Riverside County Grand Jury
1999-2000
Quick View
Full Details →
Findings & Recommendations
8 findings
F1:
According to the County Superintendent of Schools, the projected county growth rate is 5% annually. This means 16,000 additional students each year, and a new school will be needed every month.
Related Recommendations (1)
R1:
Implement year-round schools, where practicable, thereby gaining 20% more classrooms.
F2:
Visitations with all of the Riverside County School District Superintendents found similar problems confronting each district as follows: a. Not enough classrooms. b. Class sizes are too large. c. Insufficient parent involvement. d. Enrollment growing faster than schools can be built. e. Shortage and lack of counselors and nurses.
Related Recommendations (1)
R2:
Increase staffing of counselors and nurses at all school levels.
F3:
Heavy backpacks are becoming more common as schools eliminate student lockers. Students have no place to store books and supplies and must carry these items throughout the day. This has created back problems for students.
Related Recommendations (1)
R3:
Furnish all students with a copy of their classroom text book for home study. Additional copies of the text can be maintained in the class room for student use.
F4:
The Perris Union High School District Trustees requested that the Riverside County Superintendent of Schools develop a unification study during May 1995. This study encompasses unification of the Perris Union High School District and its four feeder elementary districts of Perris, Menifee, Romoland and Nuview. The Fiscal Crisis and Management Assistance Team’s study delineated the fiscal ramifications of unification on each district involved in any proposed reorganization. The team was also requested to report on the feasibility of proceeding with unification. The conclusion of this costly fiscal report was that unification was a viable recommendation.
Related Recommendations (1)
R4:
Conduct a study regarding unification in the Perris Valley area.
F5:
Unification, for improving high school and feeder school matriculation, was discussed with several district superintendents and is thought inevitable. Indebtedness of individual districts would make this a difficult task at the local school board level. The time and energy required to create an integrated design and plan would be costly.
Related Recommendations (1)
R5:
Transfer all remedial studies to adult education and away from the community colleges.
F6:
The lack of recent studies on recommended unification denies the electorate the proper course of action to take regarding unification. Although the responsibility for school district organization is delegated to the County Committee of School District Organization, unification must have support of the electorate.
Related Recommendations (1)
R6:
Exclude from the dropout rate all college students seeking specific educational improvement, or certification, and not a degree.
F7:
A comprehensive curriculum in higher education was discussed with the Community College Presidents, Provosts and Superintendents. All campuses have remedial "basic skill courses." Community colleges are spending thousands of dollars hiring additional teachers, increasing classes, tutoring, counseling, adding learning technology, computers and software to bring students up to college-level. However, a large percentage of students enrolled in basic skills English and Math courses do not finish them. Only 20% complete a higher level course at a later time (The 2000 Little Hoover Report on California Community Colleges).
F8:
Community college "high dropout rate" is sometimes attributed to socioeconomic conditions. Approximately 60% of these students are not seeking a degree, but are pursuing specific educational improvement for advancement in their careers and will dropout when they have achieved that level.
Findings & Recommendations
28 findings
F1:
There appears to be a reluctance on the part of some management staff to openly, objectively and seriously consider positive suggestions for improvement within the department.
Related Recommendations (1)
R2:
Establish an autonomous Children’s Services Citizen’s Oversight Commission to be responsible for overseeing the compliance of Child Protective Services. County Board of Supervisors, Director of the Riverside County Department of Public Social Services, and Assistant Director, Child Protective Services
F2:
As a result of the 1996 Child Welfare League of America report, CPS established a committee and several task forces to oversee the implementation of the CWLA
F3:
There appears to be a serious lack of administrative leadership regarding the oversight of uniform implementation and enforcement of policy, procedures and standards of practice. This has resulted in recurring incidences of some social workers: a. Engaging in inconsistent work practices. b. Failure to fully and appropriately assess the child’s individual medical, psychological, developmental and educational needs. c. Not visiting children in a timely and appropriate manner creating a potentially dangerous situation for the child. d. Delegating visitation responsibilities to newly assigned workers unfamiliar with the case.
Related Recommendations (4)
R2:
Establish an autonomous Children’s Services Citizen’s Oversight Commission to be responsible for overseeing the compliance of Child Protective Services. County Board of Supervisors, Director of the Riverside County Department of Public Social Services, and Assistant Director, Child Protective Services
R3:
Establish a 24-hour, 7-day a week Multi-Disciplinary Central Receiving Assessment Facility.
R8:
Mandate uniform application and compliance of the Practice Handbook/Policies and Procedures Manual throughout each region.
