Riverside County Grand Jury

2023-2024

15 reports

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
View the full annual report (PDF)
The full consolidated volume; individual reports are listed below.
Individual reports (15)
Findings & Recommendations 3 findings
F1: The statistical data provided by the EMS on Narcan usage for 2021, 2022, and 2023 indicates a declining percentage of on-scene fatalities.
Related Recommendations (1)
R1: A comprehensive method should be created to collect pertinent Narcan data on a monthly basis from all emergency responders and/or medical providers. This data should include the number of incidents, dosages by incidents, number of lives saved, and number of fatalities.
F2: The availability of Narcan has assisted law enforcement and the public to assist suspected opioid overdoses and to have a better chance of survival.
F3: There is a lack of guidance regarding what data should be tracked by law enforcement and other first responders when administering Narcan.
Additional Recommendations 2

Not linked to specific findings.

R15-24: -11 25.44 -1.699 88 699
R65-74: 75+ 200 400 0 600 800 1,000 1,200 1.400 1,600 1,800 Suspected Opioid Overdose & Fatality by Gender (2023) Suspected Opioid Overdose & Fatality by Gender Suspected Overdose Fatality 2.269 Male 107 Incident Patient Disposition in Suspected Opioid OD (2023) Incident Patient Disposition in Suspected Opioid OD Treated; Transport... Treated; Released (... In order to get an in depth look at oploid overdose data, it is important to understand the Dead at Scene Refused Treatment... Refused Treatment; Transported willingness of patients that are seen and treated by EMS providers to comply with provider recommendations. This provides context and highlights potential obstacles in overdose treatments. 5.6% The following data represents patients that go against medical advice (AMA), thereby refuse 6.7% treatment, or transport to a designated healthcare facility for further treatment. Patients encountered that were determined to be deceased when EMS units arrived are denoted as Dead at Scene. Treated; Transported Treated; Released (AMA) 2,530 197 Refused Treatment; No Transport Dead at Scene 62 166 85.6% Naloxone/Narcan Administration & Efficacy (2023) Administered by Prior to Arrival ΑZ Narcan Administered by EMS 2,104 600 400 452 Narcan Administered Prior to Arrival 200 53 22 15 8 167 1,060 0 Ow Enforcement Bystander Stoff Law Enforcement & Staff Friend Healthcare Provider Bustonder & Law Erfortement Formily & Law Enforcement Healthcare Provider & Low En. Friend & Low Enforcement Bystonder & Staff Fornily No Narcan Administered Patient Response to Naloxone/Narcan Administration (2023) Patient Response to Narcan Administration Improved Unchanged Unchanged Improved 100% 10.8% 14 25 32 24 29 39 20 25 16 26 27 157 164 245 255 247 221 191 202 225 237 204 203 80% 60% 40% 20% 0% 780 569 Wat 801 Wat 7013 5013 5013 5013 5013 5013 5013 5013 5 89.2% Leave Behind Naloxone Program (2023) Leave Behind Naloxone Program Several Ambulance/Fire Agencies within Riverside County provide naloxone kits to patients/family/at-risk persons Participating Provider Agencies AMR Cathedral City Fire Department Corona Fire Department Soboba Fire Department Total Count Date Range Count REMSA Policy 3309 - Intranasal Naloxone Use by Public Safety Personnel Intranasal Naloxone Use by Public Safety 3309 RIVERSIDE COUNTY Personnel Operational Policy Last Revised: December 1, 2023 Last Reviewed: October 4, 2022 PURPOSE To establish the processes and procedures to allow for approved public safety personnel (PSP) to provide intranasal naloxone to patients with suspected acute narcotic overdose. Training Standards 1. Agencies that employ PSPs in Riverside County seeking to utilize naloxone to manage patients with suspected narcotic overdose shall be authorized and approved by REMSA in accordance with state laws, regulations and REMSA policies. Authorized agencies shall administer naloxone in accordance with this policy. 2. PSPs must be trained to the Public Safety Personnel First Aid and CPR standard as outlined in Title 22, Division 9, Chapter 1.5, Section 100017 (found here: https://govt.westlaw.com/calregs/Document/I64A10E20B55D11E4BD3CC9706BA5168A?viewType=FullText&origi nationContext=documenttoc&transitionType=CategoryPageItem&contextData=(sc.Default)&bhcp=1) and maintain ongoing competencies and proficiencies as outlined by Section 100022 (found here: https://govt.westlaw.com/calregs/Document/l654EB340B55D11E4BD3CC9706BA5168A?viewType=FullText&origi nationContext=documenttoc&transitionType=CategoryPageItem&contextData=(sc.Default). 3. Ongoing competency for the administration of intranasal naloxone must be maintained every two (2) years, training for ongoing competency must be approved by REMSA. Each authorized agency that employs PSPs that is requesting authorization will submit:
Findings & Recommendations 3 findings
F1: The statistical data provided by the EMS on Narcan usage for 2021, 2022, and 2023 indicates a declining percentage of on-scene fatalities.
Related Recommendations (1)
R1: A comprehensive method should be created to collect pertinent Narcan data on a monthly basis from all emergency responders and/or medical providers. This data should include the number of incidents, dosages by incidents, number of lives saved, and number of fatalities.
F2: The availability of Narcan has assisted law enforcement and the public to assist suspected opioid overdoses and to have a better chance of survival.
F3: There is a lack of guidance regarding what data should be tracked by law enforcement and other first responders when administering Narcan.
Additional Recommendations 2

Not linked to specific findings.

