Gran Jurado del Condado de Riverside
2001-2002
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 (22)
Hallazgos & Recomendaciones
4 hallazgos
F1:
The legal transcriber's office has window access to the entry lobby. The duties include but are not limited to preparing legal documents, transcribing from audio tapes or hand written drafts, creating various legal documents such as writs and motions, maintaining client files, data entry, as well as filing and reception duties.
Recomendaciones relacionadas (1)
R1:
The Riverside County Public Defender evaluate the need for an additional full or part time legal transcriber or office assistant to augment the staff of the Blythe Public Defender's Office.
F2:
An office assistant could do some of the above duties. An office assistant salary range is $8.56 to $13.38 per hour. A legal transcriber salary range is $11.55 to $18.19 per hour.
Recomendaciones relacionadas (1)
R2:
The Department of Facilities Management investigate possible options for the use of the vacant offices in the Blythe public defender's suite by other county services.
F3:
When the legal transcriber is out of the office and the deputy public defender is in court the office is closed. During these times no one is available to answer phones, assist clients and visitors.
F4:
There are five vacant offices in the suite housing the deputy public defender's office. These offices are equal in size and quality to those currently occupied by ( the deputy public defender and staff. 7
Hallazgos & Recomendaciones
4 hallazgos
F1:
The legal transcriber's office has window access to the entry lobby. The duties include but are not limited to preparing legal documents, transcribing from audio tapes or hand written drafts, creating various legal documents such as writs and motions, maintaining client files, data entry, as well as filing and reception duties.
Recomendaciones relacionadas (1)
R1:
The Riverside County Public Defender evaluate the need for an additional full or part time legal transcriber or office assistant to augment the staff of the Blythe Public Defender's Office.
F2:
An office assistant could do some of the above duties. An office assistant salary range is $8.56 to $13.38 per hour. A legal transcriber salary range is $11.55 to $18.19 per hour.
Recomendaciones relacionadas (1)
R2:
The Department of Facilities Management investigate possible options for the use of the vacant offices in the Blythe public defender's suite by other county services.
F3:
When the legal transcriber is out of the office and the deputy public defender is in court the office is closed. During these times no one is available to answer phones, assist clients and visitors.
F4:
There are five vacant offices in the suite housing the deputy public defender's office. These offices are equal in size and quality to those currently occupied by ( the deputy public defender and staff. 7
Hallazgos & Recomendaciones
6 hallazgos
F1:
The five member Palo Verde Unified School District Board of Education has three new members who were elected in 2001. One of the new members is a former superintendent of the District.
Recomendaciones relacionadas (1)
R1:
The District Board of Education immediately request that the Riverside County Office of Education provide resource personnel to perform an in-depth audit of the District.
F2:
In September 2001, the superintendent resigned and an appointed superintendent served until April, 2002. Since that time there have been two additional interim superintendents.
Recomendaciones relacionadas (1)
R2:
The Riverside County Office of Education respond favorably to the request from the District Board of Education for the resource personnel.
F3:
The District office has an administrator who was originally hired for federal and state funded projects, but due to the resignation of the superintendent, had to assume additional responsibilities for instruction and pupil personnel.
Recomendaciones relacionadas (1)
R3:
The Riverside County Office of Education provide assistance to the District for staff development with emphasis on interpersonal relationships, test administration, and test interpretation. The District provide support for community, parents, and Board of Education participation.
F4:
The District signed a contract in March 2002, for the purchase of the Palo Verde Community College facilities, after the college moved to a new location. The purpose for the purchase was to provide for the temporary relocation of each elementary school while renovations were occuring.
Recomendaciones relacionadas (1)
R4:
The District Board of Education take the training available for school board members provided by the California School Board Association. 2
F5:
The California Office of School Construction notified the District in June 2002, that the purchase contract lacked the required funding. The District is currently negotiating a rent/lease agreement with the college.
F6:
A concerned citizens group was formed due to the lack of communication that had created an atmosphere of mistrust between the District and the community. A major part of the mistrust was due to the following: 1 · requests from the District for resignations from the English Language Learner Program teacher, Palo Verde High School principal, a vice-principal, and another teacher · a distributed notice to the journalism class that selling candy added points to each student’s grade · on-going yearbook debt problem has not been resolved to date · questions regarding the administering of the elementary school SAT 9 Writing Section Test and the reporting of the test results · Palo Verde High School gym air conditioning, shower rooms, water quality, and water availability for students · Bid solicitation process and awarding of contracts
Hallazgos & Recomendaciones
6 hallazgos
F1:
The five member Palo Verde Unified School District Board of Education has three new members who were elected in 2001. One of the new members is a former superintendent of the District.
Recomendaciones relacionadas (1)
R1:
The District Board of Education immediately request that the Riverside County Office of Education provide resource personnel to perform an in-depth audit of the District.
F2:
In September 2001, the superintendent resigned and an appointed superintendent served until April, 2002. Since that time there have been two additional interim superintendents.
Recomendaciones relacionadas (1)
R2:
The Riverside County Office of Education respond favorably to the request from the District Board of Education for the resource personnel.
F3:
The District office has an administrator who was originally hired for federal and state funded projects, but due to the resignation of the superintendent, had to assume additional responsibilities for instruction and pupil personnel.
Recomendaciones relacionadas (1)
R3:
The Riverside County Office of Education provide assistance to the District for staff development with emphasis on interpersonal relationships, test administration, and test interpretation. The District provide support for community, parents, and Board of Education participation.
F4:
The District signed a contract in March 2002, for the purchase of the Palo Verde Community College facilities, after the college moved to a new location. The purpose for the purchase was to provide for the temporary relocation of each elementary school while renovations were occuring.
