housed in individual cells. All cells include one toilet, one sink and two bunks with small storage lockers for personal possessions. Grand jurors toured Unit V, Cell Block B, which housed the first prisoners in 1880, the canteen, the large outdoor yard, and one of two dining areas. Jurors also observed the second floor of the segregation unit that houses newly arrived inmates, who receive orientation and are assigned to the appropriate housing unit. The facility, although old, was well-maintained and clean. The large dining hall (one of two) is filled with tables each seating four. Inmates are fed on a rotational basis. Staff said funding for inmate education and rehabilitation pro- grams has increased in the past few years, which correlates with the current management's program rehabilitation philosophy. There are many self-help programs available for inmates at FSP and FWF, such as anger management, Alcoholics Anonymous, substance abuse, family reunification, and church or religious- based programs. A coach also works with those inmates in- volved in various sports activities. Numerous vocational certification programs are available for inmates in masonry, building maintenance, welding and auto mechanics. The automotive program, purportedly state-of-the- art, teaches inmates to repair hybrid automobiles, manufacture bio fuel, and repair equipment on the prison grounds. Before release, the certified inmate meets with a union representative who provides contacts in the local area to assist in securing a job. Both FSP and FWF offer work assignments only for inmates who have earned at least a GED. Many inmates have minimal formal schooling and need basic academic programs. The prison provides programs in adult basic education, General Education Development (GED) and adult high school through Folsom's Greystone Adult School. Basic computer literacy is also taught on-site and is one of the most sought-after courses. Inmates who have not earned a high school diploma or GED are required to attend classes and cannot work at the PIA. Level I inmates are often used to fight wildfires in California. They also provide grounds landscaping and building upkeep or work in the income-producing PIA, located on prison grounds. FSP and FWF offer inmates college-level courses through Lassen College, Feather River Community College or Coastline Com- munity College. Career Technical Education classes include business computer skills, business management and basic office skills. Female inmates can take accounting, business services, customer service, marketing, facility support, land and building maintenance, and warehousing. The inmates are transported to their jobs away from the facility and may earn $19 to $120 month. Some inmates work at the PIA; there is a waiting list to get into these classes and jobs. FWF is beginning a new partner- ship program with the SPCA in which the female inmates will work one-on-one to train and socialize puppies and dogs to make them adoptable. FSP and FWF share many services with California State Prison, Sacramento (SAC) (also referred to as "New" Folsom Prison), such as warehouse operations, laundry facilities, firehouse, meals prepared at SAC and delivered to each facility, adminis- tration segregation as needed due to overflow, crisis situations, additional staff as needed, groundskeeping and the firing range. FSP inmate ages range from 18 to 80 years old; most are senior citizens. Half of all the inmates are serving life sentences. In contrast, FWF inmates are 18 to 65, but the population is much smaller and the average age much lower. Staff reports show the number of violent incidents at FSP has declined dramatically due to the aging population, changes in level classification, and reduction of the population, which is partly due to prison realignment. Escape attempts are minimal and, according to staff, the escapee is always found. Gang mem- bers segregate themselves from others and each gang's particu- lar "space" is generally respected by other gangs. Health care is a growing challenge generally due to the aging inmate population. Both FSP and FWF see their health care population as outpatient only because there is no on-site infir- mary or mental health facility. Health care consists of basic care for ambulatory inmates with physical injuries or common or chronic illnesses, oncology, cardio or diabetes. There are no known HIV inmates currently at FSP, but common diseases are Hepati- tis B and Hepatitis C, which can be easily transmitted. An inmate at FSP can make an appointment through the medical clinic for routine care; a telemedicine robot is used to make a diagnosis. A doctor is on call five days a week and on-site two days a week; a nurse practitioner is available three days a week. Medication is In the Prison Indus- distributed through a small pharmacy and is not computerized. try Authority's metal fabrication shop, Inmates are offered AIDS testing, but they can refuse testing various metal sheets unless court-ordered. Health care contracts are with local com- were being cut, munity facilities; therefore, when an inmate needs hospitaliza- stamped, drilled, tion, mental health confinement or whose diagnosis calls for a sanded, cleaned, specialist, the inmate is transported to the appropriate off-site painted, bent and facility. Staff trains annually to recognize and make referrals for assembled on their mental