R15-24: -11 25.44 -1.699 88 699
R65-74: 75+ 200 400 0 600 800 1,000 1,200 1.400 1,600 1,800 Suspected Opioid Overdose & Fatality by Gender (2023) Suspected Opioid Overdose & Fatality by Gender Suspected Overdose Fatality 2.269 Male 107 Incident Patient Disposition in Suspected Opioid OD (2023) Incident Patient Disposition in Suspected Opioid OD Treated; Transport... Treated; Released (... In order to get an in depth look at oploid overdose data, it is important to understand the Dead at Scene Refused Treatment... Refused Treatment; Transported willingness of patients that are seen and treated by EMS providers to comply with provider recommendations. This provides context and highlights potential obstacles in overdose treatments. 5.6% The following data represents patients that go against medical advice (AMA), thereby refuse 6.7% treatment, or transport to a designated healthcare facility for further treatment. Patients encountered that were determined to be deceased when EMS units arrived are denoted as Dead at Scene. Treated; Transported Treated; Released (AMA) 2,530 197 Refused Treatment; No Transport Dead at Scene 62 166 85.6% Naloxone/Narcan Administration & Efficacy (2023) Administered by Prior to Arrival ΑZ Narcan Administered by EMS 2,104 600 400 452 Narcan Administered Prior to Arrival 200 53 22 15 8 167 1,060 0 Ow Enforcement Bystander Stoff Law Enforcement & Staff Friend Healthcare Provider Bustonder & Law Erfortement Formily & Law Enforcement Healthcare Provider & Low En. Friend & Low Enforcement Bystonder & Staff Fornily No Narcan Administered Patient Response to Naloxone/Narcan Administration (2023) Patient Response to Narcan Administration Improved Unchanged Unchanged Improved 100% 10.8% 14 25 32 24 29 39 20 25 16 26 27 157 164 245 255 247 221 191 202 225 237 204 203 80% 60% 40% 20% 0% 780 569 Wat 801 Wat 7013 5013 5013 5013 5013 5013 5013 5013 5 89.2% Leave Behind Naloxone Program (2023) Leave Behind Naloxone Program Several Ambulance/Fire Agencies within Riverside County provide naloxone kits to patients/family/at-risk persons Participating Provider Agencies AMR Cathedral City Fire Department Corona Fire Department Soboba Fire Department Total Count Date Range Count REMSA Policy 3309 - Intranasal Naloxone Use by Public Safety Personnel Intranasal Naloxone Use by Public Safety 3309 RIVERSIDE COUNTY Personnel Operational Policy Last Revised: December 1, 2023 Last Reviewed: October 4, 2022 PURPOSE To establish the processes and procedures to allow for approved public safety personnel (PSP) to provide intranasal naloxone to patients with suspected acute narcotic overdose. Training Standards 1. Agencies that employ PSPs in Riverside County seeking to utilize naloxone to manage patients with suspected narcotic overdose shall be authorized and approved by REMSA in accordance with state laws, regulations and REMSA policies. Authorized agencies shall administer naloxone in accordance with this policy. 2. PSPs must be trained to the Public Safety Personnel First Aid and CPR standard as outlined in Title 22, Division 9, Chapter 1.5, Section 100017 (found here: https://govt.westlaw.com/calregs/Document/I64A10E20B55D11E4BD3CC9706BA5168A?viewType=FullText&origi nationContext=documenttoc&transitionType=CategoryPageItem&contextData=(sc.Default)&bhcp=1) and maintain ongoing competencies and proficiencies as outlined by Section 100022 (found here: https://govt.westlaw.com/calregs/Document/l654EB340B55D11E4BD3CC9706BA5168A?viewType=FullText&origi nationContext=documenttoc&transitionType=CategoryPageItem&contextData=(sc.Default). 3. Ongoing competency for the administration of intranasal naloxone must be maintained every two (2) years, training for ongoing competency must be approved by REMSA. Each authorized agency that employs PSPs that is requesting authorization will submit:
Findings & Recommendations 6 findings
F1: financial transactions to the California Controller's Office pursuant to Government Code §12463 et seq. These reports are compiled and published by the Controller's Office and are accessible online. Local district attorneys handle most criminal activity complaints. As it relates to special
F2: districts, multiple California state laws strictly prohibit misconduct: Government Code §8314, Penal Code §424, Government Code §1090, and Government Code §1097. Riverside County special districts appear to operate in relative obscurity, hidden from the
F3: scrutiny of the public they were created to serve. Less than 50% have websites, and of those, a bulk are redirected to the County site for Economic Development. Multiple areas of improvement exist related to best practices:
F4: transparency/accountability, community engagement, governance/leadership, financial management, service delivery/efficiency, and environmental/social responsibility. The top ten revenue generating special districts in Riverside County have a total revenue
F5: of $1.45 billion, or 20% of the $7.31 billion total revenues for Riverside County in 2021. The top ten expenditures for Riverside County special districts total $1.42 billion, or 19%
F6: of the $7.67 billion annual budget for Riverside County in 2021, and 11% of the $13.4 billion total actual expenditures for Riverside County in 2021. State of California Special District Financial Transactions Report Instructions For the Fiscal Year Ended June 30, 2023, https://www.sco.ca.gov/Files-ARD-Local/LocRep/SD_FTR_Instructions_22-23v11202023-Final1.pdf, accessed 5/16/2024. RECOMMENDATIONS By December 1, 2024, the Grand Jury recommends the Riverside County Board of
Additional Recommendations 6

Not linked to specific findings.

R1: Supervisors direct the Executive Office staff to collect the following information, at a minimum, on each special district with which the county government is directly or indirectly involved: Name of the Special District 2. Brief Description of Services Provided 3. Overall Annual Budget 4. Website Location Phone Number Email Address 7. Board Appointees Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of
R2: Supervisors direct the Executive Office staff to include special district information, gathered in R-1, on the County's "Find a Service" website location. Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County District
R3: Attorney's Office include misconduct or malfeasance by special districts within Riverside County in its biennial report to the public. Based on Finding F-2 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of
R4: Supervisors require its representatives on special district boards, committees, and/or commissions to provide the Board of Supervisors with an "annual summary" of that special district's purpose, governance, overall financial status, and accomplishments. Based on Finding F-4 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of
R5: Supervisors include in its annual report a new special districts "annual summary" (refer to R-4). Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal LEGALLY REQUIRED RESPONSES California Penal Code §933.05 requires responses to Grand Jury findings and recommendations, within 90-days, to Riverside County's Superior Court Presiding Judge. Required Responses Findings Recommendations Locations
R7: Board Appointees Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of R-2 Supervisors direct the Executive Office staff to include special district information, gathered in R-1, on the County's "Find a Service" website location. Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County District R-3 Attorney's Office include misconduct or malfeasance by special districts within Riverside County in its biennial report to the public. Based on Finding F-2 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of R-4 Supervisors require its representatives on special district boards, committees, and/or commissions to provide the Board of Supervisors with an "annual summary" of that special district's purpose, governance, overall financial status, and accomplishments. Based on Finding F-4 Financial Impact - Minimal By December 1, 2024, the Grand Jury recommends the Riverside County Board of R-5 Supervisors include in its annual report a new special districts "annual summary" (refer to R-4). Based on Findings F-1, F-3, F-4, F-5, F-6 Financial Impact - Minimal LEGALLY REQUIRED RESPONSES California Penal Code §933.05 requires responses to Grand Jury findings and recommendations, within 90-days, to Riverside County's Superior Court Presiding Judge.
Findings & Recommendations 4 findings
F1: RTA provides western Riverside County with some relief from traffic congestion and CO2 emissions by reducing the number of private vehicles on its roadways.
F2: An overwhelming majority of RTA's revenue comes from taxpayer-funded sources dedicated to relieving traffic congestion and CO2 emissions.
F3: RTA's operation continually evolves to incorporate new technologies and amenities and to meet public needs.
F4: RTA's marketing program is devoted to continually building ridership and RTA administration is receptive to new marketing ideas. RECOMMENDATONS
Additional Recommendations 1

Not linked to specific findings.