Recomendaciones relacionadas (1)
R4:
The District Board of Education take the training available for school board members provided by the California School Board Association. 2
F5:
The California Office of School Construction notified the District in June 2002, that the purchase contract lacked the required funding. The District is currently negotiating a rent/lease agreement with the college.
F6:
A concerned citizens group was formed due to the lack of communication that had created an atmosphere of mistrust between the District and the community. A major part of the mistrust was due to the following: 1 · requests from the District for resignations from the English Language Learner Program teacher, Palo Verde High School principal, a vice-principal, and another teacher · a distributed notice to the journalism class that selling candy added points to each student’s grade · on-going yearbook debt problem has not been resolved to date · questions regarding the administering of the elementary school SAT 9 Writing Section Test and the reporting of the test results · Palo Verde High School gym air conditioning, shower rooms, water quality, and water availability for students · Bid solicitation process and awarding of contracts
Hallazgos & Recomendaciones
6 hallazgos
F1:
District facilities and equipment have been used to repair private vehicles belonging to employees and directors. The District’s Employee Handbook ( ) states, “The use of district time, materials and /or supplies for the purposes other than district services is absolutely prohibited.”
Recomendaciones relacionadas (1)
R1:
District ensure strict adherence by all employees and directors to its policies and procedures.
F2:
Screening and background checks on all employees were not conducted in accordance with the District’s Employee Handbook (Pages 3 & 4).
Recomendaciones relacionadas (1)
R1:
District ensure strict adherence by all employees and directors to its policies and procedures.
F3:
The District has been operating without a general manager since August 2001. There is no one on site, on a continuous basis, to manage and oversee the daily operations.
Recomendaciones relacionadas (1)
R2:
District immediately hire a general manager with grant writing experience.
F4:
With the large amount of development and annexations by the City, it now surrounds Noble Creek Park. Although City services (police and fire) are provided to the annexed areas, the county provides these services to the park.
F5:
As part of the settlement agreement between the City and the District, an advisory committee was established with both City and District officials as members. The purpose of the committee is to coordinate, resolve current issues and plan for the future. These recommendations are presented to both the City Council and the District Board of Directors for consideration and/or adoption.
Recomendaciones relacionadas (1)
R3:
The Settlement Agreement Advisory Committee consider merging the management of the District and City recreation and parks, eliminating recreation and park programs competition, duplication of service, and lower overall operational expenses.
F6:
Due to the City’s annexation of the land surrounding the District, developer fees from areas annexed go to the City not the District.
Hallazgos & Recomendaciones
4 hallazgos
F1:
There are more than 50 agencies in the county that offer services for seniors. RCOOA is developing a computer data system to list the services that are provided by each agency.
Recomendaciones relacionadas (1)
R1:
RCOOA expedite the development and implementation of the computer data system.
F2:
RCOOA funds are used to provide a variety of services including case management for: • assisted home living, adult day care, preventive health care • home delivery of meals, nutritional advice, and transportation
Recomendaciones relacionadas (1)
R2:
RCOOA develop and implement a plan to provide both private and public transportation for seniors residing in isolated areas of the county.
F3:
Riverside County lacks transportation for seniors living in remote locations. Those seniors, who use available public transportation, find many bus stops do not provide benches, route maps, and schedules.
Recomendaciones relacionadas (1)
R3:
Riverside County Transit Authority provide benches, route maps, and bus schedules at all public bus stops.
F4:
Due to the current senior population, as well as projected growth, additional case managers are needed to meet workloads.
Recomendaciones relacionadas (1)
R4:
RCOOA immediately hire a minimum of three additional case managers to meet current and expected workloads. 2
Hallazgos & Recomendaciones
4 hallazgos
F1:
There are more than 50 agencies in the county that offer services for seniors. RCOOA is developing a computer data system to list the services that are provided by each agency.
Recomendaciones relacionadas (1)
R1:
RCOOA expedite the development and implementation of the computer data system.
F2:
RCOOA funds are used to provide a variety of services including case management for: • assisted home living, adult day care, preventive health care • home delivery of meals, nutritional advice, and transportation
Recomendaciones relacionadas (1)
R2:
RCOOA develop and implement a plan to provide both private and public transportation for seniors residing in isolated areas of the county.
F3:
Riverside County lacks transportation for seniors living in remote locations. Those seniors, who use available public transportation, find many bus stops do not provide benches, route maps, and schedules.
Recomendaciones relacionadas (1)
R3:
Riverside County Transit Authority provide benches, route maps, and bus schedules at all public bus stops.
F4:
Due to the current senior population, as well as projected growth, additional case managers are needed to meet workloads.
Recomendaciones relacionadas (1)
R4:
RCOOA immediately hire a minimum of three additional case managers to meet current and expected workloads. 2
Hallazgos & Recomendaciones
9 hallazgos
F1:
County Policy B-11 (Award of Public Works Contracts Pertaining to County Facilities), last updated in 1993, and Policy H-7 (Selection of Architectural, Engineering and Appraisal Services), last updated in 1989 are both outdated and do not clearly delineate authority, responsibilities, and procedures for planning capital improvement projects.
Recomendaciones relacionadas (2)
R3:
The CEO, in coordination with all county agencies and departments, immediately begin revising all county policies that are relevant to capital improvements and establish procedures and standards that support CIP Team goals and objectives.
R4:
Director of Facilities Management provide standards and details for contracts, and also begin a review and update of relevant policies with particular emphasis on completion of the county’s “standard materials and equipment list” and the “project management task list”.