R11:
Collaborate with local law enforcement agencies to develop a joint response protocol.
F4:
The administration has engaged in an aggressive public relations campaign in attempts to change the community’s negative perception of the agency. Staff is excessively involved in community organizations, limiting their time to focus on their primary responsibilities.
F5:
Under the Administrative/Support Services division of DPSS, the department presently has two separate programs designed to respond to complaints and investigate employee misconduct. However, Child Protective Services’ complaint procedures are ambiguous, and on occasion discourage the complainant in addressing his/her concern.
F6:
The six regional offices operate as autonomous units (i.e. fiefdoms) resulting in limited interregional cooperation of personnel, assets, and equipment, adversely affecting the children and their families.
F7:
In 1996, CWLA recommended at least 40 hours of in-service and competency-based training annually for each Child and Family Services social worker. Such training has not been fully implemented as a result of which: a. A number of management, supervisory staff and social workers are not being updated on changes in legislation that directly effect policy and procedure. b. Staff and social workers encounter difficulty in determining whether a child should or should not be removed from foster or adoptive homes for immediate and imminent danger.
F8:
According to the Riverside County DPSS Policy Manual-Social Services grievance reviews (31-414) grievances may not be granted if the child is removed for imminent danger, thereby circumventing the individuals right to appeal.
F9:
Policy disparities still exist among a number of supervisors regarding approval of overtime as noted in the 1997-98 Grand Jury report, resulting in resentment between units and co-workers.
Related Recommendations (2)
R1:
Establish a time limit to implement necessary corrective measures and conduct a review to evaluate the progress.
R8:
Mandate uniform application and compliance of the Practice Handbook/Policies and Procedures Manual throughout each region.
F10:
The lack of a comprehensive structured pay scale, based on job classification, education, performance and length of employment, is creating a great deal of frustration and animosity between co-workers, adversely impacting retention and morale.
F11:
In some cases, social workers with repeated and documented performance problems remain employed.
F12:
On occasion, some supervisors approve court reports of social workers without either reviewing, or adequately verifying evidence or documentation, within the case file to ensure accuracy.
Related Recommendations (1)
R9:
Conduct a review of existing case files of each child to ensure proper and appropriate case management.
F13:
Excessive caseloads have been used as a means of rationalizing the agency’s need for additional staff. Due to the compartmentalization of the agency’s programs, the 4,052 dependent children have been reported as approximately 9,000 cases.
Related Recommendations (1)
R12:
Address compartmentalization by implementing a policy of cross training staff to perform duties of other programs and blend units conducting similar functions.
F14:
Staff performs singular functions. The department does not extrapolate duplicate children enrolled in multiple programs. Dependent children are being counted on multiple social workers caseloads.
Related Recommendations (1)
R12:
Address compartmentalization by implementing a policy of cross training staff to perform duties of other programs and blend units conducting similar functions.
F15:
The shortage of staff is exacerbated by excessive allocation of personnel for nonfunded and discretionary programs.
Related Recommendations (1)
R7:
Focus assets and personnel to ensure compliance and quality of service delivery of mandated programs, prior to the implementation of discretionary programs.
F16:
As of March 2000, the agency had approximately 340 case carrying workers. Twenty-two positions remain vacant. Of the 69 additional positions recently allocated by the Board of Supervisors, only 30 were assigned by DPSS as case carrying positions.
Related Recommendations (1)
R6:
Re-evaluate employee allocations, and make adjustments based on caseload.
F17:
Due to unexplained employee allocation, in some regions there are significant disparities between caseloads and social workers.
Related Recommendations (1)
R6:
Re-evaluate employee allocations, and make adjustments based on caseload.
F18:
The transfer of foster care licensing from CPS to CCL in 1994 has resulted in many positive changes, improving the quality and level of supervision of foster homes, as well as uniform compliance with state regulations.
F19:
Some social workers are experiencing difficulty utilizing the CWS/CMS system to facilitate proper movement and placement of children. This has resulted in: a. Failure to timely update status of capacity, vacancies and placement holds. b. On several occasions, children being placed or remaining in shelter or foster homes where other dependent children have been removed for abuse or serious licensing violations and deficiencies. c. On occasion, children sleeping, or waiting in agency offices and vehicles, while social workers search for available beds. d. Emergency response workers and law enforcement officers arriving with a child at inappropriate or unavailable shelter or foster homes.
F20:
Too often, adoptable children languish unnecessarily in foster care, waiting years after parental rights have been terminated. Adoptions facilitated through private agencies are generally completed within six months from placement.
