San Bernardino County Grand Jury

2000-2001

5 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 (5)
Additional Recommendations 21

Not linked to specific findings.

R01: - 51 APPROVE THE PUBLIC WORKS DEPARTMENT'S REQUEST TO DEVELOP AN ELECTRONIC INTEGRATED DOCUMENT MANAGEMENT SYSTEM FOR THE COUNTY SURVEYOR'S DOCUMENTS.
R01-30: DEVELOP A MARKETING PLAN FOR BARSTOW-DAGGETT AIRPORT.
R01-31: USE THE FEDERAL AVIATION ADMINISTRATION ALLOCATION TO BARSTOW-DAGGETT AIRPORT TO REPAIR AND UPGRADE EXISTING FACILITIES. < 01-32 IN CONJUNCTION WITH THE SAN BERNARDINO COUNTY REGIONAL PARKS SYSTEM, UTILIZE THE BARSTOW-DAGGETT AIRPORT'S UTILITIES FOR A NEW AND VALUABLE INCOME- PRODUCING ADDITION TO THE COUNTY REGIONAL PARKS SYSTEM, INCLUDING A RECREATIONAL VEHICLE PARK. HAVE THE COUNTY REGIONAL PARKS SYSTEM ASSUME THE EXISTING FACILITIES AND UTILITIES AT BARSTOW-DAGGETT AIRPORT. FINDINGS APPLE VALLEY AIRPORT A new runway completed in the last two years at Apple Valley Airport, including east/west runway lights (not approved for night use by FAA), needs obstruction lights on hills at both ends of the runway. The airport is funded by special districts and receives one percent (1%) ad valorem tax money. Two hundred eleven (211) acres were purchased south of the airport to avoid encroachment. There is a need to construct more hangars to accommodate Apple Valley and Victorville pilots who may desire to move from other airports. The County may lose lease clients due to the slowness of the Request for Proposal (RFP) process. Groundbreaking for a new law enforcement center at the airport is anticipated for the third quarter of 2001. 2000-2001 San Bernardino County Grand Jury Final Report The FAA provides entitlement money of $150,000 to Apple Valley Airport under Congressional Bill Air-21 allocations. These funds can accumulate for a period of three years. RE
R01-34: SOLICIT PRIVATE DEVELOPERS FOR CONSTRUCTION OF ADDITIONAL HANGARS. FINDINGS TWENTYNINE PALMS AIRPORT Twentynine Palms Airport is working on lease negotiations with a Fixed Base Operator that will oversee operations and produce income. A national aerobatic association is also interested in locating here. The FAA provides entitlement money of $150,000 to Twentynine Palms Airport under Congressional Bill Air-21 allocations. These funds can accumulate for a period of three years. RECOMMENDATIONS
R01-35: CONTINUE NEGOTIATIONS WITH THE TWO POTENTIAL TENANTS AT THE TWENTYNINE PALMS AIRPORT.
R01-36: USE THE FEDERAL AVIATION ADMINISTRATION ALLOCATION FOR FUTURE IMPROVEMENTS AT THE TWENTYNINE PALMS AIRPORT. 2000-2001 San Bernardino County Grand Jury Final Report FINDINGS CHINO AIRPORT At present, an interim director, who is also the Airport Operations Manager, is managing Chino Airport. A new manager is expected to be named shortly. Chino is a reliever airport for Ontario and John Wayne Airports. At Chino Airport there is a shortage of hangar space for aircraft and there is a sizeable waiting list for space. Ramps and parking areas are in need of work. Several existing tenants want to expand, at their own expense, but the present County RFP process is slow and could cause the loss of tenants. An environmental problem of Trichorethylene (TCE) solvent in groundwater exists, according to the California Regional Water Quality Control Board. The County Fire Chief, Director of Airports, and the Real Property Manager are working on a new type of proposal called "Solicitation of Proposal", (SOP) to cut time delays in the existing Request for Proposal (RFP) process. RECOMMENDATIONS
R01-37: APPOINT A NEW MANAGER AT THE CHINO AIRPORT AS QUICKLY AS POSSIBLE.