R4: REFERENCES 1 Information from the United States Department of Transportation Center for Climate Change, accessed April 9, 2024 www.transportation.gov/sustainability/climate/federal-programs-directory-congestion- mitigation-and-air-quality-cmaq 2 Ibid. RTA Annual Report for 2019 4 Interviews with RTA Administration, April and May 2024 5 RTA Annual Report for 2023 6 Interviews with RTA Administration, April and May 2024 7 RTA Annual Report for 2019 8 RTA Annual Report for 2023 9 Interviews with RTA Administration, April and May 2024 10 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022 10 11 RTA Annual Report for 2019 12 Interviews with RTA Administration, April and May 2024 13 RTA Annual Report for 2023 14 Interviews with RTA Administration, April and May 2024 15 RTA Annual Report for 2023 16 Interviews with RTA Administration, April and May 2024 17 Federal Transit Administration purpose and programs, accessed April 9, 2024, https://www.transit.gov/about-fta 18 Interviews with RTA Administration, April and May 2024 19 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022 20 Background on the Transportation Development Act, accessed April 9, 2024, https://dot.ca.gov 21 Background on State Transit Assistance, accessed April 9, 2024, https://www.sjcog.org 22 Interviews with RTA Administration, April and May 2024 23 Background on Riverside County Measure A 1988, accessed April 9, 2024, https://www.rctc.org 24 Interviews with RTA Administration, April and May 2024 25 Background on the Transportation Uniform Mitigation Fee, accessed April 9, 2024, https://wrcog.us 26 Interviews with RTA Administration, April and May 2024 27 Ibid. RTA Annual Report for 2023 29 Interviews with RTA Administration, April and May 2024 30 RTA Annual Reports for 2016 and 2023 31 Interviews with RTA Administration, April and May 2024 32 RTA Annual Report for 2023 33 Information on the City of Riverside's Go Transit program, accessed April 9, 2024, www.riversidegotransit.com 34 Information on active duty military, police, and fire personnel eligible to ride free on RTA fixed routes, accessed April 9, 2024, https://riversidetransit.com 35 RTA Annual Report for 2023 36 RTA 2024 Marketing Plan 37 Interviews with RTA Administration, April and May 2024 38 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022; Interviews with RTA Administration, April and May 2024; RTA Short Range Transit Plan FY24 – FY26 39 Interviews with RTA Administration, April and May 2024 40 Ibid. Ibid. RTA Annual Report for 2023 43 Interviews with RTA Administration, April and May 2024 44 RTA Short Range Transit Plan, FY24 - FY26 45 RTA Annual Report for 2016 46 Interviews with RTA Administration, April and May 2024 47 RTA Fall 2021 Onboard Rider Survey 48 Interviews with RTA Administration, April and May 2024 49 Ibid. Interviews with RTA Administration, April and May 2024 51 "Unsafe L.A. Metro Better Not Ask for More of Your Money", Riverside Press-Enterprise, p. A-11, 4/24/24; "Transit Dangers Scare Away Riders", Riverside Press-Enterprise, p. H-3, 5/5/24 52 Interviews with RTA Administration, April and May 2024 11 53 Ibid. Ibid. Ibid. Ibid. RTA Annual Report for 2023 58 RTA Annual Report for 2023; RTA Short Range Transit Plan FY24 - FY26 59 Interviews with RTA Administration, April and May 2024 60 RTA Administration, 4/24; RTA 2024 Marketing Plan 61 RTA 2024 Marketing Plan 62 Ibid. RTA 2024 Marketing Plan 64 Interviews with RTA Administration, April and May 2024 12
Findings & Recommendations 4 findings
F1: RTA provides western Riverside County with some relief from traffic congestion and CO2 emissions by reducing the number of private vehicles on its roadways.
F2: An overwhelming majority of RTA's revenue comes from taxpayer-funded sources dedicated to relieving traffic congestion and CO2 emissions.
F3: RTA's operation continually evolves to incorporate new technologies and amenities and to meet public needs.
F4: RTA's marketing program is devoted to continually building ridership and RTA administration is receptive to new marketing ideas. RECOMMENDATONS
Additional Recommendations 1

Not linked to specific findings.

R4: REFERENCES 1 Information from the United States Department of Transportation Center for Climate Change, accessed April 9, 2024 www.transportation.gov/sustainability/climate/federal-programs-directory-congestion- mitigation-and-air-quality-cmaq 2 Ibid. RTA Annual Report for 2019 4 Interviews with RTA Administration, April and May 2024 5 RTA Annual Report for 2023 6 Interviews with RTA Administration, April and May 2024 7 RTA Annual Report for 2019 8 RTA Annual Report for 2023 9 Interviews with RTA Administration, April and May 2024 10 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022 10 11 RTA Annual Report for 2019 12 Interviews with RTA Administration, April and May 2024 13 RTA Annual Report for 2023 14 Interviews with RTA Administration, April and May 2024 15 RTA Annual Report for 2023 16 Interviews with RTA Administration, April and May 2024 17 Federal Transit Administration purpose and programs, accessed April 9, 2024, https://www.transit.gov/about-fta 18 Interviews with RTA Administration, April and May 2024 19 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022 20 Background on the Transportation Development Act, accessed April 9, 2024, https://dot.ca.gov 21 Background on State Transit Assistance, accessed April 9, 2024, https://www.sjcog.org 22 Interviews with RTA Administration, April and May 2024 23 Background on Riverside County Measure A 1988, accessed April 9, 2024, https://www.rctc.org 24 Interviews with RTA Administration, April and May 2024 25 Background on the Transportation Uniform Mitigation Fee, accessed April 9, 2024, https://wrcog.us 26 Interviews with RTA Administration, April and May 2024 27 Ibid. RTA Annual Report for 2023 29 Interviews with RTA Administration, April and May 2024 30 RTA Annual Reports for 2016 and 2023 31 Interviews with RTA Administration, April and May 2024 32 RTA Annual Report for 2023 33 Information on the City of Riverside's Go Transit program, accessed April 9, 2024, www.riversidegotransit.com 34 Information on active duty military, police, and fire personnel eligible to ride free on RTA fixed routes, accessed April 9, 2024, https://riversidetransit.com 35 RTA Annual Report for 2023 36 RTA 2024 Marketing Plan 37 Interviews with RTA Administration, April and May 2024 38 RTA Basic Financial Statements with Independent Auditor's Report, June 30, 2023 and 2022; Interviews with RTA Administration, April and May 2024; RTA Short Range Transit Plan FY24 – FY26 39 Interviews with RTA Administration, April and May 2024 40 Ibid. Ibid. RTA Annual Report for 2023 43 Interviews with RTA Administration, April and May 2024 44 RTA Short Range Transit Plan, FY24 - FY26 45 RTA Annual Report for 2016 46 Interviews with RTA Administration, April and May 2024 47 RTA Fall 2021 Onboard Rider Survey 48 Interviews with RTA Administration, April and May 2024 49 Ibid. Interviews with RTA Administration, April and May 2024 51 "Unsafe L.A. Metro Better Not Ask for More of Your Money", Riverside Press-Enterprise, p. A-11, 4/24/24; "Transit Dangers Scare Away Riders", Riverside Press-Enterprise, p. H-3, 5/5/24 52 Interviews with RTA Administration, April and May 2024 11 53 Ibid. Ibid. Ibid. Ibid. RTA Annual Report for 2023 58 RTA Annual Report for 2023; RTA Short Range Transit Plan FY24 - FY26 59 Interviews with RTA Administration, April and May 2024 60 RTA Administration, 4/24; RTA 2024 Marketing Plan 61 RTA 2024 Marketing Plan 62 Ibid. RTA 2024 Marketing Plan 64 Interviews with RTA Administration, April and May 2024 12
Findings & Recommendations 8 findings
F1: Riverside County Board of Supervisors (Board) responded to the 9-1-1 grand jury report within the 90 day time frame established by law. The Board also responded to grand jury report findings and recommendations as prescribed by law. This finding is based on the following information: Report Issued Date: April 20, 2023 • Public Release Date: April 25, 2023 • Required Response Due Date: July 25, 2023 Response Approval Date: July 18, 2023<sup>4</sup> • Legally Required Responder • o Riverside County Board of Supervisors See Appendix 1 for a summary of the responses to grand jury report findings and
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F2: -1 4 4 - - - may impact your care" NFA NFA NFA K E P A A Appendix 1 Riverside County Fire Department Medical System Riverside County Fire Department Riverside County Emergency Management Department/Emergency Medical System Riverside County Emergency Management Department/Emergency
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F3: 4 - - Riverside County Board of Supervisors responded to the 9-1-1 grand jury report within the time frame established in law. The Board also responded to grand jury 9-1-1 report 2
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F4: 4 4 4 WNBI WNBI WNBI B
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F5: Riverside County Office of Education (RCOE) responded to the grand jury suicide report within the 60 day time frame set in California Penal Code §933. RCOE <sup>6</sup> The newly elected Riverside County Auditor-Controller responded to the vendor management report on September 19, 2023. His response due date was July 25, 2023. There is 56 days between those two dates. <sup>7</sup> Riverside County Board of Supervisors, Board Agenda Item 3.78, August 1, 2023. URL is located at https://media.rivcocob.org/proceeds/2023/p2023 08 01.htm. Accessed April 15, 2024. Riverside County Auditor-Controller, Letter to Riverside County's Presiding Judge, Honorable Judith C. Clark, September 19, 2023, URL is located at https://rivco.org/sites/g/files/aldnop116/files/Past%20Reports%20%26%20Responses/2022- 2023/Response Vendor Mng ACO Report.pdf Accessed April 15, 2024. Riverside County Civil Grand Jury, "Suicide: A Tragedy Affecting All of Us – Riverside County Data & Local Resources" June 26, 2023. URL is located at https://rivco.org/sites/g/files/aldnop116/files/Past%20Reports%20%26%20Responses/2022- 2023/Suicide%20Report%20Committee%203%206-26-2023.pdf. Accessed April 15, 2024. According to California Penal Code §933, Riverside County Board of Supervisors was required to respond to the grand jury suicide report by September 29, 2023. The Board responded to the suicide report on October 3, 2023, which was four days late. Compliance Update 2023-2024 responded to grand jury suicide report findings and recommendations as prescribed by California Penal Code §933.05. These findings are based on the following information: Report Issued: June 26, 2023 • Public Release Date: June 29, 2023 . Required Response Due Date: September 29, 2023 • Response Approval Dates: August 17, 2023<sup>11</sup> and October 3, 2023<sup>12</sup> • Legally Required Responders o Riverside County Board of Supervisors o Riverside County Office of Education See Appendix 3 for a summary of the responses to grand jury report findings and •
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Related Recommendations (1)
R3: F3 A - *The Riverside County Board of Supervisors (Board) responded to the grand jury vendor management report within the time frame established in law. The Board responded to the NFA vendor management report findings and recommendations within the options prescribed R EZ vendor management report, his responses to findings and recommendations were within a management report 56 days late. However, when the AC did respond to the grand jury * Riverside County Auditor-Controller (AC) responded to the grand jury vendor NFA
F6: eport 2: "County of Riverside Risk Associated with the Lack of Vendor Management" 9 Implemented (I)
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F7: A a - - Will Be Implemented (WBI) WBI Key
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F8: Will Not Be Implemented (WNBI) Partially or Wholly Disagree (D) Needs Further Analysis (NFA) Will Be Implemented (WBI) PD PD
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Additional Recommendations 3