F2:
Although the Department of Facilities Management is charged with capital improvement, many departments (EDA, sheriff, fire, courts, and others) are conducting capital project planning that is not coordinated through a centralized planning process. This decentralized process has not always addressed standards and requirements for future budget, maintenance, and staffing needs.
Recomendaciones relacionadas (2)
R2:
Board of Supervisors direct that the CIP Team be staffed and budgeted as a permanent county entity with oversight authority and coordination responsibilities for all county capital projects from conception to completion and final acceptance. 2
R5:
Board of Supervisors direct that policy be established which requires all county agencies and departments to coordinate and submit all capital projects, without exception and regardless of funding sources, through the CIP Team – no matter who eventually manages the project. 3
F3:
In their “Report Card on Government Performance – Grading the Counties”, Governing Magazine, in the February 2002 issue found, “(Riverside County) 1 Departmental rivalries and politics play major roles in project selection; capital improvement plan desperately needs updating.”
F4:
In response to many capital project difficulties experienced by the county, the Board of Supervisors, the Department of Facilities Management, and others have previously commissioned several studies, audits, and investigations of county projects and project planning/management procedures.
F5:
Recommendations from these reports stressed the importance of having well- defined, detailed planning/management policies and procedures in place early, closely monitored, and followed explicitly throughout the life of the project. These recommendations have not always been followed.
F6:
A “standard list of materials and equipment” and a “project management task list”, not previously available for use by capital project planners, are currently being reviewed and finalized by the Department of Facilities Management.
F7:
On April 16, 2002, the Board of Supervisors directed the County Executive Office (CEO) to prepare an expanded CIP that will address, “…scoping of various agencies and departments, potential facilities, equipment and manpower needed for the growth (of the county).”
F8:
The CEO and the Department of Facilities Management jointly presented, in a workshop to the Board of Supervisors on May 20, 2002, an outline concept of a county capital project planning and oversight process to include the establishment of a county CIP Team.
F9:
The Board of Supervisors approved the concept, and directed the CEO and Department of Facilities Management to return in 90 days with a formal CIP policy.
Recomendaciones relacionadas (1)
R1:
Board of Supervisors provide maximum support and assign the highest priority to the current laudable efforts toward the establishment of a permanent CIP Team.
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Hallazgos & Recomendaciones
6 hallazgos
F1:
The Perris Station is housed in a 40 year-old 12,400 square foot building that was not designed to be a law enforcement facility.
F2:
The building is too small to adequately support the current staff of 134 serving a population of approximately 130,000. By comparison, the Lake Elsinore Station is 26,500 square feet with a staff of 106 serving a population of approximately 102,000.
F3:
There is insufficient space in the main building for evidence storage. Both the Perris and Moreno Valley Stations use the separate 3,000 square foot building for that purpose.
F4:
The existing buildings are located on the northeast corner of the 7.12 acre parcel. The remainder of the lot is approximately 6 acres of paved parking and unused maintenance area.
F5:
Construction funding for Sheriff’s Stations has historically been provided through the cooperative efforts of the Board of Supervisors, the Economic Development Agency, grants, developer fees, transfer of city rent or lease funds and other sources.
F6:
Based upon Riverside County officials estimations, the population along the I-215 corridor served by the Perris Station will increase from the present 130,000 to 156,000 or more by the year 2007, requiring a proportionate increase in law enforcement staff.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
R1:
Plan during the next budget cycle for the funding and construction of a new Perris Sheriff’s Station.
R2:
Examine the feasibility of building the new station on the unused 6 acres at the present location on 4th Street in downtown Perris, leaving the present office building for other county or city uses.
Hallazgos & Recomendaciones
16 hallazgos
F1:
Animals are often abandonded by Desert Hot Springs’ seasonal population. This results in a considerable fluctuation in the number of animals kept in the shelter.
Recomendaciones relacionadas (1)
R11:
Partner with other area animal shelters to handle the seasonal overflow of animals.
F2:
Training programs and the monitoring of work performance, including written policy and procedures, are nonexistent.
Recomendaciones relacionadas (1)
R1:
Provide a training program for the shelter staff and volunteers.
F3:
There are no volunteer programs in place.
F4:
No one is scheduled to care for or feed the animals on weekends or holidays.
Recomendaciones relacionadas (1)
R9:
Use volunteers, or current employees to staff the shelter and to feed and care for the animals on the weekends and holidays.
F5:
The shelter’s computer system is inoperative. This requires all activities to be logged manually.
Recomendaciones relacionadas (2)
R2:
Repair or replace the computer system.
R3:
Seek out volunteers with computer skills to assist in daily operations.
F6:
Personnel records of past and present employees, maintained in the shelter’s office, are incomplete.
Recomendaciones relacionadas (1)
R6:
Update and maintain personnel records.
F7:
No water is carried in the animal control vehicle for the animals.
Recomendaciones relacionadas (1)
R4:
Provide fresh water in the animal control vehicle for animals.
F8:
The original outdoor enclosure contains up to 14 dogs. It is covered with a torn tarpaulin, exposing the animals to the elements year round.
Recomendaciones relacionadas (1)
R5:
Repair or replace the tarpaulin covering the original outdoor pen.
F9:
The outdoor enclosure’s misting system, used to cool the animals, is inadequate.
F10:
There is a strong odor coming from the animal enclosures.
F11:
The interior ceiling heater has exposed wiring.
F12:
There is no street number or identifying sign on the outside of the animal shelter.
Recomendaciones relacionadas (1)
R10:
Install identifying signs at the entrance of the shelter.
F13:
There is no notification system to inform owners of impounded animals.
Recomendaciones relacionadas (1)
R7:
Develop policies for notifying owners of captured licensed animals.
