Gran Jurado del Condado de Riverside
2000-2001
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (16)
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Hallazgos & Recomendaciones
12 hallazgos
F1:
The Riverside County Sheriff has appointed an Inmate Welfare Fund Committee to administer the IWF. The Committee consists of Sheriff’s Department employees and one retiree who also has a law enforcement background. The Committee meets bi-monthly at the Banning Correctional Facility.
F2:
The San Bernardino and Los Angeles Counties’ IWF committees are comprised solely of private citizens with diverse backgrounds whose views on how the funds are used are more representative of inmate needs. A County Counsel representative attends all of their IWF meetings to ensure that expenditures are within the parameters of the law..
Recomendaciones relacionadas (2)
R2:
Include private citizens with varied backgrounds in the IWF Committee.
R3:
Include a County Counsel representative at all meetings.
F3:
The source of funds for the IWF are: a. Commissions received from the inmate telephone service provider, b. Commissions from inmate purchases in the jail commissary, c. Operational programs, e.g. print shop and auto paint shop, and d. Interest income. 1
F4:
Commissions from the company providing inmate telephone service constitute the main source of income for the IWF. Last year, telephone commissions were $1,964,747.
F5:
All inmate calls are collect. Although the rates charged are below those allowed by the Public Utilities Commission, they are significantly higher than those for regular collect calls. For example, recipients of local calls are charged a $2.65 connection surcharge and $.07 per minute. Out-of-state recipients are charged a $3.65 connection surcharge and $.59 per minute. Often recipients, such as an inmate’s family, are unaware of the extent of the costs that can be incurred by accepting such calls. Beginning in July 2001, Riverside County will initiate a debit card program on a trial basis in the Indio facility whereby an inmate has the option of making collect calls with a pre- paid card available in $5, $10, and $20 denominations.
F6:
The Riverside County IWF has doubled in the last five years and is currently in excess of $8,000,000. The IWF revenue averages approximately $250,000. per month.
F7:
The IWF Committee Bylaws and Policies require that a biennial audit by an outside party be completed, and an annual itemized report of expenditures be submitted to the Board of Supervisors. The bylaws quote authority in the law which has become obsolete.
Recomendaciones relacionadas (4)
R1:
Revise the IWF Committee Bylaws and Policies to reference the correct Code Sections, and include accounting and audit requirements to provide clearer visibility of the fund’s usage.
R4:
Submit an annual itemized report of expenditures from the IWF to the Board of Supervisors, post such report in each facility, and make the report available to the public.
R5:
Make current IWF financial information available on a bi-monthly basis and in a format that can be easily understood.
R6:
Complete audits in a timely manner.
F8:
An outside audit of the IWF was recently completed which was the first audit in two and one-half years.
F9:
A lack of reading skills is a significant issue in the inmate population.
Recomendaciones relacionadas (2)
R7:
Increase allocation to those programs that more directly benefit inmates such as health education and reading programs.
R8:
Fund additional library resources for all inmates.
F10:
Types of programs supported by the Riverside County IWF are computer and office skills, auto paint shop, print shop, landscaping, GED diploma, and literacy programs.
F11:
San Bernardino County also uses IWF monies to support additional programs such as health education and job fairs for inmates about to be released.
Recomendaciones relacionadas (1)
R9:
Organize job fairs, where feasible, for inmates prior to their release and/or provide help with job seeking skills. 3
F12:
There are plans to use IWF money to build an inmate education, training, and rehabilitation center in Banning over a five-year period with a total budget of approximately $7,500,000. Incorporating inmate construction training programs will serve the dual purpose of reducing costs as well as providing training. 2
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Hallazgos & Recomendaciones
12 hallazgos
F1:
The Riverside County Sheriff has appointed an Inmate Welfare Fund Committee to administer the IWF. The Committee consists of Sheriff’s Department employees and one retiree who also has a law enforcement background. The Committee meets bi-monthly at the Banning Correctional Facility.
F2:
The San Bernardino and Los Angeles Counties’ IWF committees are comprised solely of private citizens with diverse backgrounds whose views on how the funds are used are more representative of inmate needs. A County Counsel representative attends all of their IWF meetings to ensure that expenditures are within the parameters of the law..
Recomendaciones relacionadas (2)
R2:
Include private citizens with varied backgrounds in the IWF Committee.
R3:
Include a County Counsel representative at all meetings.
F3:
The source of funds for the IWF are: a. Commissions received from the inmate telephone service provider, b. Commissions from inmate purchases in the jail commissary, c. Operational programs, e.g. print shop and auto paint shop, and d. Interest income. 1
F4:
Commissions from the company providing inmate telephone service constitute the main source of income for the IWF. Last year, telephone commissions were $1,964,747.
F5:
All inmate calls are collect. Although the rates charged are below those allowed by the Public Utilities Commission, they are significantly higher than those for regular collect calls. For example, recipients of local calls are charged a $2.65 connection surcharge and $.07 per minute. Out-of-state recipients are charged a $3.65 connection surcharge and $.59 per minute. Often recipients, such as an inmate’s family, are unaware of the extent of the costs that can be incurred by accepting such calls. Beginning in July 2001, Riverside County will initiate a debit card program on a trial basis in the Indio facility whereby an inmate has the option of making collect calls with a pre- paid card available in $5, $10, and $20 denominations.
F6:
The Riverside County IWF has doubled in the last five years and is currently in excess of $8,000,000. The IWF revenue averages approximately $250,000. per month.
F7:
The IWF Committee Bylaws and Policies require that a biennial audit by an outside party be completed, and an annual itemized report of expenditures be submitted to the Board of Supervisors. The bylaws quote authority in the law which has become obsolete.
Recomendaciones relacionadas (4)
R1:
Revise the IWF Committee Bylaws and Policies to reference the correct Code Sections, and include accounting and audit requirements to provide clearer visibility of the fund’s usage.
R4:
Submit an annual itemized report of expenditures from the IWF to the Board of Supervisors, post such report in each facility, and make the report available to the public.
R5:
Make current IWF financial information available on a bi-monthly basis and in a format that can be easily understood.
R6:
Complete audits in a timely manner.
F8:
An outside audit of the IWF was recently completed which was the first audit in two and one-half years.
F9:
A lack of reading skills is a significant issue in the inmate population.
Recomendaciones relacionadas (2)
R7:
Increase allocation to those programs that more directly benefit inmates such as health education and reading programs.
R8:
Fund additional library resources for all inmates.