Not linked to specific findings.

R1: FI 9 Recommendations Appendix 2
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R6: F6 eport 2: "County of Riverside Risk Associated with the Lack of Vendor Management" 9 Implemented (I)
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R7: F7 A a - - Will Be Implemented (WBI) WBI Key
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Findings & Recommendations 8 findings
F1: Riverside County Board of Supervisors (Board) responded to the 9-1-1 grand jury report within the 90 day time frame established by law. The Board also responded to grand jury report findings and recommendations as prescribed by law. This finding is based on the following information: Report Issued Date: April 20, 2023 • Public Release Date: April 25, 2023 • Required Response Due Date: July 25, 2023 Response Approval Date: July 18, 20234 • Legally Required Responder • o Riverside County Board of Supervisors See Appendix 1 for a summary of the responses to grand jury report findings and
F2: -1 4 4 - - - may impact your care" NFA NFA NFA K E P A A Appendix 1 Riverside County Fire Department Medical System Riverside County Fire Department Riverside County Emergency Management Department/Emergency Medical System Riverside County Emergency Management Department/Emergency
F3: 4 1 - Riverside County Board of Supervisors responded to the 9-1-1 grand jury report within the time frame established in law. The Board also responded to grand jury 9-1-1 report 2
F4: 4 4 4 WNBI WNBI WNBI B
F5: Riverside County Office of Education (RCOE) responded to the grand jury suicide report within the 60 day time frame set in California Penal Code §933. RCOE 6 The newly elected Riverside County Auditor-Controller responded to the vendor management report on September 19, 2023. His response due date was July 25, 2023. There is 56 days between those two dates. Riverside County Board of Supervisors, Board Agenda Item 3.78, August 1, 2023. URL is located at https://media.rivcocob.org/proceeds/2023/p2023 08 01.htm. Accessed April 15, 2024. Riverside County Auditor-Controller, Letter to Riverside County's Presiding Judge, Honorable Judith C. Clark, September 19, 2023, URL is located at https://rivco.org/sites/g/files/aldnop116/files/Past%20Reports%20%26%20Responses/2022- 2023/Response Vendor Mng ACO Report.pdf Accessed April 15, 2024. Riverside County Civil Grand Jury, "Suicide: A Tragedy Affecting All of Us – Riverside County Data & Local Resources" June 26, 2023. URL is located at https://rivco.org/sites/g/files/aldnop116/files/Past%20Reports%20%26%20Responses/2022- 2023/Suicide%20Report%20Committee%203%206-26-2023.pdf. Accessed April 15, 2024. According to California Penal Code §933, Riverside County Board of Supervisors was required to respond to the grand jury suicide report by September 29, 2023. The Board responded to the suicide report on October 3, 2023, which was four days late. Compliance Update 2023-2024 responded to grand jury suicide report findings and recommendations as prescribed by California Penal Code §933.05. These findings are based on the following information: Report Issued: June 26, 2023 • Public Release Date: June 29, 2023 . Required Response Due Date: September 29, 2023 • Response Approval Dates: August 17, 202311 and October 3, 202312 • Legally Required Responders o Riverside County Board of Supervisors o Riverside County Office of Education See Appendix 3 for a summary of the responses to grand jury report findings and •
F6: eport 2: "County of Riverside Risk Associated with the Lack of Vendor Management" 9 Implemented (I)
F7: A a - - Will Be Implemented (WBI) WBI Key
F8: Will Not Be Implemented (WNBI) Partially or Wholly Disagree (D) Needs Further Analysis (NFA) Will Be Implemented (WBI) PD PD
Additional Recommendations 4

Not linked to specific findings.