R01-38: EXPEDITE THE NEW SOLICITATIONS OF PROPOSAL (SOP) AT CHINO AIRPORT TO HELP SPEED UP THE LEASE PROCESS. 2000-2001 San Bernardino County Grand Jury Final Report implement the NIP as set forth in Federal legislation identified as HR 2158 and HR 4194. The NIP has the potential of crediting San Bernardino County with being one of the first in the nation to develop new solutions to eradicate blight and encourage home ownership. The County, in coordination with the cities of San Bernardino, Highland and Rediands, has developed the program. A cooperation agreement with the three cities was entered into, which spells out the responsibilities of each party. The County is the entity that oversees the entire NIP. A specific target area in each of the three cities has been outlined. Public meetings were held between city and County officials and various neighborhood associations to determine where the target areas should be located. Special programs are offered to owner-occupied homeowners living within each of the three target areas. These include low interest loans and grants, street improvements, demolition of substandard properties, educating and teaching people to become homeowners. As part of the NIP, Federal legislation was passed (HR 4194) which allowed the County to buy vacant and unoccupied Federal Housing Administration (FHA) homes at discounted prices in specific geographic locations known as asset control areas. These areas are located primarily in areas surrounding the target areas. The houses are renovated and made available to persons of low and moderate income at terms that allow them to become homeowners. The total starting budget for the NIP is 18 million dollars ($15 million in NIP funds and $3 million of CDBG funds). The $15 million of NIP funds were allocated: $9 million to buy FHA properties and $6 million to fund revitalization programs in the target areas of the three cities. Each city received two million dollars of the allocated $6 million. The three million dollars of CDBG funds will be used to purchase additional FHA properties. The County has approved a contract with Neighborhood Housing Services of the Inland Empire (NHSIE) to implement a single-family loan program for the cities of Redlands and Highland within the target areas. The City of San Bernardino has also contracted with NHSIE for a similar service. NHSIE will interview and qualify persons desiring to become homeowners to determine the level of rehabilitation of the home, oversee the work, and record all necessary documentation to insure the homeowners fulfill their contractual obligations. 2000-2001 San Bernardino County Grand Jury Final Report RECOMMENDATIONS
R01-39: THE ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT REINFORCE THE AWARENESS OF EDUCATION FOR THE TECHNICAL TRADES BY WORKING CLOSELY WITH THE JOBS AND EMPLOYMENT SERVICES DEPARTMENT, SCHOOLS, AND EMPLOYMENT AGENCIES.
R01-40: THE ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT ASSURE THAT THE PERFORMANCE STANDARDS AS SET FORTH IN THE CONTRACT BETWEEN THE COUNTY AND NEIGHBORHOOD HOUSING SERVICES OF THE INLAND EMPIRE (NHSIE) ARE BEING COMPLIED WITH IN ORDER FOR NHSIE TO BE REIMBURSED FOR SERVICES RENDERED. ○ 01-41 THE ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT ASSURE THAT PARTICIPATING CITIES ARE FOLLOWING THE GUIDELINES SET FORTH IN THE COOPERATION AGREEMENT BETWEEN THE COUNTY AND CITIES.
R01-42: THE ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT ASSURE THAT THE OVERALL NEIGHBORHOOD INITIATIVE PROGRAM (NIP) IS MONITORED SO THAT A SUCCESSFUL PILOT PROGRAM WILL BRING CREDIT TO THE COUNTY AND SERVE AS A MODEL FOR OTHER COMMUNITIES TO ASSIST IN ELIMINATING BLIGHT AND ENCOURAGING HOME OWNERSHIP. 2000-2001 San Bernardino County Grand Jury Final Report LAND USE SERVICES DEPARTMENT
R01-44: ANTICIPATE THE NEED TO BUDGET ADDITIONAL FUNDS FOR REVISION OF THE COUNTY'S DEVELOPMENT CODE AS THE UPDATING OF THE GENERAL PLAN PROGRESSES.