F10:
Types of programs supported by the Riverside County IWF are computer and office skills, auto paint shop, print shop, landscaping, GED diploma, and literacy programs.
F11:
San Bernardino County also uses IWF monies to support additional programs such as health education and job fairs for inmates about to be released.
Recomendaciones relacionadas (1)
R9:
Organize job fairs, where feasible, for inmates prior to their release and/or provide help with job seeking skills. 3
F12:
There are plans to use IWF money to build an inmate education, training, and rehabilitation center in Banning over a five-year period with a total budget of approximately $7,500,000. Incorporating inmate construction training programs will serve the dual purpose of reducing costs as well as providing training. 2
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Hallazgos & Recomendaciones
7 hallazgos
F1:
Some biohazardous waste containers are not properly marked with “Bio hazardous” labels as required by the California Health and Safety Code.
Recomendaciones relacionadas (1)
R1:
Label all containers (per Section 118280 of the California Health and Safety Code) with the international Biohazardous markings on the container lid and sides to be visible from any lateral direction.
F2:
Central holding areas for medical waste are in areas that contain other supplies and materials.
Recomendaciones relacionadas (1)
R2:
Storage of medical waste should be in an isolated and locked area.
F3:
Individual training records are not maintained to indicate the qualifications of each employee.
Recomendaciones relacionadas (1)
R3:
Must maintain individual training records on file at each County Health Clinic.
F4:
Pickup for disposal of medical waste is by county courier delivering supplies and mail in the same van. The biohazardous waste container is fastened to the van wall by one elastic bungee cord. According to the Code, a courier can transport only 20 pounds of biohazard waste per trip.
Recomendaciones relacionadas (1)
R4:
Secure the medical waste container in the transport vehicle in a manner to prevent spillage in the event of an accident.
F5:
The Building Service Department is responsible for service and maintenance of all clinics with the exception of Isolation Rooms.
Recomendaciones relacionadas (1)
R5:
The private contractor reports should be reviewed by the Public Health Administrator and also by the Building Service Department, as to the accuracy of the technical data, and to periodically verify data with on site inspections.
F6:
Isolation room maintenance and certification are under contract to private vendors. The reports do not provide sufficient data to the Public Health Administrator to confirm certification.
Recomendaciones relacionadas (1)
R6:
Compliance with all Medical Waste Regulations should be uniform in each of the twelve County Health Clinics. 2
F7:
Handling of medical waste and processing of airflow in isolation areas varies from clinic to clinic.
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Hallazgos & Recomendaciones
7 hallazgos
F1:
Some biohazardous waste containers are not properly marked with “Bio hazardous” labels as required by the California Health and Safety Code.
Recomendaciones relacionadas (1)
R1:
Label all containers (per Section 118280 of the California Health and Safety Code) with the international Biohazardous markings on the container lid and sides to be visible from any lateral direction.
F2:
Central holding areas for medical waste are in areas that contain other supplies and materials.
Recomendaciones relacionadas (1)
R2:
Storage of medical waste should be in an isolated and locked area.
F3:
Individual training records are not maintained to indicate the qualifications of each employee.
Recomendaciones relacionadas (1)
R3:
Must maintain individual training records on file at each County Health Clinic.
F4:
Pickup for disposal of medical waste is by county courier delivering supplies and mail in the same van. The biohazardous waste container is fastened to the van wall by one elastic bungee cord. According to the Code, a courier can transport only 20 pounds of biohazard waste per trip.
Recomendaciones relacionadas (1)
R4:
Secure the medical waste container in the transport vehicle in a manner to prevent spillage in the event of an accident.
F5:
The Building Service Department is responsible for service and maintenance of all clinics with the exception of Isolation Rooms.
Recomendaciones relacionadas (1)
R5:
The private contractor reports should be reviewed by the Public Health Administrator and also by the Building Service Department, as to the accuracy of the technical data, and to periodically verify data with on site inspections.
F6:
Isolation room maintenance and certification are under contract to private vendors. The reports do not provide sufficient data to the Public Health Administrator to confirm certification.
Recomendaciones relacionadas (1)
R6:
Compliance with all Medical Waste Regulations should be uniform in each of the twelve County Health Clinics. 2
F7:
Handling of medical waste and processing of airflow in isolation areas varies from clinic to clinic.
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Hallazgos & Recomendaciones
11 hallazgos
F1:
Riverside County detention facilities do not utilize the DHS staff for the initial health screening of new inmates. The sheriff’s correctional staff completes a medical questionnaire and refers positive responses or obvious medical needs to DHS. A number of medical conditions that require nursing or physician attention may not be recognized. Bookings occur 24 hours a day and there were 44,562 bookings in 1999. (Smith, June, 2000)
F2:
The nursing staff of Detention Health Services is currently made up of approximately 80% Registered Nurses (RN) and 20% Licensed Vocational Nurses (LVN).
F3:
Each area nursing supervisor is responsible for three different DHS units. When an RN is not available, the area supervising RN must fill that position, and this takes him/her away from his/her supervising responsibilities.
F4:
Currently there is not an on-call roster of RNs with security clearance to be used as substitute personnel at detention facilities.
F5:
California Penal Code 4025 reads in part “(e) The money and property deposited in the inmate welfare fund shall be expended by the sheriff primarily for the benefit, education, and welfare of the inmates confined within the jail. Any funds that are not needed for the welfare of the inmates may be expended for the maintenance of county jail facilities. Maintenance of county jail facilities may include, but is not limited to, the salary and benefits of personnel used in the programs to benefit the inmates, including, but not limited to, education, drug and alcohol treatment, welfare, library, accounting, and other programs deemed appropriate by the sheriff. An itemized report of these expenditures shall be submitted annually to the board of supervisors.”
F6:
The Inmate Welfare Fund (IWF) is not being utilized as a source to hire needed DHS personnel.
F7:
DHS is lacking a Nurse Educator, Drug and Alcohol Counselor, Social Worker, and a Public Health Nurse.
F8:
X-rays taken at the RCRMC are filmless and paperless. Lacking a digitizing machine, x-ray films taken at detention centers must be transported to RCRMC for reading and digitizing. There are occasions when an x-ray is held and then sent over with those taken the following day for reading. Onsite digitizing 2 would facilitate the reading of the x-rays and treatment of the patient.
F9:
DHS has only one Portable Digital Monitoring with Pulse Oxymeter machine at Robert Presley Detention Center. This unit is used for checking vital signs and oxygen concentration in blood. It is essential for monitoring asthmatics and inmates complaining of respiratory difficulties to ascertain if he/she has a medical problem or is malingering.