R1: FI 9 Recommendations Appendix 2
R3: F3 A - *The Riverside County Board of Supervisors (Board) responded to the grand jury vendor management report within the time frame established in law. The Board responded to the NFA vendor management report findings and recommendations within the options prescribed R EZ vendor management report, his responses to findings and recommendations were within a management report 56 days late. However, when the AC did respond to the grand jury * Riverside County Auditor-Controller (AC) responded to the grand jury vendor NFA
R6: F6 eport 2: "County of Riverside Risk Associated with the Lack of Vendor Management" 9 Implemented (I)
R7: F7 A a - - Will Be Implemented (WBI) WBI Key
Findings & Recommendations 5 findings
F1: SITE-B offers many academic, vocational and self-help programs that provide the inmates an opportunity to improve their success and self-sufficiency.
F2: There is currently no tracking of the success rates after inmates complete the SITE- B training programs. Once the inmate is released the Sheriff’s Office has no jurisdiction. Therefore, there is a lack of verifiable and quantifiable data to measure the success rates regarding SITE-B training programs.
Related Recommendations (1)
R2: The Sheriff’s Office should coordinate the creation of a data collection system regarding SITE-B program participation, certification rates, program costs, and subsequent new convictions among SITE-B graduates. Based on Findings: F1, F2, F3 Financial Impact: Minimal Implementation Date: February 1, 2025 8
F3: There is no information available for the public or potential employers to access SITE-B information.
Related Recommendations (1)
R1: The Sheriff’s Office is to work with the RIVCO’s Public Information Officer to develop a plan for utilizing all available media platforms to inform the public and potential employers of the programs offered at SITE-B. The plan is to be presented to the Board of Supervisors for approval. Based on Findings: F1, F3 Financial Impact: Minimal Implementation Date: January 1, 2025
F4: RIVCO has resources for assisting released inmates. However, it is up to the inmate to take advantage of those resources. 7
F31: 11 CLASSROOM 34A 5E 5 er taku ar SIM CONNELLY TO RIV COUNTY IN E 4-E-D-E-WO WIR a SIN SELF-CRITIQUE YOUR DESIGN Z Does the foot of an in the manager Ober to Who to the first then See support from the see of Security (French Point) Or the speed come in the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the speed of the sp SERVICE SERVICE BIV COUNTY JAIL RV COUNTY JAIL2XL VETERANS MEMORIAL ADDENDUM 3 SITE - B 1. RIVERSIDE COUNTY SHERIFF'S INMATE TRAINING AND EDUCATION BUREAU PARTICIPATION AGREEMENT FORM 2. RIVERSIDE COUNTY RE-ENTRY RESOURCE GUIDE Report Issued: 5/15/2024 Report Public: 5/20/2024 Response Due: 8/20/2024 RIVERSIDE COUNTY SHERIFF'S OFFICE Sheriff's Inmate Training and Education Bureau PARTICIPATION AGREEMENT FORM The Sheriff Inmate and Education Bureau (SITE-B) promotes an environment of responsibility and accountability. Participants are expected to demonstrate positive attitudes and actions as well as work proactively towards their own success. Compliance with facility and program rules is required. Participants are assigned to the housing unit and program on a voluntary basis. Participants can expect significant involvement from the Sheriff and other educational and training partnering staff in the day-to-day operation of the housing unit and program. Based on this understanding: · I entered this program to develop entry-level skills to secure future employment, rehabilitation, and training opportunities. I will run an honest program, make a sincere effort to maintain positive relations with other members of the program and staff, and will be a contributing member of the program. I understand that I may meet in an outdoor or classroom setting for approximately 6 hours a day, Monday-Friday. I may participate with peers, instructors, deputies, trainers, and correctional counselors. In signing this document, I acknowledge this program may require physical demands, which could include the use of my abdominal and lower back muscles, such as: o lifting heavy objects (up to 50 pounds) o walking and standing for long periods of time o performing strenuous physical labor under adverse field and weather conditions; and lifting, pushing, and carrying objects In addition to the above physical demands, I understand this program may require good manual dexterity, multi-limb coordination, and acceptable vision and hearing. As part of the training and education I receive, I understand that I may participate in group interaction, complete workbook assignments, handouts, etc. I understand jail staff reserves the right to conduct a strip search upon movement to/from the housing unit or upon the completion of any assignment, and I consent to such searches. · By participating in this program, I am consenting to cooperate with random urine drug testing. I agree to participate and cooperate fully with the program and its rules. I understand the program incentives are given to participants as a reward for positive behavior and can be taken away for rule violations. I understand that I may receive a certificate of completion only after successful completion of the program. I agree to participate and cooperate fully with the assigned program and its rules. I understand that I may be terminated from the program if I violate facility or program rules, do not actively participate in any aspect of the program, or for any other reason that could result in the unsuccessful completion of the program. Start Date Participant's Name Booking # Date Participant's Signature Date Staff Signature and Title Revision 06/15/2023 HWS HEALTH CARE SHELTER, CLOTHING & OTHER SERVICE MENTAL HEALTH PROVIDERS VERSIDE VICES MARTHA'S VILLAGE AND Riverside University Health System (RUHS) Behavioral Health (760) 424-8438 (800) 499-3008 RE-ENTRY LIGHTHOUSE SOCIAL SERVICE RUHS PHARMACY RESOURCE (800) 621-0181 (951) 571-3533 GUIDE DEPARTMENT OF VETERANS VALLEY RESTART SHELTER AFFAIRS (951) 766-7476 (800) 827-1000 SALVATION ARMY RUHS COMMUNITY HEALTH (951) 677-1324 44444 CENTER (800) 720-9553 PATH OF LIFE MINISTRIES . (951) 462-9822 SUBSTANCE ABUSE & COACHELLA VALLEY RESCUE ABILITATION RUHS SUBSTANCE ABUSE (760) 347-3512 PREVENTION & TREATMENT (800) 499-3008 (760) 396-9100 THE SALVATION ARMY (800) SAL-ARMY (800) 725-2769 OF RIV For general CARES LINE resources (800) 499-3008 FINDHELP.ORG SUICIDE HOTLINE: 988 or call 211 PROBATION/PAROLE BENEFITS HOMECONNECT If your benefits have been (800) 498-8847 discontinued due to incarceration, PROBATION please contact the departments If you are currently homeless or (951) 955-2830 below for guidance on how to at-risk of homelessness, please reinstate your federal and state aid. www.rivcoprobation.org contact the HomeConnect Hotline to be connected to a PAROLE Needed in order to reinstate Social Housing Navigator and learn Security benefits(951) 955-2430 more about the resources (909) 468-2300 available to you. www.cdcr.ca.gov SOCIAL SECURITY ADMINISTRATION (800) 772-1213 www.ssa.gov FOR MEDI-CAL, CALFRESH, GENERALASSISTANCE, CALWORKS RELATED ALTERNATIVE SENTENCING (877) 410-8827 AND MONITORING www.benefitscal.com If you were required to report OF VETERANS AFFAIRS to, or enroll in one or more (800) 827-1000 alternative sentencing . . . • monitoring programs such as BIP, Anger Management, EMPLOYMENT SERVICES Parenting, Community Service, Community Labor, H.A.M.M., T.E.M.P.O., please contact (800) 480-3287 NEED LEGAL HELP? Inland SoCal United Way www.EDD.gov VORKFORCE SOLUTIONS (951) 405-8080 (951) 329-4709 (833) 391-0507 inlandsocaluw.org/courtreferral www.rivcoworkforce.org (951) 898-0862 NTER FOR EMPLOYMENT PORTUNITIES (CEO) (951) 955-6000 . (909) 380-8822