F14:
The animal shelter has not taken advantage of funds by applying for available grants.
Recomendaciones relacionadas (1)
R8:
Apply for available grants to be used for ongoing education of the public in animal care.
F15:
Animal food is not properly stored or organized.
F16:
The proposed Coachella Valley area-wide animal shelter project is not presently available.
Recomendaciones relacionadas (1)
R12:
Investigate the feasibility of utilizing the proposed Coachella Valley area- wide animal shelter project, if it becomes available.
Hallazgos & Recomendaciones
16 hallazgos
F1:
Animals are often abandonded by Desert Hot Springs’ seasonal population. This results in a considerable fluctuation in the number of animals kept in the shelter.
Recomendaciones relacionadas (1)
R11:
Partner with other area animal shelters to handle the seasonal overflow of animals.
F2:
Training programs and the monitoring of work performance, including written policy and procedures, are nonexistent.
Recomendaciones relacionadas (1)
R1:
Provide a training program for the shelter staff and volunteers.
F3:
There are no volunteer programs in place.
F4:
No one is scheduled to care for or feed the animals on weekends or holidays.
Recomendaciones relacionadas (1)
R9:
Use volunteers, or current employees to staff the shelter and to feed and care for the animals on the weekends and holidays.
F5:
The shelter’s computer system is inoperative. This requires all activities to be logged manually.
Recomendaciones relacionadas (2)
R2:
Repair or replace the computer system.
R3:
Seek out volunteers with computer skills to assist in daily operations.
F6:
Personnel records of past and present employees, maintained in the shelter’s office, are incomplete.
Recomendaciones relacionadas (1)
R6:
Update and maintain personnel records.
F7:
No water is carried in the animal control vehicle for the animals.
Recomendaciones relacionadas (1)
R4:
Provide fresh water in the animal control vehicle for animals.
F8:
The original outdoor enclosure contains up to 14 dogs. It is covered with a torn tarpaulin, exposing the animals to the elements year round.
Recomendaciones relacionadas (1)
R5:
Repair or replace the tarpaulin covering the original outdoor pen.
F9:
The outdoor enclosure’s misting system, used to cool the animals, is inadequate.
F10:
There is a strong odor coming from the animal enclosures.
F11:
The interior ceiling heater has exposed wiring.
F12:
There is no street number or identifying sign on the outside of the animal shelter.
Recomendaciones relacionadas (1)
R10:
Install identifying signs at the entrance of the shelter.
F13:
There is no notification system to inform owners of impounded animals.
Recomendaciones relacionadas (1)
R7:
Develop policies for notifying owners of captured licensed animals.
F14:
The animal shelter has not taken advantage of funds by applying for available grants.
Recomendaciones relacionadas (1)
R8:
Apply for available grants to be used for ongoing education of the public in animal care.
F15:
Animal food is not properly stored or organized.
F16:
The proposed Coachella Valley area-wide animal shelter project is not presently available.
Recomendaciones relacionadas (1)
R12:
Investigate the feasibility of utilizing the proposed Coachella Valley area- wide animal shelter project, if it becomes available.
Hallazgos & Recomendaciones
7 hallazgos
F1:
PVCD has expenses and debt service that together exceed its income.
Recomendaciones relacionadas (1)
R1:
The Riverside County Board of Supervisors assume responsibility for the District, become Acting Trustees, and restore financial stability, pursuant to the authority of CH&SC Sections 8950.3, 8950.4 and 8950.5.
F2:
The District has been operating without a General Manager since March
Recomendaciones relacionadas (1)
R2:
PVCD immediately fill the General Manager position with a qualified manager to provide day-to-day hands-on management of the operations and finances.
F3:
California Health & Safety Code §9003 (Endowment Fund) states: “No part of the principal of the fund shall be expended for the care of the lots, but such expenditures shall be limited to the interest income from the fund.” In April 2001, the District borrowed $60,000 from the endowment fund principal, which was transferred to the District’s general operating fund in order to continue day to day operation.
Recomendaciones relacionadas (1)
R3:
PVCD and the Auditor-Controller adhere to the CH&SC regarding maintenance of the endowment fund principal.
F4:
The Riverside County Auditor-Controller’s office distributes county tax allocations and charges the District a monthly fee for accounting and processing services.
Recomendaciones relacionadas (1)
R4:
PVCD and the Auditor-Controller work together following established guidelines, to understand tax distribution and implement proper accounting processes. 2
F5:
Funds are not available to develop the additional eight acres owned by the District. At the current rate of usage, the District estimates that the developed area will be fully utilized by November 2002.
Recomendaciones relacionadas (1)
R5:
PVCD use Sheriff’s Inmate Training and Education Bureau (SITE-B) services for expansion of the Cemetery, where possible.
F6:
District operating and procedure manuals are non-existent.
Recomendaciones relacionadas (1)
R6:
PVCD develop and maintain operations and procedures manuals.
F7:
The Trustees have terminated all District maintenance, landscaping, and burial service employees. Contracts have been awarded to a private landscaping firm to provide these services.
Recomendaciones relacionadas (1)
R7:
Hire an appropriate number of qualified personnel to provide maintenance, landscaping, and burial services, in lieu of contracted services.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R8:
PVCD utilize Community Service Labor as available. 3
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
10 hallazgos
F1:
The booking area is part of a room that was originally designed as a clothing and property storage area. It is now used for four additional functions: a. Booking new arrestees. b. Receiving prisoners from other jails. c. Changing clothes by inmates for outside work details and court appearances. d. Waiting area for inmate sick call.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F2:
Some of the above activities must wait while others are completed: e.g., when a bus arrives, sick call and bookings are suspended while the detainees are processed.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F3:
There was an average of 154 bookings per month in the year 2000.