Related Recommendations (1)
R5:
Contract with non-profit Foster Family Agencies to: a. Facilitate difficult placements. b. Assist in managing caseloads. c. Assist in facilitating adoptions to reduce the growing backlog of children in permanent placement and adoption programs.
F21:
Approximately 50% of dependent children are placed with a relative within a reasonable amount of time. Regardless of the increase in kinship care there is a dangerous shortage of available and appropriate foster homes.
Related Recommendations (1)
R5:
Contract with non-profit Foster Family Agencies to: a. Facilitate difficult placements. b. Assist in managing caseloads. c. Assist in facilitating adoptions to reduce the growing backlog of children in permanent placement and adoption programs.
F22:
There has been a drastic decline in licensed foster homes. In 1994, there were 804 licensed foster homes in Riverside County. As of May 2000, there were only 584 licensed foster homes available.
F23:
There is an alarming trend of foster care providers exiting the county system to become FFA foster homes. This is primarily due to the condescending attitude some social workers display in their interaction with foster parents and overall lack of support.
F24:
There are 1,512 beds available for approximately 2,000 children in out-of-home, nonrelative placement.
F25:
The lack of a sufficient number of appropriate foster homes has too often resulted in: a. Children being placed in the first available bed rather than in an appropriate placement. b. Children being placed in shelter or foster homes that meet minimal state standards, but may be of questionable quality. c. Children being placed with newly licensed, licensed pending or inappropriate foster parents who are poorly trained to deal with highly dysfunctional children. d. Children moved from foster home to foster home creating psychological trauma and attachment disorders (Foster Care Drift). e. Separating siblings and placing children in homes in extreme geographical locations. f. Placing children in homes with distinct cultural and language barriers.
Related Recommendations (1)
R4:
Amend department policy #31-400 E to facilitate placement with private foster family agencies.
F26:
The departments policy regarding the criteria for deciding whether an investigated emergency response case is substantiated, unsubstantiated or unfounded is not clearly defined. This practice has led to some social workers classifying abuse investigations as inconclusive when facts may meet the criteria of an unfounded disposition. As a result, an individual may become suspect and reported to the state Department of Justice.
Related Recommendations (1)
R10:
Develop mandated guidelines specifically addressing removals and definition of immediate and imminent danger.
F27:
There appears to be instances of a lack of objectivity in justifying the child’s removal and continuing dependency.
Related Recommendations (1)
R9:
Conduct a review of existing case files of each child to ensure proper and appropriate case management.
F28:
This investigation revealed that a lack of adequate funding is not a contributing factor in any of the significant factors mentioned. The Grand Jury is neither suggesting nor implying that all management and staff in the employ of CPS is derelict in their job performances. However, the findings outlined in this report are of serious concern and warrant prompt and reasonable attention.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
The General Manager is using a personal phone for water district business, which is listed under the General Manager’s name. There is no phone, or listing, for the water district.
Related Recommendations (1)
R1:
The County Executive Officer contact GTE to have an official telephone line installed and listed in the telephone directory.
F2:
GTE has been contacted many times over the past years to install an additional telephone line to provide direct service to the district, as well as listing the water district in the telephone directory.
Related Recommendations (1)
R2:
The County Assessor immediately change the mailing address of the water district: From: Pinyon Pines County Water District Pinyon Pines 63 Mountain Center, CA 92361 To: Pinyon Pines County Water District 62011 Stonecrest #63 Mountain Center, CA 92561
F3:
The mailing address for the district was changed around 1997. The Assessor’s Office has continually neglected to change the address, after numerous written and oral requests. This has resulted in the water district’s mail being "returned to sender."
Findings & Recommendations
8 findings
F1:
The population growth of Riverside County which is expected to almost double by the year 2020, will result in the steady and rapid reduction of available land suitable for land application of sewage biosolids, indicating the importance of having at least one composting facility in the county. Without a sewage/biosolid composting facility, the sludge would have to be shipped great distances for disposal and/or processing and would greatly increase the sewer costs to Riverside County residents.
Related Recommendations (1)
R1:
Conduct a study to establish the feasibility of permitting a second biosolids facility in eastern Riverside County.
F2:
There are no incinerator operations in Riverside County, and the cost to incinerate waste is approximately $50 per ton, as compared to the approximate $25 per ton charged for composting by the biosolids company in Riverside County.
Related Recommendations (1)
R2:
Assure the continued operation of the present composting facility.