health issues, focusing on an inmate's daily ability to way to becoming function. If enhanced outpatient mental health treatment is lockers. FSP photo needed, inmates are transported to a regional correctional facil- ity or to the new inmate mental health facility in Stockton. If a long-term mental hospital commitment is required, the inmate can be sent to a state hospital. Grand jurors met with the FSP's Men's Advisory Council and the FWF's Women's Advisory Council, inmate groups that act as liaison between the inmates and administration and identify issues of concern to the population as a whole. Both committees, who are elected by the inmates themselves, stated there were positive accomplishments and open communication between the prisoners and the current administration. Elected council mem- bers hold regular meetings with the warden and top staff members. Prison Industry Authority: The California Prison Industry Authority is a state-operated organization created in 1982 to provide productive work assignments for inmates in the state's adult correctional institutions. The PIA is self-supporting from the sale of its products and services. Inmates receive hourly wages of 30 cents to 95 cents, with up to 50 percent of an inmate's wages deducted for court-ordered restitution or fines. Since 1992-93, $6.5 million has been deposited into this fund. Incidentally, the California Penal Code prohibits the PIA from selling its products or services to the general public. All inmates are required to work, attend school or participate in a vocational program. Prisoners are generally eager to partici- pate and waiting lists are common for many work assignments, which can help inmates learn work skills and habits that help them become productive members of society. Currently, 300-350 FSP inmates are employed in the PIA pro- gram and they work 10 hours a day four days a week. In every industrial area jury members visited, inmates displayed great pride in their product or service. Each area was clean and orga- nized, with obvious good rapport between inmates and staff. In the metal fabrication shop, various metal sheets were being cut, stamped, drilled, sanded, cleaned, painted, bent and as- sembled on their way to becoming lockers for inmates' personal items, computer housing cases, individual holding cells, and safety equipment for the California Highway Patrol. Strict inventories and checks are in place at each step from beginning to end. Each workday, 45,000 license plates for all California vehicles are made in this full-service shop. Non-inmate supervi- sors agreed they could easily modernize this plate-making process, but that would eliminate most of the jobs, which are meant to keep the inmates in a meaningful time-consuming routine. One new PIA industry that has proven very successful finan- cially is refurbishing toner cartridges. Inmates recycle or rebuild toner cartridges for all California state offices or tax-based entities. Inmates clean and replace all parts for 16 different basic cartridges. After the cartridge is reassembled, it is tested and certified before being shipped to the customer. The print shop uses offset presses, a web press and small presses to produce pamphlets and forms for various state entities. There is also a high-volume duplication area where approximately 35 employee inmates handle up to 5 million items a month. Classes in graphic arts and pre-certification for pre-press, offset and bindery are readily transferable to the outside job market. Inmates in the sign shop use advanced computer programs to create impressive custom work for posters, banners, plaques, nametags and nameplates, decals for the DMV and CHP, off-highway stickers, metal state park signs, and much more. Some inmates working in the advanced digital services section perform Braille transcriptions for numerous entities including the Department of Education. Projects from computer codes to foreign languages to chemicals are being transcribed. Two new machines have increased the amount of transcriptions so that 1,000 two-sided pages can be dot-embossed in under an hour. In the optical department, inmates clean and repair used pre- scription and reading glasses that are brought in through a partnership with the local Lions Club. Inmates determine reader prescription strength before sorting and packing the spectacles for Lions Club members, who ship and deliver them to areas of need.

Folsom State Prison and Folsom Women's Facility were

Level I and II inmates are responsible for a large portion of

the inmate labor force. If paroled, they would need to be replaced or there would be a shortage of inmates to provide the necessary day-to-day labor to keep FSP operational from a plant operations perspective.

Staff at every level appears to embrace changes due to

realignment. They are continually looking for ways to de- velop rehabilitation programs in education, vocational training and certification in the PIA job offerings.

Overall budget concerns continue to be a major factor.

Grand jury members were impressed with the well-orga-

nized MAC and WAC committees and apparent transpar- ency between staff and inmates. All were allowed to speak freely, making suggestions and recommendations for im- provement.

Staff was knowledgeable about how the prison system

operated and readily answered all questions and provided information that was requested.