F4:
There are no holding or observation cells in the area. Arrestees are handcuffed to a bench while awaiting processing. 1
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F5:
Females under the influence of drugs or alcohol cannot be booked at the BCF because there is no place to segregate them from male arrestees. They must be individually transported by the arresting agency to Robert Presley Detention Center or Southwest County Jail.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F6:
There is a potential for injury if arrestees stumble and fall onto sharp corners on the booking counter.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F7:
Arrestees, including those who are intoxicated or uncooperative, must be escorted from the booking area to a distant holding area located in a separate building.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F8:
Arrestees who are released must be transported to downtown Banning where public transportation is available.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F9:
Vehicular traffic is increased by law enforcement agencies transporting arrestees through the residential area on Hargrave Street, the only access to the BCF.
Recomendaciones relacionadas (5)
R1:
Discontinue use of the BCF as a booking and holding facility.
R2:
Reopen the former Banning Jail and Booking Facility as a Type I detention facility for use by local arresting agencies.
R3:
Continue to use the jail to temporarily hold inmates who are awaiting court proceedings.
R4:
Assign management of the Banning Jail and Booking Facility to the Commander of the BCF.
R5:
Continue the use of BCF deputies to operate the reopened facility, adding more staff when and if necessary. 3
F10:
Arrestees are booked by Deputies assigned to the BCF. Findings B: Former Banning Jail and Booking Facility
Hallazgos & Recomendaciones
6 hallazgos
F1:
Anticipated spin off and economic benefits from the stadium have not occurred.
Recomendaciones relacionadas (1)
R1:
The Lake Elsinore City Council submit a request to the Board of Supervisors for the assistance of a Municipal Response Team in accordance with the Board of Supervisors’ Policy Number A-54.
F2:
After removal of the concessionaire, the City of Lake Elsinore pledged the Lake Elsinore Recreation Area and Campground as collateral for refinancing of the financial obligation for the Lake Elsinore Diamond Stadium.
Recomendaciones relacionadas (1)
R2:
The Board of Supervisors respond favorably to a request from the Lake Elsinore City Council for a Municipal Response Team.
F3:
There was a settlement of $1,500,000 by the city for a breach of contract with the Lake Elsinore Recreation Area and Campground concessionaire. Insurance covered only one-half of that settlement amount. 1
Recomendaciones relacionadas (1)
R3:
The Lake Elsinore City Council engage an outside firm to perform a complete and in-depth audit of city finances and practices.
F4:
Large legal fees include a city attorney fee of $500,000 for 2001-2002 and a projected city attorney fee of $450,000 for 2002-2003. Those extraordinary legal expenses for the city in 2001 included but were not limited to: · The Camelot Theater Project · Proposed development for the flood channel · The stadium management contract · Litigation associated with drownings
Recomendaciones relacionadas (1)
R4:
The Lake Elsinore City Council require the immediate completion of the Aquatic Safety Study and, once completed, develop policies and procedures for ensuring that all provisions of the study are met.
F5:
A licensing agreement by the City of Lake Elsinore for the City Campground with a private corporation was entered into on December 11, 2001. The agreement required that the corporation conduct an “…Aquatic Safety Study within 120 days that shall include recommendations for maintaining and potentially improving the level of aquatic safety.”
Recomendaciones relacionadas (1)
R5:
The Lake Elsinore City Council review and make a commitment to conduct all city business according to their Code of Ethics. 2
F6:
Lake Elsinore City Council adopted a Code of Ethics with an effective date of October 14, 1986, which has not always been followed.
Hallazgos & Recomendaciones
7 hallazgos
F1:
The Moreno Valley City Council initiated release actions for the City Clerk, a long-term appointee, in 2000. No record of these initial actions are documented in agendas or reports from closed sessions.
F2:
Subsequently, the council contracted for a “City of Moreno Valley City Clerk’s Office Performance Review.”
F3:
In December 2000, although there was no official appointment, an “Acting City Clerk” began signing council meeting minutes.
F4:
In January of 2001, the City Manager issued a memo to the City Council stating the following: * “It is my understanding that I have been appointed as the City Clerk for the time being”. * The long-term appointee was notified that personal effects were to be removed from the office at 6:00 pm on January 3, 2001. * The City Manager/City Clerk appointed an “Interim City Clerk” effective as of January 4, 2001.
F5:
Actions precipitating items 3 and 4 above failed to comply with the requirements of the Brown Act including closed sessions and reconvening with reports of actions taken.
Recomendaciones relacionadas (2)
R1:
Comply with the Brown Act at all times.
R2:
Post all agenda items prior to going into closed sessions, and make public disclosures after closed session, as required by the Brown Act.
F6:
The Brown Act specifically prohibits other means which may be used to develop a collective concurrence as to actions to be taken. These other means (or type of meetings) include having less than a quorum present.
Recomendaciones relacionadas (2)
R1:
Comply with the Brown Act at all times.
R3:
Ensure that any meetings, even those involving less than a quorum, are conducted under the Brown Act requirements so the public’s right to know is protected. 3
F7:
One council member stated, “We didn’t have to comply with the Brown Act regarding those meetings; we didn’t have a quorum.” 2
Recomendaciones relacionadas (2)
R1:
Comply with the Brown Act at all times.