F10:
The Jail Information Management System (JIMS) is the computer software used in detention facilities. This is a secure system for inmate information and DHS staff has use of only a limited section. Confidential medical information, i.e., medical records, are not in the system so hard copies must be maintained and physically transferred with the individual inmate. During transfer, records are sometimes misplaced or misdirected.
F11:
There is a lack of computer terminals at some nursing stations.
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
R1:
Provide funds for and hire 15 RNs to be utilized for the initial health screening of new inmates at Robert Presley, Southwest and Indio detention facilities on a 24 hour 7 day a week basis.
R2:
Allocate funds from the IWF to hire a Nurse Educator, Drug and Alcohol Counselor, Social Worker, and Public Health Nurse.
R3:
Develop an on-call roster of RNs, with security clearance, to cover illness and vacations of the nursing staff within DHS.
R4:
Purchase two x-ray digitizing machines and five Portable Digital Monitoring with Pulse Oxymeter machines. 3
R5:
Program a secure medical records system for DHS staff use within the JIMS.
R6:
Provide a computer terminal at all DHS nursing stations. 4
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Hallazgos & Recomendaciones
4 hallazgos
F1:
Government Code §25250 and Board of Supervisors’ Resolution 83-338 mandate that each department be audited every two years. Staffing shortages within the IAU have made it impossible to conduct internal audits and to meet those legal requirements. Numerous agencies of Riverside County have not had an internal audit for at least 6 years.
Recomendaciones relacionadas (1)
R1:
Immediately increase funding to hire additional auditors for the Internal Audit Unit.
F2:
Chronic underfunding by the County of Riverside impacts the Auditor- Controller’s Internal Audit Unit staffing needs. Inadequate staffing continues to result in noncompliance with Government Code §25250 and Board of Supervisors’ Resolution 83-338.
Recomendaciones relacionadas (1)
R2:
Initiate an aggressive hiring campaign to fill all vacant auditor positions.
F3:
The Auditor-Controller’s office is responsible to the taxpayers for insuring that monies are not lost due to theft, fraud, waste, and that all legal mandates are upheld.
Recomendaciones relacionadas (1)
R3:
Board of Supervisors and Auditor-Controller develop a working plan to ensure full compliance with Government Code §25250 and Board of Supervisors’ Resolution 83-338.
F4:
Current efforts by the Board of Supervisors to outsource the internal audit functions of the IAU, could impact and limit the objective audit accountability to the public.
Recomendaciones relacionadas (1)
R4:
The independence of the IAU should continue to be a direct function of the Auditor-Controller in order to maintain proper public accountability as required in the standards set forth in Government Code §1236. 2
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Hallazgos & Recomendaciones
4 hallazgos
F1:
Government Code §25250 and Board of Supervisors’ Resolution 83-338 mandate that each department be audited every two years. Staffing shortages within the IAU have made it impossible to conduct internal audits and to meet those legal requirements. Numerous agencies of Riverside County have not had an internal audit for at least 6 years.
Recomendaciones relacionadas (1)
R1:
Immediately increase funding to hire additional auditors for the Internal Audit Unit.
F2:
Chronic underfunding by the County of Riverside impacts the Auditor- Controller’s Internal Audit Unit staffing needs. Inadequate staffing continues to result in noncompliance with Government Code §25250 and Board of Supervisors’ Resolution 83-338.
Recomendaciones relacionadas (1)
R2:
Initiate an aggressive hiring campaign to fill all vacant auditor positions.
F3:
The Auditor-Controller’s office is responsible to the taxpayers for insuring that monies are not lost due to theft, fraud, waste, and that all legal mandates are upheld.
Recomendaciones relacionadas (1)
R3:
Board of Supervisors and Auditor-Controller develop a working plan to ensure full compliance with Government Code §25250 and Board of Supervisors’ Resolution 83-338.
F4:
Current efforts by the Board of Supervisors to outsource the internal audit functions of the IAU, could impact and limit the objective audit accountability to the public.
Recomendaciones relacionadas (1)
R4:
The independence of the IAU should continue to be a direct function of the Auditor-Controller in order to maintain proper public accountability as required in the standards set forth in Government Code §1236. 2
Hallazgos & Recomendaciones
8 hallazgos
F1:
To complete staffing at all facilities, including the newer ones, an extraordinary number (283) of approved openings for Group Counselors now exists. The Probation Department is currently short of recruiting and processing personnel to bring these new employees on board in a timely manner. 1
Recomendaciones relacionadas (1)
R1:
Accelerate the hiring process so that all juvenile facilities are fully staffed to meet the requirements of the Board of Corrections.
F2:
New units and/or facilities take priority for assignment of available personnel. Until a sufficient number of new people are hired, staff is transferred or borrowed from existing units. Those units are then subject to closure and juveniles must be moved to wherever space permits.
Recomendaciones relacionadas (1)
R2:
Hire the following staff to expeditiously process applicants: a. One Supervising Probation Officer to handle recruitment, screening, selection, and background investigation. b. One Senior Probation Officer and one Group Counselor to assist in implementation of recruiting plans. Additionally, these individuals will serve in the selection process to interview and screen job applicants and assist in background investigations.
F3:
Section 1321, Article 3, Title 15, of the Board of Corrections Regulations specifies minimum staffing requirements which must be met before a new facility is opened. In addition, restrictions on the $5,000,000 grant received for the Southwest Juvenile Hall, required that it be opened within 90 days of completion.
Recomendaciones relacionadas (1)
R3:
Research and implement additional advertising avenues to reach more potential employees.
F4:
The first step in hiring a new Group Counselor is the written state test. Riverside County administers this test quarterly. San Bernardino County has weekly testing, which provides a steady stream of potential employees entering the system. For every 100 people who begin the process in Riverside, only 13 will eventually be hired. Thus, to hire 283 Group Counselors currently needed, approximately 2,175 candidates must be recruited.
Recomendaciones relacionadas (1)
R4:
Administer the state test weekly.
F5:
To address this critical need for recruiting and hiring the required additional personnel, the Probation Department recently submitted a request to the Board of Supervisors for 3 senior people and one clerk. Only the clerk was approved.
Recomendaciones relacionadas (1)
R5:
Develop new juvenile outreach programs aimed at reaching the “at risk” young people.
F6:
Many juveniles in detention have a history of methamphetamine use which may have serious after effects on the brain and central nervous system. The abuse of alcohol, cocaine, heroin, and other drugs also continues to create problems. Section 1321 requires that “sufficient” mental health staff be available so that other staff not be diverted from supervising minors.