Findings & Recommendations 4 findings
F1: SITE-B offers many academic, vocational and self-help programs that provide the inmates an opportunity to improve their success and self-sufficiency.
Related Recommendations (1)
R1: The Sheriff’s Office is to work with the RIVCO’s Public Information Officer to develop a plan for utilizing all available media platforms to inform the public and potential employers of the programs offered at SITE-B. The plan is to be presented to the Board of Supervisors for approval. Based on Findings: F1, F3 Financial Impact: Minimal Implementation Date: January 1, 2025
F2: There is currently no tracking of the success rates after inmates complete the SITE- B training programs. Once the inmate is released the Sheriff’s Office has no jurisdiction. Therefore, there is a lack of verifiable and quantifiable data to measure the success rates regarding SITE-B training programs.
Related Recommendations (1)
R2: The Sheriff’s Office should coordinate the creation of a data collection system regarding SITE-B program participation, certification rates, program costs, and subsequent new convictions among SITE-B graduates. Based on Findings: F1, F2, F3 Financial Impact: Minimal Implementation Date: February 1, 2025 8
F3: There is no information available for the public or potential employers to access SITE-B information.
F4: RIVCO has resources for assisting released inmates. However, it is up to the inmate to take advantage of those resources. 7
Findings & Recommendations 4 findings
F1: In parts of Riverside County, 911 calls failed during and after Storm Hillary in August of 2023.
Related Recommendations (1)
R1: The Riverside County Board of Supervisors promote 911/E911 education to the public, including Text-to-911 when telephone calls to 911 fail, including but not limited to, County websites, the media, print, electronic, live and recorded audio and video public awareness.
F2: The State of California funds, and is responsible for the 911/E911 system administration, design and operations within the State.
Related Recommendations (1)
R2: Riverside County Board of Supervisors proactively advocate to the State of California for upgrades and backups to the 911 emergency system infrastructure, to include identifying and assigning a County employee to represent the County’s interest with regular progress reports to the Board of Supervisors.  Finding 1, Finding 2, Finding 4  Financial impact: minimal to moderate  December 31, 2024 9 RESPONSES Required Riverside County Board of Supervisors  Findings 1, 2, 3 , 4  Recommendations 1 and 2 Invited Riverside County Sheriff’s Office Riverside County Fire Department/Cal-Fire Riverside County Emergency Management Department Riverside County Information Technology Department 10
F3: The general population is unaware of an alternate means of access to emergency services when 911 calls fail, or when callers are unable to speak.
F4: A disruption of the 911 infrastructure caused the failure of emergency calls to reach PSAPs.
Findings & Recommendations 4 findings
F1: In parts of Riverside County, 911 calls failed during and after Storm Hillary in August of 2023.
Related Recommendations (1)
R1: The Riverside County Board of Supervisors promote 911/E911 education to the public, including Text-to-911 when telephone calls to 911 fail, including but not limited to, County websites, the media, print, electronic, live and recorded audio and video public awareness.
F2: The State of California funds, and is responsible for the 911/E911 system administration, design and operations within the State.
Related Recommendations (1)
R2: Riverside County Board of Supervisors proactively advocate to the State of California for upgrades and backups to the 911 emergency system infrastructure, to include identifying and assigning a County employee to represent the County’s interest with regular progress reports to the Board of Supervisors.  Finding 1, Finding 2, Finding 4  Financial impact: minimal to moderate  December 31, 2024 9 RESPONSES Required Riverside County Board of Supervisors  Findings 1, 2, 3 , 4  Recommendations 1 and 2 Invited Riverside County Sheriff’s Office Riverside County Fire Department/Cal-Fire Riverside County Emergency Management Department Riverside County Information Technology Department 10
F3: The general population is unaware of an alternate means of access to emergency services when 911 calls fail, or when callers are unable to speak.
F4: A disruption of the 911 infrastructure caused the failure of emergency calls to reach PSAPs.
Findings & Recommendations 19 findings
F1: The March JPA Commission’s 1996 “March AFB Final Reuse Plan” identified 12 goals to guide its work to facilitate and stimulate economic growth resulting from the base realignment.
F2: The March JPA complies with the California Brown Act.
F3: The March JPA Commission does not meet on a regular basis.
Related Recommendations (2)
R1: By August 1, 2024, the Grand Jury recommends that the March JPA Commission meet on a regular basis (i.e., meet in a fixed pattern, with equal or similar amounts of space or time between one and the next meeting) and publicize its regular meeting dates, times, and locations on its website. Based on Findings 3, 6, 7, 8, and 9 Financial Impact – Minimal 22
R9: By October 1, 2024, the Grand Jury recommends that the March JPA Commission reconsider its decision to transfer its land use authority, public works, policing, and fire protection to the County of Riverside until all land development projects are completed. Based on Findings 3, 4, 5, 6, 7, 8, 9, 11, 12, 13, 14, and 18 Financial Impact – Minimal LEGALLY REQUIRED RESPONSES California Penal Code §933.05 requires the March JPA to respond to Grand Jury findings and recommendations, within 90-days, to Riverside County’s Superior Court Presiding Judge. Required Responses Locations Findings Recommendations March JPA Commissioners 3 through 19 1 through 9 City of Moreno Valley 4, 11, 16, & 19 2, 6, & 9 City of Perris 4, 11, 16, & 19 2, 6, & 9 City of Riverside 4, 11, 16, & 19 2, 6, & 9 Riverside County Board of Supervisors 4, 11, 16, & 19 2, 6, & 9 Invited Responses Locations Findings Recommendations City of Moreno Valley 3, 5, 6, 7, 8, 9, 10, 12, 1, 3, 4, 5, 7, & 8 13, 14, 15, 17, & 18 City of Perris 3, 5, 6, 7, 8, 9, 10, 12, 1, 3, 4, 5, 7, & 8 13, 14, 15, 17, & 18 City of Riverside 3, 5, 6, 7, 8, 9, 10, 12, 1, 3, 4, 5, 7, & 8 13, 14, 15, 17, & 18 Riverside County Board of Supervisors 3, 5, 6, 7, 8, 9, 10, 12, 1, 3, 4, 5, 7, & 8 13, 14, 15, 17, & 18 Report Issued: 4/10/2024 Report Public: 4/15/2024 Response Due: 7/10/2024 24