R3:
Ensure that any meetings, even those involving less than a quorum, are conducted under the Brown Act requirements so the public’s right to know is protected. 3
Hallazgos & Recomendaciones
3 hallazgos
F1:
The DCSS Ombudsman Program is largely involved in dispute resolutions only after problems have occurred. The client must first contact a case worker when there are problems regarding support payments or custodial rights. If the dispute is not resolved, it is turned over to the case worker’s supervisor. If resolution is still not achieved, the case goes to the Department’s Ombudsman team.
Recomendaciones relacionadas (1)
R1:
The DCSS caseworkers identify serious complaints and immediately refer these complaints to the Ombudsman Program.
F2:
Long delays have been encountered between the completion of a child support obligation by a parent, and the cessation of wage garnishment. This results in a hardship on one or both parents and ultimately the need for the county to reimburse the client for overpaid funds. 1
Recomendaciones relacionadas (1)
R2:
Case workers and ombudsmen be proactive in assisting the client through the responsibilities and liabilities of the child support process.
F3:
Clients that read the DCSS handout material or visit the Department’s web site receive all the information needed to make knowledgeable choices. However, many clients do not posses sufficient reading, language, or computer skills to make informed decisions.
Recomendaciones relacionadas (1)
R3:
Departments of Child Support Services and Child Protective Services coordinate efforts to immediately develop and implement a workable system to inform parents of expenses they face should their children be placed in protective custody.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R4:
Rewrite all information materials, to take into consideration those clients who have limited reading and language skills. 2
Hallazgos & Recomendaciones
3 hallazgos
F1:
The DCSS Ombudsman Program is largely involved in dispute resolutions only after problems have occurred. The client must first contact a case worker when there are problems regarding support payments or custodial rights. If the dispute is not resolved, it is turned over to the case worker’s supervisor. If resolution is still not achieved, the case goes to the Department’s Ombudsman team.
Recomendaciones relacionadas (1)
R1:
The DCSS caseworkers identify serious complaints and immediately refer these complaints to the Ombudsman Program.
F2:
Long delays have been encountered between the completion of a child support obligation by a parent, and the cessation of wage garnishment. This results in a hardship on one or both parents and ultimately the need for the county to reimburse the client for overpaid funds. 1
Recomendaciones relacionadas (1)
R2:
Case workers and ombudsmen be proactive in assisting the client through the responsibilities and liabilities of the child support process.
F3:
Clients that read the DCSS handout material or visit the Department’s web site receive all the information needed to make knowledgeable choices. However, many clients do not posses sufficient reading, language, or computer skills to make informed decisions.
Recomendaciones relacionadas (1)
R3:
Departments of Child Support Services and Child Protective Services coordinate efforts to immediately develop and implement a workable system to inform parents of expenses they face should their children be placed in protective custody.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R4:
Rewrite all information materials, to take into consideration those clients who have limited reading and language skills. 2
Hallazgos & Recomendaciones
7 hallazgos
F1:
After construction completion, the Board of Supervisors entered into a settlement agreement with the Contractor, that left many construction issues incomplete, or not completed properly. Some were included in the “Post Occupancy Projects” fund established by the Board of Supervisors in December 1999 (balance as of March 31, 2002 was $3,185,205). The following projects were included and remain uncompleted: emergency generator ventilation and exhaust modification q ADA compliance – elevator access upgrades q unfinished spaces – ultrasound and reading rooms q 1 The following is a representative list of construction warranty issues that have been subsequently identified, but were not included in the “Post Occupancy Projects”, and remain uncompleted and not funded: alarm and other accessories to improve safety of the fire shutters at the q pharmacy and admitting counters isolation room fan redundancy q flooring repairs due to faulty installation q improve poorly designed entry airlocks q perform building-wide air test and balance q window and building exterior washing not done due to incorrectly aligned q roof anchors
Recomendaciones relacionadas (1)
R1:
RCRMC Director immediately prioritize uncompleted “Post Occupancy Projects”, and initiate an expedited completion schedule.
F2:
The above projects and others are identified as concerns in 2001 reports prepared by the National Institute for Occupational Safety and Health, County Department of Facilities Management, and ISES Corporation, a facilities focused engineering and management company. The ISES report concluded, “The Hospital maintenance staff needs to move beyond the theory that original construction defects are thwarting maintenance efforts and take ownership of the problems.”
Recomendaciones relacionadas (1)
R2:
RCRMC Director immediately prioritize and request funds for newly identified warranty projects (consider use of any unused “Post Occupancy Projects” monies).
F3:
The Office of Statewide Health and Planning Development (OSHPOD) governs all construction, changes, or improvements to all hospitals in the state. The approval process is detailed and time consuming. Healthcare industry standards demand that hospital management is expected to understand, schedule, and complete the OSHPOD process in a timely manner.
Recomendaciones relacionadas (1)
R3:
Board of Supervisors immediately fund all remaining warranty projects as requested by RCRMC Director.
F4:
There is an ongoing tendency among RCRMC management and plant operations staff to attribute “Post Occupancy Project” delays, and many other maintenance related problems to: the turmoil surrounding the end of RCRMC construction q the subsequent lack of communication and coordination with the Department q of Facilities Management
Recomendaciones relacionadas (1)
R4:
RCRMC Director immediately begin an in-depth analysis of current RCRMC maintenance planning, programming, and staffing to determine how best to insure that proper plant maintenance is accomplished on schedule and within budget.
F5:
The long delays in completing “Post Occupancy Projects” and other priority projects are due, in part, to the lack of policies and procedures delineating responsibilities and coordination requirements between RCRMC and other appropriate agencies. 2
Recomendaciones relacionadas (1)
R5:
RCRMC Director instill, in personnel at all levels, the need to take ownership of the facility along with all of its challenges.