Recomendaciones relacionadas (1)
R6:
Assign additional mental health providers, where needed, to meet the “sufficiency” requirements of Section 1321.
F7:
There is no inpatient drug and alcohol treatment facility in Riverside County for juveniles. Whenever such placement is ordered, the juvenile must be sent to an Orange or Los Angeles County facility, or to private placement, which is extremely costly and can be located far from the minor’s home. Family involvement is difficult under such circumstances.
Recomendaciones relacionadas (1)
R7:
Evaluate the feasibility of establishing an inpatient drug and alcohol treatment facility in Riverside County for juveniles requiring professional care. 3
F8:
As a result of working parents who commute long distances and the increase in single-parent families, many juveniles receive little or no supervision at home. Consequently, many high risk “latch key kids” within Riverside County are coming in contact with law enforcement and juvenile probation services at an earlier age. 2
Hallazgos & Recomendaciones
8 hallazgos
F1:
To complete staffing at all facilities, including the newer ones, an extraordinary number (283) of approved openings for Group Counselors now exists. The Probation Department is currently short of recruiting and processing personnel to bring these new employees on board in a timely manner. 1
Recomendaciones relacionadas (1)
R1:
Accelerate the hiring process so that all juvenile facilities are fully staffed to meet the requirements of the Board of Corrections.
F2:
New units and/or facilities take priority for assignment of available personnel. Until a sufficient number of new people are hired, staff is transferred or borrowed from existing units. Those units are then subject to closure and juveniles must be moved to wherever space permits.
Recomendaciones relacionadas (1)
R2:
Hire the following staff to expeditiously process applicants: a. One Supervising Probation Officer to handle recruitment, screening, selection, and background investigation. b. One Senior Probation Officer and one Group Counselor to assist in implementation of recruiting plans. Additionally, these individuals will serve in the selection process to interview and screen job applicants and assist in background investigations.
F3:
Section 1321, Article 3, Title 15, of the Board of Corrections Regulations specifies minimum staffing requirements which must be met before a new facility is opened. In addition, restrictions on the $5,000,000 grant received for the Southwest Juvenile Hall, required that it be opened within 90 days of completion.
Recomendaciones relacionadas (1)
R3:
Research and implement additional advertising avenues to reach more potential employees.
F4:
The first step in hiring a new Group Counselor is the written state test. Riverside County administers this test quarterly. San Bernardino County has weekly testing, which provides a steady stream of potential employees entering the system. For every 100 people who begin the process in Riverside, only 13 will eventually be hired. Thus, to hire 283 Group Counselors currently needed, approximately 2,175 candidates must be recruited.
Recomendaciones relacionadas (1)
R4:
Administer the state test weekly.
F5:
To address this critical need for recruiting and hiring the required additional personnel, the Probation Department recently submitted a request to the Board of Supervisors for 3 senior people and one clerk. Only the clerk was approved.
Recomendaciones relacionadas (1)
R5:
Develop new juvenile outreach programs aimed at reaching the “at risk” young people.
F6:
Many juveniles in detention have a history of methamphetamine use which may have serious after effects on the brain and central nervous system. The abuse of alcohol, cocaine, heroin, and other drugs also continues to create problems. Section 1321 requires that “sufficient” mental health staff be available so that other staff not be diverted from supervising minors.
Recomendaciones relacionadas (1)
R6:
Assign additional mental health providers, where needed, to meet the “sufficiency” requirements of Section 1321.
F7:
There is no inpatient drug and alcohol treatment facility in Riverside County for juveniles. Whenever such placement is ordered, the juvenile must be sent to an Orange or Los Angeles County facility, or to private placement, which is extremely costly and can be located far from the minor’s home. Family involvement is difficult under such circumstances.
Recomendaciones relacionadas (1)
R7:
Evaluate the feasibility of establishing an inpatient drug and alcohol treatment facility in Riverside County for juveniles requiring professional care. 3
F8:
As a result of working parents who commute long distances and the increase in single-parent families, many juveniles receive little or no supervision at home. Consequently, many high risk “latch key kids” within Riverside County are coming in contact with law enforcement and juvenile probation services at an earlier age. 2
Hallazgos & Recomendaciones
12 hallazgos
F1:
The transfer of operational management of the EDMDA to the EDA appears to have been both prudent and timely. The EDA has been partially successful in its efforts to resurrect a declining county cultural asset. However, several longstanding operational deficiencies (some of which are noted below) have been noted in previous Grand Jury Reports without any substantive remedial action. These deficiencies continue to have a negative effect on the museum and jeopardize its future viability.
Recomendaciones relacionadas (1)
R7:
Direct County Counsel to review the August 28, 1964, Transfer Agreement and consider all available options relevant to the museum’s future. 4
F2:
The EDA does not provide a competent and fully qualified curator for the museum. This is a direct violation of the specific terms and conditions contained in the August 28, 1964, Agreement.
Recomendaciones relacionadas (1)
R1:
Instruct the EDA to expeditiously recruit a competent, qualified curator for the museum.
F3:
A certified inventory of all items contained in the museum collection (those on display and those in storage) has never been completed. For several years, an inventory has allegedly been “in process.” Moreover, the authenticity and historical significance of items in the collection have never been reliably established.
Recomendaciones relacionadas (1)
R3:
Instruct the EDA to complete, certify, and submit a comprehensive inventory of all artifacts in the collection without delay.
F4:
A comprehensive appraisal of the EDMDA collection has not been accomplished. Current estimates place the value at approximately $2.5 to $5 million.
Recomendaciones relacionadas (1)
R4:
Direct the EDA to complete a certified appraisal of the artifacts to determine the true value of the collection.
F5:
Current insurance coverage for the EDMDA collection appears to be inadeaquate in direct violation of the August 28, 1964, Agreement that specifically states: “The center and its contents shall be adequately insured at all times.” 2
F6:
The EDMDA collection appeals to a very small segment of the area population when compared with other museums within the county.
F7:
EDMDA lost its American Association of Museums (AAM) accreditation in 1997 due to non-compliance with reporting and operational requirements. Although such accreditation is not essential, it is of significant importance in procuring operational grants, special traveling exhibits, and prestige for the museum.
Recomendaciones relacionadas (1)
R2:
Direct the EDA to follow through with the necessary procedures to reinstate American Association of Museum accreditation for the EDMDA.