F4: The March JPA Commissioners infrequently seek a consensus on March JPA issues from other elected officials on their city council/board.
Related Recommendations (1)
R2: By October 1, 2024, the Grand Jury recommends that elected officials on the County of Riverside Board of Supervisors and city council members in Moreno Valley, Perris, and Riverside establish times when March JPA issues will be discussed, and a consensus developed for their representatives on the March JPA Commission. Based on Findings 4 and 11 Financial Impact – Minimal
F5: It is difficult to hear comments in March JPA Commission and committee meetings when speakers do not use a microphone.
Related Recommendations (1)
R3: By August 1, 2024, the Grand Jury recommends that the March JPA Commission require anyone speaking in March JPA Commission and committee meetings to use a microphone while speaking. Based on Finding 5 Financial Impact – Minimal
F6: There are lengthy delays between March JPA Commission meetings and meeting minutes approvals.
F7: Once the Governor terminated the state's COVID-19 State of Emergency, the March JPA discontinued livestreaming its March JPA Commission meetings.
Related Recommendations (3)
R4: By August 1, 2024, the Grand Jury recommends that the March JPA Commission (a) livestream all March JPA Commission and committee public meetings and (b) allow the public to remotely make comments as if they attended in-person. Based on Findings 7, 8, and 9 Financial Impact – Minimal
R5: By August 1, 2024, the Grand Jury recommends that the March JPA Commission video record all March Commission and public committee meetings and make those video recordings available to the public on its website. Based on Findings 7, 8, and 9 Financial Impact – Minimal
R6: By August 1, 2024, the Grand Jury recommends that the March JPA Commission establish, or be in the process of establishing, a permanent community advisory committee made up of Riverside County residents. Based on Findings 7, 8, 9, and 11 Financial Impact – Minimal
F8: The March JPA Commission meetings are not video recorded. 21
F9: The public does not have access to video recorded March JPA Commission meetings on the March JPA website.
F10: The March JPA provides information to the public in a variety of venues.
F11: The March JPA does not have a permanent community advisory committee comprised of Riverside County residents.
F12: The March JPA does not always place special public meetings on its website calendar.
Related Recommendations (1)
R7: By November 1, 2024, the Grand Jury recommends that the March JPA Commission require that all Commission and public committee meeting dates, agendas, agreements, amendments, by-laws, policies, and procedures be (a) easily searchable on its website and (b) once found and opened, easily searchable. Based on Findings 12, 13, and 14 Financial Impact – Minimal to Moderate R- 8 By October 1, 2024, the Grand Jury recommends that the March JPA Commission submit copies of all March JPA agreements and amendments, from 1993 to the present, to the California Secretary of State, California Controller, and Riverside County LAFCO as required by California Government Codes §6503.5 and §6503.8. Based on Findings 15 and 16 Financial Impact – Minimal 23
F13: The public does not have access to important March JPA documents.
F14: It is difficult to search for documents on the March JPA website and it is difficult to search for content within documents on the March JPA website.
F15: The March JPA violated Government Code §6503.5 (d) by not submitting all required March JPA agreements and amendments to the California Secretary of State, and to the California State Controller.
Related Recommendations (1)
R7: By November 1, 2024, the Grand Jury recommends that the March JPA Commission require that all Commission and public committee meeting dates, agendas, agreements, amendments, by-laws, policies, and procedures be (a) easily searchable on its website and (b) once found and opened, easily searchable. Based on Findings 12, 13, and 14 Financial Impact – Minimal to Moderate R- 8 By October 1, 2024, the Grand Jury recommends that the March JPA Commission submit copies of all March JPA agreements and amendments, from 1993 to the present, to the California Secretary of State, California Controller, and Riverside County LAFCO as required by California Government Codes §6503.5 and §6503.8. Based on Findings 15 and 16 Financial Impact – Minimal 23
F16: The March JPA violated Government Code §6503.8 by not submitting all required March JPA agreements and amendments to the Riverside County’s Local Agency Formation Commission Office.
F17: The March JPA violated Government Code §6503.5 (d) by obtaining bonds worth $32,700,000, and later refinanced those bonds at $33,095,000, without previously submitting all required March JPA agreements and amendments to the California Secretary of State and to the California State Controller.
F18: The March JPA arranges for three annual audits: (1) March Joint Powers Authority, (2) March Joint Powers Utility Authority, and (3) March Inland Port Airport Authority. Annual audits appear on the March JPA website and copies are provided to the Riverside County Auditor-Controller’s office.
F19: Effective on July 1, 2025, the March JPA transfers its land use authority, public works, policing, and fire protection responsibilities to the County of Riverside. RECOMMENDATIONS
Findings & Recommendations 9 findings
F1: OPG manages millions of Federal, State, and County taxpayer dollars.
F2: The Riverside County Auditor-Controller's office has not conducted an internal audit of OPG since 2014.
F3: The Riverside County Auditor-Controller's planned internal audits do not include OPG.
F4: The Riverside County Auditor-Controller's office is required to audit County departments, offices, boards, and institutions.
F5: OPG is a sensitive program that is not being financially audited internally, nor audited externally, for performance by the County on a regular basis.
F6: OPG is audited annually by the state of California specifically for its use of Medi-Cal funds. OPG is audited annually by the federal government specifically for its use of
F7: Social Security funds.
F8: The information provided on the Riverside County website regarding Office of Public Guardian has a brief description of conservatorship, which includes the OPG address, telephone/fax numbers, and office hours.
F9: The OPG page is embedded within the Riverside University Health System website.
Additional Recommendations 3