F6:
During the past year, efforts to coordinate draft Memorandums of Understanding (MOU) concerning maintenance projects and procedures, between the Department of Facilities Management and RCRMC, have failed to produced a mutually agreed upon policy.
Recomendaciones relacionadas (1)
R6:
RCRMC Director must address the management of the plant operations program, and the feasibility of contracting or outsourcing all or part of RCRMC plant maintenance and capital improvement projects.
F7:
RCRMC enjoys a fine reputation within the community for delivering quality healthcare to the population of Riverside County.
Recomendaciones relacionadas (1)
R7:
The Directors of RCRMC and Department of Facilities Management, immediately and jointly, refine and finalize the draft MOU providing direction and guidance for all future operations between the two agencies. 3
Hallazgos & Recomendaciones
7 hallazgos
F1:
After construction completion, the Board of Supervisors entered into a settlement agreement with the Contractor, that left many construction issues incomplete, or not completed properly. Some were included in the “Post Occupancy Projects” fund established by the Board of Supervisors in December 1999 (balance as of March 31, 2002 was $3,185,205). The following projects were included and remain uncompleted: emergency generator ventilation and exhaust modification q ADA compliance – elevator access upgrades q unfinished spaces – ultrasound and reading rooms q 1 The following is a representative list of construction warranty issues that have been subsequently identified, but were not included in the “Post Occupancy Projects”, and remain uncompleted and not funded: alarm and other accessories to improve safety of the fire shutters at the q pharmacy and admitting counters isolation room fan redundancy q flooring repairs due to faulty installation q improve poorly designed entry airlocks q perform building-wide air test and balance q window and building exterior washing not done due to incorrectly aligned q roof anchors
Recomendaciones relacionadas (1)
R1:
RCRMC Director immediately prioritize uncompleted “Post Occupancy Projects”, and initiate an expedited completion schedule.
F2:
The above projects and others are identified as concerns in 2001 reports prepared by the National Institute for Occupational Safety and Health, County Department of Facilities Management, and ISES Corporation, a facilities focused engineering and management company. The ISES report concluded, “The Hospital maintenance staff needs to move beyond the theory that original construction defects are thwarting maintenance efforts and take ownership of the problems.”
Recomendaciones relacionadas (1)
R2:
RCRMC Director immediately prioritize and request funds for newly identified warranty projects (consider use of any unused “Post Occupancy Projects” monies).
F3:
The Office of Statewide Health and Planning Development (OSHPOD) governs all construction, changes, or improvements to all hospitals in the state. The approval process is detailed and time consuming. Healthcare industry standards demand that hospital management is expected to understand, schedule, and complete the OSHPOD process in a timely manner.
Recomendaciones relacionadas (1)
R3:
Board of Supervisors immediately fund all remaining warranty projects as requested by RCRMC Director.
F4:
There is an ongoing tendency among RCRMC management and plant operations staff to attribute “Post Occupancy Project” delays, and many other maintenance related problems to: the turmoil surrounding the end of RCRMC construction q the subsequent lack of communication and coordination with the Department q of Facilities Management
Recomendaciones relacionadas (1)
R4:
RCRMC Director immediately begin an in-depth analysis of current RCRMC maintenance planning, programming, and staffing to determine how best to insure that proper plant maintenance is accomplished on schedule and within budget.
F5:
The long delays in completing “Post Occupancy Projects” and other priority projects are due, in part, to the lack of policies and procedures delineating responsibilities and coordination requirements between RCRMC and other appropriate agencies. 2
Recomendaciones relacionadas (1)
R5:
RCRMC Director instill, in personnel at all levels, the need to take ownership of the facility along with all of its challenges.
F6:
During the past year, efforts to coordinate draft Memorandums of Understanding (MOU) concerning maintenance projects and procedures, between the Department of Facilities Management and RCRMC, have failed to produced a mutually agreed upon policy.
Recomendaciones relacionadas (1)
R6:
RCRMC Director must address the management of the plant operations program, and the feasibility of contracting or outsourcing all or part of RCRMC plant maintenance and capital improvement projects.
F7:
RCRMC enjoys a fine reputation within the community for delivering quality healthcare to the population of Riverside County.
Recomendaciones relacionadas (1)
R7:
The Directors of RCRMC and Department of Facilities Management, immediately and jointly, refine and finalize the draft MOU providing direction and guidance for all future operations between the two agencies. 3
Hallazgos & Recomendaciones
5 hallazgos
F1:
was not conducted by the Americans with Disabilities Act (ADA) Coordinator, County Safety Department, Facilities Management, or the City of Riverside Building and Safety Division, to insure the building met current safety regulations and lease agreement requirements.
Recomendaciones relacionadas (1)
R1:
and enforce annual inspection schedules on all owned or leased properties, as required by paragraph IV-A, County of Riverside Standard Safety Operations Manual, revised 3/1/97. Facilities County Safety Department, ADA Coordinator,
F2:
A Grand Jury field inspection conducted on November 27, 2001, revealed the handicapped parking area, located at the east end of the building, was placed on a dangerously steep slope. This made moving on the surface difficult for handicapped persons in wheelchairs and walkers to navigate their way up or down the parking ramp. ADA regulations require a gradient of not more than 2 percent in any direction. (Ref: paragraph 4D, Surface Parking Space Design, , dated c2000PCC) The grade at that time revealed a steep slope that was in excess of 20 percent. (Figure 1 and 2)
Recomendaciones relacionadas (1)
R2:
Management, and all appropriate city and county agencies inspect all county owned and leased buildings and grounds to insure they meet current ADA, fire, health and safety regulations before a certificate of occupancy is issued and the facility is occupied. Continue to make appropriate repairs to all facilities bringing
F3:
A 36-inch walkway between the front of parked vehicles and an adjacent building's walls was not available at the Mental Health Facility. (Figure 3 and 4) This violation forced patrons to walk behind several parked vehicles in order to gain access to the building. (Ref: paragraph 3, , Code 1129B.4.3, Arrangement of Parking Spaces of The California Disabled Accessibility Guidebook states, "Accessible parking spaces are located such that they do not compel users to travel behind parked cars other than their own.")