F8:
The EDA does not provide a qualified maintenance supervisor to oversee and direct the activities of grounds and building maintenance workers at the museum. Museum structures, although newly painted, show a distinct lack of consistent preventive maintenance.
Recomendaciones relacionadas (1)
R5:
Direct the EDA to provide an experienced maintenance supervisor to direct landscape and building maintenance activities.
F9:
The Facilities Master Plan 1998-2004, a report prepared by the County of Riverside Department of Building Services for the Fiscal Year 1998-1999, stated that EDMDA contains structural deficiencies requiring renovations and repairs in the amount of $740,000.
F10:
The EDMDA Admission Recap Report for Fiscal year 1999-2000 states a total of 8005 museum admissions. As shown in the following table, however, the total number of actual museum admissions is more accurately stated as 3,487. INCIDENTAL ADMISSIONS* REGULAR ADMISSIONS EVENT ATTENDEES PAID NON-PAID (General & Group/Walk-thru) (Schools/Special Programs) 4518 1800 1687 *Represents individuals who were counted as TOTAL REGULAR ADMISSIONS = 3487 museum “admissions” but were actually attendees at special events being held on the museum grounds.
F11:
The draft outline of EDMDA’s Five Year Strategic Plan 2000-2005, as currently written, does not adequately address the development and promotion of new revenue-generating uses of the museum property.
Recomendaciones relacionadas (1)
R6:
Instruct the EDA to expand the draft of the EDMDA Five Year Strategic Plan Draft 2000-2005 to emphasize the revenue producing potential of the multi-purpose building, pavilion, and the adjacent areas for corporate, public, and private functions.
F12:
The EDMDA Marketing Plan, although not yet fully implemented, appears to be inadequately funded at $10,000 per year. In addition, two recent promotional brochures refer to the facility as the “Edward-Dean Museum & Gardens” rather than the “Edward-Dean museum of Decorative Arts” as specifically required by the August 28, 1964, Agreement. 3
Hallazgos & Recomendaciones
12 hallazgos
F1:
The transfer of operational management of the EDMDA to the EDA appears to have been both prudent and timely. The EDA has been partially successful in its efforts to resurrect a declining county cultural asset. However, several longstanding operational deficiencies (some of which are noted below) have been noted in previous Grand Jury Reports without any substantive remedial action. These deficiencies continue to have a negative effect on the museum and jeopardize its future viability.
Recomendaciones relacionadas (1)
R7:
Direct County Counsel to review the August 28, 1964, Transfer Agreement and consider all available options relevant to the museum’s future. 4
F2:
The EDA does not provide a competent and fully qualified curator for the museum. This is a direct violation of the specific terms and conditions contained in the August 28, 1964, Agreement.
Recomendaciones relacionadas (1)
R1:
Instruct the EDA to expeditiously recruit a competent, qualified curator for the museum.
F3:
A certified inventory of all items contained in the museum collection (those on display and those in storage) has never been completed. For several years, an inventory has allegedly been “in process.” Moreover, the authenticity and historical significance of items in the collection have never been reliably established.
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R3:
Instruct the EDA to complete, certify, and submit a comprehensive inventory of all artifacts in the collection without delay.
F4:
A comprehensive appraisal of the EDMDA collection has not been accomplished. Current estimates place the value at approximately $2.5 to $5 million.
Recomendaciones relacionadas (1)
R4:
Direct the EDA to complete a certified appraisal of the artifacts to determine the true value of the collection.
F5:
Current insurance coverage for the EDMDA collection appears to be inadeaquate in direct violation of the August 28, 1964, Agreement that specifically states: “The center and its contents shall be adequately insured at all times.” 2
F6:
The EDMDA collection appeals to a very small segment of the area population when compared with other museums within the county.
F7:
EDMDA lost its American Association of Museums (AAM) accreditation in 1997 due to non-compliance with reporting and operational requirements. Although such accreditation is not essential, it is of significant importance in procuring operational grants, special traveling exhibits, and prestige for the museum.
Recomendaciones relacionadas (1)
R2:
Direct the EDA to follow through with the necessary procedures to reinstate American Association of Museum accreditation for the EDMDA.
F8:
The EDA does not provide a qualified maintenance supervisor to oversee and direct the activities of grounds and building maintenance workers at the museum. Museum structures, although newly painted, show a distinct lack of consistent preventive maintenance.
Recomendaciones relacionadas (1)
R5:
Direct the EDA to provide an experienced maintenance supervisor to direct landscape and building maintenance activities.
F9:
The Facilities Master Plan 1998-2004, a report prepared by the County of Riverside Department of Building Services for the Fiscal Year 1998-1999, stated that EDMDA contains structural deficiencies requiring renovations and repairs in the amount of $740,000.
F10:
The EDMDA Admission Recap Report for Fiscal year 1999-2000 states a total of 8005 museum admissions. As shown in the following table, however, the total number of actual museum admissions is more accurately stated as 3,487. INCIDENTAL ADMISSIONS* REGULAR ADMISSIONS EVENT ATTENDEES PAID NON-PAID (General & Group/Walk-thru) (Schools/Special Programs) 4518 1800 1687 *Represents individuals who were counted as TOTAL REGULAR ADMISSIONS = 3487 museum “admissions” but were actually attendees at special events being held on the museum grounds.
F11:
The draft outline of EDMDA’s Five Year Strategic Plan 2000-2005, as currently written, does not adequately address the development and promotion of new revenue-generating uses of the museum property.
Recomendaciones relacionadas (1)
R6:
Instruct the EDA to expand the draft of the EDMDA Five Year Strategic Plan Draft 2000-2005 to emphasize the revenue producing potential of the multi-purpose building, pavilion, and the adjacent areas for corporate, public, and private functions.
F12:
The EDMDA Marketing Plan, although not yet fully implemented, appears to be inadequately funded at $10,000 per year. In addition, two recent promotional brochures refer to the facility as the “Edward-Dean Museum & Gardens” rather than the “Edward-Dean museum of Decorative Arts” as specifically required by the August 28, 1964, Agreement. 3
Hallazgos & Recomendaciones
7 hallazgos
F1:
The highest pay, including benefits, for a mid-level probation officer in Riverside County is $51,882.00. Pay for nearby counties of Orange, San Bernardino, and Los Angeles (all within commuting distance) averages $59,181.00. Riverside County is 14% lower. Competition with the surrounding counties pay and benefit packages makes it more difficult for the Probation Department to recruit new probation officers.