R01-45: SUPPORT LAND USE SERVICES' REQUEST FOR ADDITIONAL STAFFING IN THE PLANNING DIVISION TO REDUCE THE LENGTH OF TIME INVOLVED IN PROCESSING PLANNING APPLICATIONS. FINDINGS CODE ENFORCEMENT DIVISION Public education and awareness of the County's Code Enforcement Program has increased the workload in this division. There has been a significant increase in time spent by Code Enforcement personnel in the preparation of court cases, thereby reducing their ability to respond to code complaints. Necessary staffing to support public nuisance complaints, housing demolition and rehabilitation enforcement, community-oriented policing sweeps, vehicle and blight abatement is inadequate. The division receives no funding for emergency abatement of substandard structures or public nuisances such as responses to overflow sewage, abandoned refrigerators, stoves and other appliances. Approximately 850 complaints are received annually. 2000-2001 San Bernardino County Grand Jury Final Report The County does not have an active vehicle abatement program. Over 1,000 complaints involving abandoned, dismantled and junk vehicles are received each year. The Code Enforcement Division is not pro-active, and acts on a complaint basis. The County is considering a State program entitled "Abandoned Vehicle Abatement (AVA) Program", which assists cities and counties in eliminating abandoned and junk vehicles. The program allows the County to add $1.00 to the registration fee of each vehicle registered within the County. The money would be divided among participating cities and the County, utilizing State apportionment guidelines. The County recently adopted a policy to strengthen its efforts in economic development and job creation, with the goal of enhancing the quality of life for all San Bernardino County residents. The Code Enforcement Division is a vital part in achieving this goal. RECOMMENDATIONS 01 - 46 PROVIDE ADDITIONAL STAFF AND FUNDS FOR THE CODE ENFORCEMENT DIVISION TO SUPPORT PUBLIC NUISANCE ABATEMENT, HOUSING DEMOLITION, REHABILITATION, BLIGHT ABATEMENT, AND INTEGRATED CODE ENFORCEMENT ACTIVITIES WITH OTHER COUNTY DEPARTMENTS, TO ALLOW THE DEPARTMENT TO BECOME PRO-ACTIVE IN CODE ENFORCEMENT. 01 - 47 SUPPORT THE STATE ABANDONED VEHICLE ABATEMENT (AVA) PROGRAM. 2000-2001 San Bernardino County Grand Jury Final Report COUNTY LIBRARY BACKGROUND The stated mission of the San Bernardino County Library is to promote knowledge, education, lifelong learning, leisure, and cultural enrichment for the people of the County. The County Library System currently operates 29 library facilities located throughout five supervisorial districts, two part-time bookmobiles, and the County Library Archives. The County Library leases nine buildings from private parties. Nine are owned by cities and are operated by agreement, ten are owned by the County, and one is owned by a school Most of these are inadequate as public facilities in terms of size, district. functionality and standards. The Library furnishes books, periodicals, tapes, videos, and Internet access to the public. The Bookmobile program is available to aid residents who are unable to travel to the Library. The Library system is completely computerized. All transactions are entered on the computer system. The branches are linked on the Internet. FINDINGS The California Reading and Literacy Improvement and Public Library Construction and Renovation Fund Act of 2000 provides $350 million statewide grant funds for libraries on a 65/35% cost-sharing basis up to $20 million per project between the State and the library district. The County has no matching funding available to take advantage of this program. Current funding for the Library is a combination of a percentage of the County tax base (1.4%) and monies raised through fines, fees, and rentals charged by libraries. The County Library System does not have access to impact fees as cities do to offset the cost of growth, and there is a need in the County for growth in the Library System. A one-half square foot of library space for each person in the library sphere of influence is an accepted library construction standard. Most libraries are old and outdated and in need of enlargement or new construction. The improvement of the Library system will enhance the public's image of San Bernardino County at the individual level. 2000-2001 San Bernardino County Grand Jury Final Report RECOMMENDATIONS