Recomendaciones relacionadas (1)
R3:
them up to current codes and safety regulations. 4.1
F4:
The asphalt surface of the parking area was irregular with deep grooves created by vehicles scraping the asphalt when parking on the steep incline. (Figure 1) These grooves were a hazard, especially, for handicapped people using walkers or wheelchairs.
F5:
Numerous internal memos since April 1997, concerning these same safety issues were sent to managers and Correspondence from the County Safety supervisors. Office was sent to the Department of Mental Health on June 28, 1999 concerning these same issues. Ō. Safety records reveal that annual building inspections are not being performed as required by Riverside County Standard Safety Operations Manual. The parking lot has been reconfigured to correct known
Hallazgos & Recomendaciones
5 hallazgos
F1:
was not conducted by the Americans with Disabilities Act (ADA) Coordinator, County Safety Department, Facilities Management, or the City of Riverside Building and Safety Division, to insure the building met current safety regulations and lease agreement requirements.
Recomendaciones relacionadas (1)
R1:
and enforce annual inspection schedules on all owned or leased properties, as required by paragraph IV-A, County of Riverside Standard Safety Operations Manual, revised 3/1/97. Facilities County Safety Department, ADA Coordinator,
F2:
A Grand Jury field inspection conducted on November 27, 2001, revealed the handicapped parking area, located at the east end of the building, was placed on a dangerously steep slope. This made moving on the surface difficult for handicapped persons in wheelchairs and walkers to navigate their way up or down the parking ramp. ADA regulations require a gradient of not more than 2 percent in any direction. (Ref: paragraph 4D, Surface Parking Space Design, , dated c2000PCC) The grade at that time revealed a steep slope that was in excess of 20 percent. (Figure 1 and 2)
Recomendaciones relacionadas (1)
R2:
Management, and all appropriate city and county agencies inspect all county owned and leased buildings and grounds to insure they meet current ADA, fire, health and safety regulations before a certificate of occupancy is issued and the facility is occupied. Continue to make appropriate repairs to all facilities bringing
F3:
A 36-inch walkway between the front of parked vehicles and an adjacent building's walls was not available at the Mental Health Facility. (Figure 3 and 4) This violation forced patrons to walk behind several parked vehicles in order to gain access to the building. (Ref: paragraph 3, , Code 1129B.4.3, Arrangement of Parking Spaces of The California Disabled Accessibility Guidebook states, "Accessible parking spaces are located such that they do not compel users to travel behind parked cars other than their own.")
Recomendaciones relacionadas (1)
R3:
them up to current codes and safety regulations. 4.1
F4:
The asphalt surface of the parking area was irregular with deep grooves created by vehicles scraping the asphalt when parking on the steep incline. (Figure 1) These grooves were a hazard, especially, for handicapped people using walkers or wheelchairs.
F5:
Numerous internal memos since April 1997, concerning these same safety issues were sent to managers and Correspondence from the County Safety supervisors. Office was sent to the Department of Mental Health on June 28, 1999 concerning these same issues. Ō. Safety records reveal that annual building inspections are not being performed as required by Riverside County Standard Safety Operations Manual. The parking lot has been reconfigured to correct known
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Hallazgos & Recomendaciones
12 hallazgos
F1:
In 1993, the owner of a specific vacant lot in Canyon Lake discovered that the lot had been used for unauthorized dumping of large quantities of earth, which had significantly changed the topography.
F2:
The owner wrote a complaint letter to the City of Canyon Lake building official seeking help in having the topography restored.
F3:
The building official inspected the lot and responded April 15, 1994, on official stationery, stating: “…no inspections may occur until the following conditions are met: 1) Return to the original topography map. 2) A soils engineer confirms 95% compaction on the property.”
F4:
This official correspondence remained in the file for several years.
F5:
The lot has not been restored to the topography required by the prior building official’s letter.
F6:
Residents, whose property was being adversely affected by the changed topography, discovered that the official correspondence was no longer in the file.
Recomendaciones relacionadas (1)
R1:
Ensure that documentation about any problems, once identified by any building official, remain as part of the public record until the problems are satisfactorily resolved.
F7:
The present building official was provided with a copy of the official correspondence on May 22, 2000. 1
F8:
In 2001, permits were issued to a new owner of the lot, a house was built, and all inspections were signed off.
F9:
No evidence could be found in the official file, or elsewhere, that either of the pre- conditions regarding topography or compaction were ever met.
F10:
Concerned residents reported being denied access to these public files.
Recomendaciones relacionadas (2)
R2:
Ensure that everyone who keeps and maintains city records is fully aware of the public’s rights and makes records available to the public upon request.
R3:
Enforce full compliance with the California Public Records Act §6253.
F11:
A recent grand jury inspection of the city file revealed that the official correspondence citing the two restrictions is still missing from the file.
Recomendaciones relacionadas (1)
R1:
Ensure that documentation about any problems, once identified by any building official, remain as part of the public record until the problems are satisfactorily resolved.
F12:
The City of Canyon Lake has no written policies or procedures manual.
Recomendaciones relacionadas (1)
R4:
Develop and maintain a city policies and procedures manual. 2
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.