Recomendaciones relacionadas (1)
R2:
Increase salary and benefit levels of probation officers to be competitive with nearby counties in Southern California. 3
F2:
Senior probation clerical personnel are transferring to the court system and other agencies whose salaries are approximately $600.00 more per month.
Recomendaciones relacionadas (1)
R3:
Initiate action for Probation Department and Human Resources Department to analyze and reclassify probation department clerical personnel to be on a parity with clerical personnel in the court system.
F3:
The Probation Department’s Investigative Unit prepares presentencing reports, using their best judgment about public safety, and information regarding the offender’s background, for the court’s use in sentencing. Their case load is not a factor in preparing the presentencing report so they have no control over the total number of cases they are required to handle.
F4:
The court determines the length of probation. The minimum sentence is 3 2 years and the maximum is 5 years. Requests for changes in the length of probation after sentencing requires that a new petition be filed with the court. This is rarely, if ever, done since the District Attorney normally opposes reductions to the length of the sentence.
F5:
Probation assigns a level of supervision to each case based upon public safety, the probationer’s background, and the department’s resources. As the caseloads increase, many offenders are assigned or downgraded to lower levels of supervision than the best interests and safety of our community requires. Consequently, many cases that are “banked” (not seen or rarely seen at all) in Level III often include those convicted of the following: battery with serious bodily injury, assault with a deadly weapon, child molestation, manufacturing drugs, selling and/or possessing deadly weapons, sexual battery, inflicting corporal injury on spouse, unlawful sex with a minor, lewd and lascivious act with a child, and rape by force and fear.
Recomendaciones relacionadas (1)
R1:
Increase the budget to authorize hiring a minimum of 10 additional probation officers so more probationers, who may be a threat to public safety, can be kept in the actively supervised categories. As drug courts and treatment programs expand, more probation officers are needed to staff and facilitate those programs.
F6:
The department, with it’s current shortage of probation officers, constantly strives, but never quite achieves the ideal ratio of one probation officer for 50 offenders under Level I supervision, or one probation officer for 100 offenders under Level II supervision. In budgeting for Fiscal Year 2000- 2001, management requested ten additional probation officers to meet the increased number of probationers. This request was denied.
Recomendaciones relacionadas (1)
R1:
Increase the budget to authorize hiring a minimum of 10 additional probation officers so more probationers, who may be a threat to public safety, can be kept in the actively supervised categories. As drug courts and treatment programs expand, more probation officers are needed to staff and facilitate those programs.
F7:
The vast majority of adults on probation have been abusers of alcohol and drugs. The Adult Felon Drug Court system in Riverside that incorporates drug/alcohol treatment has a success rate of 72%. These drug courts are currently at maximum capacity.
Recomendaciones relacionadas (1)
R4:
Increase funding for additional Adult Felon Drug Court Treatment Facilities in the county for adult probationers. 4
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Hallazgos & Recomendaciones
11 hallazgos
F1:
The first Patients’ Rights Advocate was appointed in 1980. The current staff in the Patients’ Rights Department includes a Chief Patients’ Rights Advocate, three regular advocates, a Licensed Vocational Nurse II (LVN II), and an Office Assistant III (OA III).
F2:
The population of Riverside County was 1,522,855 on January 1, 2000. The 1986 State Department of Mental Health Task Force recommended a staffing ratio of 1/300,000 in the Patients’ Rights Advocates office. The current ratio is 1/500,000.
Recomendaciones relacionadas (1)
R1:
Immediately provide the funds necessary to increase the number of Patients’ Rights Advocates by a minimum of two to meet the standard of 1/300,000 population as recommended by the Department of Mental Health Task Force.
F3:
The Chief Patients’ Rights Advocate’s primary responsibilities are “... to plan, organize, coordinate, direct, and supervise the Administrative aspects of the Patients’ Rights Program” (Job Description of the Chief Patients’ Rights Advocate, 6/98). The Chief Advocate is currently carrying regular advocate responsibilities and spending limited time on administrative functions.
Recomendaciones relacionadas (1)
R2:
Utilize the Chief Patients’ Rights Advocate in oversight and administrative functions as opposed to routine advocate duties.
F4:
In February 2000, the Patients’ Rights Office was assigned the additional responsibility of attending and monitoring Riese Hearings that were formerly handled by the County Public Defenders Office. No additional staff was allocated for this purpose. Riese Hearings for a client must be held within 24 hours after filing. The Patients’ Rights Program receives a one-day notice of the hearing, which requires three hours preparation time in addition to the 15 to 60 minutes court time. If these hearings are scheduled in outlying courts, additional time is required for travel. Scheduling is difficult and on occasion a patient does not receive the required representation of the Patients’ Rights Advocate. Of the last three Riese Hearings held in Indio, the advocate was only able to represent two. In the last 12 months, an advocate represented all 80 clients in Riverside. 2
F5:
Three facilities are designated to receive, evaluate, and assess an individual who is on a 72-hour hold for acute care and treatment. They are the Oasis Mental Health Center in Indio, Desert Regional Medical Center in Palm Springs, and the Riverside County Regional Medical Center (RCRMC) in Moreno Valley. The RCRMC has an additional site, the Emergency Treatment Services in Riverside. The Patients’ Rights Offices are adjacent to the Emergency Treatment Services. There are also 40 licensed community care facilities that the Patients’ Rights Department oversees.
F6:
The current office space for the Patients’ Rights Department is inadequate Each office houses two personnel necessitating one advocate to go to another location when a client is being interviewed. They are to move on or about June 15, 2001, to a facility with cubicles and a conference room for their interviews. An office will be retained at their present location for needed on- site work. The negative issues of inadequate space and privacy will remain, with the additional problem of staffing two locations.
F7:
The California Welfare and Institutions Code 5520-b mandates a yearly review of Patients’ Rights Programs by an advocate at all mental health facilities. These Patients’ Rights Programs have not been reviewed for four years.
F8:
Advocates have been unable to maintain patients’ rights group meetings and special discussions in mental health facilities due to lack of time and personnel.
F9:
Mandated (Welfare and Institutions Code 5520-c) in-service education for the staff at mental health facilities was discontinued in February 2000 due to insufficient staff.
F10:
The File Maker Pro software has been installed in two computers but has not been programmed to meet the information and tracking needs of the department. An additional computer allocated to the department has not yet been delivered.
Recomendaciones relacionadas (1)
R3:
Provide for programming of the File Maker Pro software, training in the use of this software, and delivery of the computer allocated to the department immediately following their relocation.