Not linked to specific findings.

R1: The Auditor-Controller Office should financially audit OPG on a regular basis according to County policies and procedures. Based on finding:
R2: a regular basis, regardless of current County policies and procedures. Based on finding:
R3: link between the County's website and the RUHS-BH website to provide improved OPG information, visibility, and accessibility. o Based on finding:
Findings & Recommendations 9 findings
F1: A formal long-term strategic plan is needed to “guide the City’s budgetary decision-making and address long-term needs to achieve financial stability”. Blythe, in its Corrective Action Plan submitted to the State Auditor, acknowledged and agreed to develop the plan by the end of June 2023. This has not been completed.
Related Recommendations (2)
R1: Develop a long-term strategic plan, as recommended by the State Auditor. The plan is to guide the City’s budgetary decision-making, to address the long-term needs to achieve financial stability following the closing of Chuckawalla Valley State Prison, and to chart a path for improving its status as a ‘going concern’. Plan is to be completed and included in the City’s response to this report by end of September 2024. Based on Findings 1, 2 & 4 Financial Impact: No incremental costs
R2: Develop a five-year strategic plan, as recommended by the State Auditor, to define the City’s priorities, goals, and expected outcomes, based on the findings of the Retail Strategies project and the Blythe Economic Resiliency study. Plan is to be completed and included in the City’s response to this report by end of September 2024. Based on Findings 1, 2 & 4 Financial Impact: No incremental costs
F2: A five-year strategic plan, as recommended by the State Auditor, can be a separate plan, or a part of the ‘long term strategic plan’, referenced in F1. The plan is to define the City’s priorities, goals, and expected outcomes. It has not been developed.
F3: The position of City Manager has remained unfilled. The City’s administration is currently headed by an Interim City Manager, who is also the City Clerk. .
Related Recommendations (1)
R3: The City of Blythe should be clear as to its intention to hire a fulltime City Manager. If it is to hire, the Grand Jury recommends that a deadline be established no later than year-end 2024, following the adoption of a long-term strategic plan. The new city manager will be accountable for implementation of the City’s long-term and strategic objectives, as defined in R1 & R2. Based on Finding 3 Financial Impact: $200k - $250k (annual total compensation)
F4: According to the Independent Auditor’s Report (2023), there were no findings or issues with the City’s internal control and financial compliance. The City’s General Fund has improved “dramatically” ($2.6 million improvement). An in-depth analysis of the General Fund since 2008 shows significant progress, specifically over the last 3-4 years. “You are to be commended for that. You still have work to do, but have made significant progress”. However, two significant liabilities related to government pension obligations and Other Post-Employment Benefits were noted. These are impacted by factors not within the City’s control (i.e., interest rates). The auditors expressed continued doubt about the City as a ‘going concern’, which has existed since 2008, and believe it will probably continue for “some time”.
F5: Currently, according to Blythe airport staff, there is plenty of capacity for the storage of private planes, but no availability of plane rentals for pilots who cannot afford their own.
Related Recommendations (1)
R4: The Riverside County Office of Economic Development should develop a plan and present it to the Riverside County Board of Supervisors by year end 2024, in conjunction with the Blythe Airport management team, to attract businesses engaged in the storage and rental of small aircraft. Based on Finding 5 Financial Impact: No incremental costs
F6: In their report, the professor and students of Brown University did not include specific data on how much the prison closure will cost the economy, except to emphasize that it will be significant. Determining the financial impact on the economy will require more research and resources. The studies are conducted at no cost to the City; funding is through the University, the Urban Institute and the Justice Labs of America.
Related Recommendations (1)
R5: Blythe should accept that Chuckawalla Valley State Prison will close, as currently scheduled, and change its focus to developing a strategy by year end 2024 for what Blythe can do to negotiate financial support from the State. The City should continue to work with the professor from Brown University, the Urban Institute, and the Justice Labs of America to conduct further research to make clear the socio-economic impact on the City. Based on Finding 6 Financial Impact: No incremental costs
F7: There will need to be further conversations with legislators on how the City will be able to recover after the prison closure. Those conversations will require the services provided by the lobbying firm, Joe A. Gonsalves & Son.
Related Recommendations (1)
R6: The agreement with Joe A. Gonsalves and Son lobbying firm has a term of one year with a total compensation of $50,000. The City should amend the agreement for an additional year. Based on Finding 7 Financial Impact: $100,000
F8: Blythe’s city government believes that the County needs to make more of a commitment to Blythe. The County has, however, been an active participant in the campaign to keep Chuckawalla Valley State Prison open.
Related Recommendations (1)
R7: Riverside County should negotiate with the State for assistance in mitigating the negative economic impacts anticipated by the closure of CVSP, by developing implementation plans to work 28 directly with community leaders to support workers affected by loss of jobs, and to create an economic resilience plan for the community. Implementation plans to be presented to the Riverside County Board of Supervisors no later than year-end 2024. Based on Finding 8 Financial Impact: No incremental costs
F9: Blythe’s leadership has been responsive to new economic possibilities, notably cannabis cultivation, manufacturing & distribution, and electric vehicle charging stations. 27 ~
Related Recommendations (1)
R8: The City and the County’s Office of Economic Development should continue to seek out new economic opportunities, like renewal energy projects, that are consistent with the preservation of Blythe’s small-town appeal. A General Plan describing their vision for those efforts should be presented to the Blythe City Council and the Riverside County Board of Supervisors by year end 2024. Based on Finding 9 Financial Impact: No incremental costs ~
Findings & Recommendations 9 findings
F1: A formal long-term strategic plan is needed to “guide the City’s budgetary decision-making and address long-term needs to achieve financial stability”. Blythe, in its Corrective Action Plan submitted to the State Auditor, acknowledged and agreed to develop the plan by the end of June 2023. This has not been completed.
Related Recommendations (2)
R1: Develop a long-term strategic plan, as recommended by the State Auditor. The plan is to guide the City’s budgetary decision-making, to address the long-term needs to achieve financial stability following the closing of Chuckawalla Valley State Prison, and to chart a path for improving its status as a ‘going concern’. Plan is to be completed and included in the City’s response to this report by end of September 2024. Based on Findings 1, 2 & 4 Financial Impact: No incremental costs
R2: Develop a five-year strategic plan, as recommended by the State Auditor, to define the City’s priorities, goals, and expected outcomes, based on the findings of the Retail Strategies project and the Blythe Economic Resiliency study. Plan is to be completed and included in the City’s response to this report by end of September 2024. Based on Findings 1, 2 & 4 Financial Impact: No incremental costs
F2: A five-year strategic plan, as recommended by the State Auditor, can be a separate plan, or a part of the ‘long term strategic plan’, referenced in F1. The plan is to define the City’s priorities, goals, and expected outcomes. It has not been developed.
F3: The position of City Manager has remained unfilled. The City’s administration is currently headed by an Interim City Manager, who is also the City Clerk. .
Related Recommendations (1)
R3: The City of Blythe should be clear as to its intention to hire a fulltime City Manager. If it is to hire, the Grand Jury recommends that a deadline be established no later than year-end 2024, following the adoption of a long-term strategic plan. The new city manager will be accountable for implementation of the City’s long-term and strategic objectives, as defined in R1 & R2. Based on Finding 3 Financial Impact: $200k - $250k (annual total compensation)
F4: According to the Independent Auditor’s Report (2023), there were no findings or issues with the City’s internal control and financial compliance. The City’s General Fund has improved “dramatically” ($2.6 million improvement). An in-depth analysis of the General Fund since 2008 shows significant progress, specifically over the last 3-4 years. “You are to be commended for that. You still have work to do, but have made significant progress”. However, two significant liabilities related to government pension obligations and Other Post-Employment Benefits were noted. These are impacted by factors not within the City’s control (i.e., interest rates). The auditors expressed continued doubt about the City as a ‘going concern’, which has existed since 2008, and believe it will probably continue for “some time”.
F5: Currently, according to Blythe airport staff, there is plenty of capacity for the storage of private planes, but no availability of plane rentals for pilots who cannot afford their own.
Related Recommendations (1)
R4: The Riverside County Office of Economic Development should develop a plan and present it to the Riverside County Board of Supervisors by year end 2024, in conjunction with the Blythe Airport management team, to attract businesses engaged in the storage and rental of small aircraft. Based on Finding 5 Financial Impact: No incremental costs
F6: In their report, the professor and students of Brown University did not include specific data on how much the prison closure will cost the economy, except to emphasize that it will be significant. Determining the financial impact on the economy will require more research and resources. The studies are conducted at no cost to the City; funding is through the University, the Urban Institute and the Justice Labs of America.
Related Recommendations (1)
R5: Blythe should accept that Chuckawalla Valley State Prison will close, as currently scheduled, and change its focus to developing a strategy by year end 2024 for what Blythe can do to negotiate financial support from the State. The City should continue to work with the professor from Brown University, the Urban Institute, and the Justice Labs of America to conduct further research to make clear the socio-economic impact on the City. Based on Finding 6 Financial Impact: No incremental costs
F7: There will need to be further conversations with legislators on how the City will be able to recover after the prison closure. Those conversations will require the services provided by the lobbying firm, Joe A. Gonsalves & Son.
Related Recommendations (1)
R6: The agreement with Joe A. Gonsalves and Son lobbying firm has a term of one year with a total compensation of $50,000. The City should amend the agreement for an additional year. Based on Finding 7 Financial Impact: $100,000
F8: Blythe’s city government believes that the County needs to make more of a commitment to Blythe. The County has, however, been an active participant in the campaign to keep Chuckawalla Valley State Prison open.
Related Recommendations (1)
R7: Riverside County should negotiate with the State for assistance in mitigating the negative economic impacts anticipated by the closure of CVSP, by developing implementation plans to work 28 directly with community leaders to support workers affected by loss of jobs, and to create an economic resilience plan for the community. Implementation plans to be presented to the Riverside County Board of Supervisors no later than year-end 2024. Based on Finding 8 Financial Impact: No incremental costs
F9: Blythe’s leadership has been responsive to new economic possibilities, notably cannabis cultivation, manufacturing & distribution, and electric vehicle charging stations. 27 ~
Related Recommendations (1)
R8: The City and the County’s Office of Economic Development should continue to seek out new economic opportunities, like renewal energy projects, that are consistent with the preservation of Blythe’s small-town appeal. A General Plan describing their vision for those efforts should be presented to the Blythe City Council and the Riverside County Board of Supervisors by year end 2024. Based on Finding 9 Financial Impact: No incremental costs ~

* 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.