F3:
Due to the nature of the biosolids composting activity, it is known that the process generates a strong and often objectionable odor. The intensity of the odor may vary to a great degree and is quite dependent on temperature, wind and humidity. The odor is more intense when the windrows are turned, but dissipates within approximately one hour. The closer one is to the facility, the stronger the odor. To allow the windrows to cure, composting material must be turned every three days and temperatures deep within the windrows checked frequently. Fans are used to circulate the air, and water is sprayed while the windrows are being turned which helps to lower the intensity of the odor. A number of biosolid facilities in the United States is using enclosed facilities to eliminate unpleasant odors to the surrounding area.
Related Recommendations (1)
R3:
Allocate funds to the Environmental Health Department to study new technology for scientific devices that can be used for monitoring of odors of a biosolids plant.
F4:
The composting facility has been incurring odor complaints from encroaching housing tracts within the 2 ½ mile radius. Odor zones are identified in the CUP. Intense odors are in a 3/4 mile radius; occasional odors are expected in a 2 ½ mile radius of the composting site. There are 7,000 people living within a 3 mile radius of the facility. During an 18 month period of citizen complaints monitored, 43% of the complaints were made from the same 11 phone numbers which is not representative of the entire area. The most important criteria for determining facility odor compliance is by citizen complaints which are easily manipulated. The majority of complaints are regarding the odor, or the visual appearance of the site.
Related Recommendations (1)
R4:
Board of Supervisors and Environmental Health Department immediately work together with the biosolids company to take steps to enclose the most malodorous portions of the composting facility.
F5:
The five-member Citizens Oversight Committee only represents Supervisorial Districts One and Two. The meetings of the Citizens Oversight Committee are attended by a very small group, which does not represent the county at large, consequently, the original unbiased intent of the purposes and mission statement of the Citizens Oversight Committee are not being followed.
Related Recommendations (1)
R5:
Continue to obtain signatures on all complaints as required by the CUP.
F6:
The county Environmental Health Department monitors the odors as required by the CUP and responds to citizen complaints. Twenty-Five monitoring stations have been established by the Environmental Health Department. A LEA inspector is available for inspection 24 hours a day. The daily monitoring of the odors are done by smell alone. The same degree of odor intensity as measured by different people solely using their olfactory sense, the nose, leads to a great variance of reported intensity. To achieve an accurate picture of odor intensity, use of an appropriate scientific instrument, or instruments, would be warranted.
Related Recommendations (1)
R6:
Expand the Citizens Oversight Committee to include seven voting members with representation from each Supervisorial District.
F7:
Over 40 years of rigorous scientific study and research has never found any health related impacts from biosolids. "Many public health specialists, scientists, and engineers in North America and Europe believe that properly operated composting and co- composting operations present little health risk to normal compost facility employees and present negligible risk, or no risk, to nearby residences. Millner et al. (1977), Clark et al. (1983), Epstein & Epstein (1985), Boutin et al. (1987), Maritato et al. (1992), Diaz et al. (1992)" in the California State Water Resources Control Board report on General Waste Discharge Requirements of Biosolids Land Application, Draft Statewide Program EIR, June 28, 1999. No one working at the Riverside County composting facility has found it necessary to use a respirator.
Related Recommendations (1)
R7:
Instruct the Citizens Oversight Committee to present unbiased information to the public at large and in their reports to the Board of Supervisors.
F8:
After touring the 25 inspection stations and talking to some of the residents in the Temescal/El Cerrito area, the Grand Jury determined that visibility of the site was very minimal and not objectionable. Scarring done by grading on the adjacent hills is often mistaken for the actual composting facility. The residents reported they were aware of occasional odors but did not feel it affected their quality of life.
Related Recommendations (1)
R8:
Initiate research in conjunction with the California Integrated Waste Management Board to establish standardized technological expertise and guidelines in odor measurement and mitigation measures.
Findings & Recommendations
5 findings
F1:
Presently, there are thirteen (13) Sheriff Deputies assigned to the Southwest Station, which covers approximately 300 square miles.
F2:
The population in this area is estimated at 38,000 with an expected growth of about 65,000 in the next four years.
F3:
There are only two units on patrol at any one time.
Related Recommendations (1)
R1:
Take steps to increase the number of deputies in the Southwest area over the next two years, creating the recommended ratio of one deputy per 1,000 population.
F4:
The Riverside County Sheriff has established a policy of having one deputy on duty for every 1,000 population.
F5:
Presently, the ratio in the Southwest area is approximately one deputy to every 3,000 people.
Related Recommendations (1)
R1:
Take steps to increase the number of deputies in the Southwest area over the next two years, creating the recommended ratio of one deputy per 1,000 population.
Findings and recommendations not yet extracted.
Additional documents
Documents found alongside this year's reports, not grand jury reports or responses.