F11:
In 1994, the Office of Patients’ Rights Protection and Advocacy, Inc. conducted a Program Review of the Riverside County Patients’ Rights Program and found the previously recommended staff ratio remains unmet. 3
Recomendaciones relacionadas (2)
R1:
Immediately provide the funds necessary to increase the number of Patients’ Rights Advocates by a minimum of two to meet the standard of 1/300,000 population as recommended by the Department of Mental Health Task Force.
R4:
Contract for an updated study by the Patients’ Rights Protection and Advocacy, Inc. for a review of the current Patients’ Rights Program. 4
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Hallazgos & Recomendaciones
10 hallazgos
F1:
Since the advent of the current City Manager in December 2000, the Mayor, City Manager, and most City Council members appear to be motivated to restore financial integrity to the city, to ameliorate its infrastructure, and to plan for future growth. Although some City Council members continue to engage in divisive behavior and, on occasion, circumvent the office of the City Manager, the City Manager’s positive leadership appears to place the city on the threshold of achieving some of its goals.
Recomendaciones relacionadas (1)
R1:
Immediately review the Agreement for Engineering Services dated November 3, 1988. This review should examine the Agreement’s fee structure. The Council should insure that all applicable engineering/planning fees for city development are processed directly through the city.
F2:
On November 3, 1988, the City of Perris entered into an agreement for city engineering services. The provisions of this agreement provided the city with a City Engineer whose monthly duties are to attend one Planning Commission meeting, two City Council meetings, and to provide engineering services to the city. The agreement states that the City Engineer is to be paid a monthly retainer fee of $500 for his services. In addition, this agreement allows the Perris City Engineer to collect engineering fees directly from developers doing business with the city. The city paid $113,000. in engineering fees (not including engineering fees collected by the City Engineer) for fiscal 1999 and budgeted $101,000. in engineering fees for fiscal 2000.
Recomendaciones relacionadas (1)
R2:
Consider extending the position of Mayor to a four-year term.
F3:
In 1999, the Perris Mayoral office was established as an elected two-year position. A two-year term for this office does not appear to be conducive to the city’s political stability.
Recomendaciones relacionadas (1)
R3:
Convert the current part-time City Finance Director position into a full- time City Finance Director position.
F4:
A City Attorney for the City of Perris was recently appointed by the City Council. The procedure used for appointing the City Attorney was unusual, in that the city failed to properly solicit additional attorney applicants. The city paid $412,313. for legal services in 1999 and budgeted $400,000. for fiscal
Recomendaciones relacionadas (1)
R4:
Establish a City Attorney position as a full-time city employee. 3
F5:
The interim, part-time, City Finance Director for the City of Perris is contracted to provide approximately 18 hours of finance services per week.
Recomendaciones relacionadas (1)
R5:
Adopt, and adhere, to an appropriate selection policy for all contracted services that solicits and considers more than one contractor for any given service.
F6:
Eariler Perris City Councils had established Citizen Advisory Commissions, however, the current Council has not formed nor utilized Citizen Advisory Commissions. 2
Recomendaciones relacionadas (1)
R6:
Develop a city-wide graffiti eradication program that includes a telephone hot line and encourages public participation.
F7:
In 1996, the city put in the general fund 1.5 million dollars that it borrowed from the water and sewer funds. In 1999, the Council created the Perris Public Utility Authority (Authority) to purchase the Water and Sewer System from the city. The city sold the System to the Authority on December 29, 1999, for 4.5 million dollars. The city then used the 1.5 million dollar debt (incurred in 1996) as a down payment, thereby creating a 3 million dollar debt for the Authority. The 4.5 million dollar sale price is now in question. An appraisal of the system has been requested.
Recomendaciones relacionadas (1)
R7:
Work closely with the California Department of Forestry fire officials to provide the necessary facilities and funding for the city to meet established fire protection standards.
F8:
For several years, the Water and Sewer System has incurred operating and maintenence problems. Approximately 30-40% of the system is currently in need of repair. Another 30% of the system can survive an additional five to ten years. It has been estimated that it will require an additional $3,000,000. to bring the system up to reasonable standards.
Recomendaciones relacionadas (1)
R8:
Reinstate Citizen Advisory Commissions in the areas of City Planning and Parks and Recreation.
F9:
The City of Perris is in need of an effective graffiti eradication and control program. Prior efforts have been expensive and ineffective.
Recomendaciones relacionadas (1)
R9:
The Public Utility Authority should take immediate action to resolve the sale price of the Water and Sewer System and to determine the debt and financial status of the Authority. These actions should be followed by the Authority’s plan for repairing and upgrading the system, and both of these actions should be reported to the public at large. 4
F10:
Deployment of fire protective services has not been planned and developed in correlation with residential and business expansion. The National Fire Protective Agency has established a fire response standard of approximately five minutes. Some areas of Perris have a response time of 15 minutes.
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Hallazgos & Recomendaciones
11 hallazgos
F1:
Three hundred and twenty one unpermitted parks have been identified and located and about 90% have 12 or fewer spaces. Fifty five of these parks have been inspected and cited for violations, and 12 have been permitted.
Recomendaciones relacionadas (1)
R1:
Health and safety being the primary goal, one member of the Task Force must have the responsibility for prioritizing the 321 parks by a visual walk through inspection so the Task Force Inspectors are made aware of the critical properties that need immediate attention.
F2:
No priority is placed on inspection schedules to determine facilities with the most critical safety and health violations.
Recomendaciones relacionadas (1)
R2:
All agriculture trailer parks with 12 or fewer spaces should be considered Employee Housing and inspection should be the responsibility of HCD. 3
F3:
The Task Force is led by County Code Enforcement and includes representatives of HCD and the California Rural Legal Association (CRLA).
Recomendaciones relacionadas (1)
R3:
Clearly define to those owners what procedures are necessary to bring their noncompliant property up to code and what help is available to assist them in achieving compliance.
F4:
If the facilities house fewer than five employees, the responsibility for inspection and supervision belongs to County Code Enforcement and does not qualify as employee housing. If the facility is found to have five or more employees, inspection is performed by both HCD and County Code Enforcement. Both agencies then create a separate report. The parks that have more than 12 spaces and house a large percentage of farm workers are excluded from this program. The exempt privileges and loan opportunities are not afforded to them. This creates a different standard for inspection and permitting. 2
Recomendaciones relacionadas (1)
R4:
The HCD inspector should be the lead member of the Task Force with the County Code Enforcement supervising and issuing necessary citations. Violation standards should be agreed on by both agencies.
F5:
Enforcement is slowed or stopped when an owner expresses intent to comply and/or begins the loan process.
Recomendaciones relacionadas (1)
R5:
Written reports to be the responsibility of HCD with copies to County Code Enforcement.
F6:
Eviction is not considered due to the lack of facilities in which to house the displaced persons.
Recomendaciones relacionadas (1)
R6:
Initiate a system that would require all data to be recorded in a computer program and shared by the entire Task Force.
F7:
Violations that present imminent health and safety threats to the residents or the general public are known as “A” violations and must be corrected within three days.
Recomendaciones relacionadas (1)
R7:
Immediate provisions should be made to relocate persons living in facilities found to have “A” violations (life and health threatening) until these violations have been corrected. If county or state housing is unavailable in the area, then some arrangement should be made for reasonable housing with the private sector (hotel, motel, etc.).
F8:
For other deficiencies known as “B” violations, a 30 Day Notice will be issued to the park owner or home owner after the park has been inspected.
Recomendaciones relacionadas (1)
R8:
Designate a Code Enforcement Inspector whose primary responsibility must be a timely follow-up of all citations (A&B) to assure compliance within the specified time.
F9:
The bilingual ombudsman, loan officer, and staff of the EDA Agricultural Housing Program provides loan application and other assistance to park and home owners in acquiring necessary funding to achieve compliance.
Recomendaciones relacionadas (1)
R9:
Appoint a representative from CRLA to follow up on all parks or individual homes to ensure that owners and tenants understand the inspection procedures.
F10:
If the park operators or home owners demostrate reasonable progress toward compliance, no further action will be pursued and no abatement costs will accrue.
Recomendaciones relacionadas (1)
R10:
In cooperation with EDA, CRLA should coordinate and assist owners and tenants in acquiring financial assistance to bring their property into compliance.
F11:
Failure to demonstrate reasonable progress within the allotted period of time will result in commencement of the abatement process. This will include notification to the County Counsel, HCD, County Building and Safety Department, and the community partners (e.g., CRLA, Catholic Charities).
Recomendaciones relacionadas (1)
R11:
Establish and maintain a program so applicants understand that the loan and compliance process is to be completed in a timely manner.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
R12:
Limit the number of times extensions will be granted to loan applicants.
R13:
The EDA Ombudsman should update the Task Force at reasonable intervals as to the progress of all loan applications. 4
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Hallazgos & Recomendaciones
12 hallazgos
F1:
Three hundred and twenty one unpermitted parks have been identified and located and about 90% have 12 or fewer spaces. Fifty five of these parks have been inspected and cited for violations, and 12 have been permitted.
Recomendaciones relacionadas (1)
R1:
Health and safety being the primary goal, one member of the Task Force must have the responsibility for prioritizing the 321 parks by a visual walk through inspection so the Task Force Inspectors are made aware of the critical properties that need immediate attention.
F2:
No priority is placed on inspection schedules to determine facilities with the most critical safety and health violations.
Recomendaciones relacionadas (1)
R2:
All agriculture trailer parks with 12 or fewer spaces should be considered Employee Housing and inspection should be the responsibility of HCD. 3
F3:
The Task Force is led by County Code Enforcement and includes representatives of HCD and the California Rural Legal Association (CRLA).
Recomendaciones relacionadas (1)
R3:
Clearly define to those owners what procedures are necessary to bring their noncompliant property up to code and what help is available to assist them in achieving compliance.
F4:
If the facilities house fewer than five employees, the responsibility for inspection and supervision belongs to County Code Enforcement and does not qualify as employee housing. If the facility is found to have five or more employees, inspection is performed by both HCD and County Code Enforcement. Both agencies then create a separate report. The parks that have more than 12 spaces and house a large percentage of farm workers are excluded from this program. The exempt privileges and loan opportunities are not afforded to them. This creates a different standard for inspection and permitting. 2
Recomendaciones relacionadas (1)
R4:
The HCD inspector should be the lead member of the Task Force with the County Code Enforcement supervising and issuing necessary citations. Violation standards should be agreed on by both agencies.
F5:
Enforcement is slowed or stopped when an owner expresses intent to comply and/or begins the loan process.
Recomendaciones relacionadas (1)
R5:
Written reports to be the responsibility of HCD with copies to County Code Enforcement.
F6:
Eviction is not considered due to the lack of facilities in which to house the displaced persons.
Recomendaciones relacionadas (1)
R6:
Initiate a system that would require all data to be recorded in a computer program and shared by the entire Task Force.
F7:
Violations that present imminent health and safety threats to the residents or the general public are known as “A” violations and must be corrected within three days.
Recomendaciones relacionadas (1)
R7:
Immediate provisions should be made to relocate persons living in facilities found to have “A” violations (life and health threatening) until these violations have been corrected. If county or state housing is unavailable in the area, then some arrangement should be made for reasonable housing with the private sector (hotel, motel, etc.).
F8:
For other deficiencies known as “B” violations, a 30 Day Notice will be issued to the park owner or home owner after the park has been inspected.
Recomendaciones relacionadas (1)
R8:
Designate a Code Enforcement Inspector whose primary responsibility must be a timely follow-up of all citations (A&B) to assure compliance within the specified time.
F9:
The bilingual ombudsman, loan officer, and staff of the EDA Agricultural Housing Program provides loan application and other assistance to park and home owners in acquiring necessary funding to achieve compliance.
Recomendaciones relacionadas (1)
R9:
Appoint a representative from CRLA to follow up on all parks or individual homes to ensure that owners and tenants understand the inspection procedures.
F10:
If the park operators or home owners demostrate reasonable progress toward compliance, no further action will be pursued and no abatement costs will accrue.
Recomendaciones relacionadas (1)
R10:
In cooperation with EDA, CRLA should coordinate and assist owners and tenants in acquiring financial assistance to bring their property into compliance.
F11:
Failure to demonstrate reasonable progress within the allotted period of time will result in commencement of the abatement process. This will include notification to the County Counsel, HCD, County Building and Safety Department, and the community partners (e.g., CRLA, Catholic Charities).
Recomendaciones relacionadas (1)
R11:
Establish and maintain a program so applicants understand that the loan and compliance process is to be completed in a timely manner.
F12:
Limit the number of times extensions will be granted to loan applicants.
Recomendaciones relacionadas (1)
R12:
Limit the number of times extensions will be granted to loan applicants.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R13:
The EDA Ombudsman should update the Task Force at reasonable intervals as to the progress of all loan applications. 4