R01-48: PROVIDE ADDITIONAL FUNDING SUFFICIENT FOR THE COUNTY LIBRARIES TO FUND THROUGH THE NORMAL BUDGET PROCESS ONE-THIRD OF FUTURE CONSTRUCTION COSTS, THEREBY MAKING THE COUNTY ELIGIBLE FOR TWO-THIRDS OF THE COST FROM THE STATE FOR NEW OR RENOVATED FACILITIES. ~ 01-49 WORK WITH THE CITIES WITHIN THE COUNTY LIBRARY SYSTEM TO USE THE IMPACT FEES GENERATED BY DEVELOPERS TO PROVIDE FUNDS FOR LIBRARY ENHANCEMENT AND OPERATION. . . 2000-2001 San Bernardino County Grand Jury Final Report PUBLIC WORKS DEPARTMENT BACKGROUND The Public Works Department was established in March 2000 as a result of Board of Supervisors' restructuring of the County's organization plan. This newly-established department provides Flood Control services throughout the cities and County, manages the Geographic Information Management System (GIMS) and Surveyor functions, maintains regional parks throughout the County, maintains County roads, and provides administrative oversight for the operation and management of the County's solid waste system. The department maintains several excellent documents that provide policy and procedures for many of its work functions. These include: Instruction Manual for Transportation and Flood Control. Storm Operations Manual ٠ Emergency Plan and Emergency Operations Manual • Scale Operations Procedures Manual Prohibited Wastes and Load Checking Program The Storm Operations and Emergency Operations manuals are very comprehensive documents covering all types of emergency situations. They list many names, addresses and telephone numbers of personnel who should be contacted when an emergency arises. The County Flood Control District covers the entire County, including incorporated cities within the County. The District is divided into six geographic Flood Zones. Each Zone has a citizens advisory committee that makes recommendations to the Board of Supervisors regarding the District's activities and work programs. Funding comes from property taxes. Taxes collected in each Zone must be spent within that zone. FINDING SOLID WASTE MANAGEMENT DIVISION In October 2000 the Solid Waste Management Division sent out Requests for Proposals (RFP) to replace NORCAL as the landfill operator for the County's waste management system. In a lawsuit filed by the County against 2000-2001 San Bernardino County Grand Jury Final Report NORCAL concerning the activities of several people associated therewith, NORCAL agreed not to bid on any new County contract for a period of at least five years. NORCAL's contract with the County expires June 30, 2001. RECOMMENDATION
R01-50: ESTABLISH AN OVERSIGHT COMMITTEE TO PERIODICALLY MONITOR THE ACTIVITIES OF THE NEW CONTRACTOR WHO WILL MANAGE THE OPERATION OF THE COUNTY'S SOLID WASTE SYSTEM. FINDING COUNTY SURVEYOR The department's request to develop an Electronic Integrated Document System for the County Surveyor was not approved in the 2000-2001 budget. This system would be developed for documents that are required by State law to be maintained by the County Surveyor. It is envisioned that this system would be a prototype for the development of E-commerce applications. This would allow the public and private sector to access these documents through the Internet and the County website. It would also reduce staff time involved in researching projects and be of benefit to the public and private sector, and be a more cost-effective and efficient means of accessing records. The estimated one-time cost for hardware and software purchase is $37,500. RECOMMENDATION 01 - 51 APPROVE THE PUBLIC WORKS DEPARTMENT'S REQUEST TO DEVELOP AN ELECTRONIC INTEGRATED DOCUMENT MANAGEMENT SYSTEM FOR THE COUNTY SURVEYOR'S DOCUMENTS. FINDINGS TRANSPORTATION DIVISION The Transportation Division of Public Works maintains approximately 2,860 miles of County roads. Funding comes mainly from State and Federal gas taxes. Recent State legislation provides the division with additional funds over and above its allocated budget. 2000-2001 San Bernardino County Grand Jury Final Report To assist cities and counties in road maintenance and repairs during the coming years of continued growth in vehicle traffic, the State of California has enacted Assembly Bill 2928. This legislation provides $1.4 billion in funds statewide over the next six years to cover local street and road maintenance, as well as storm damage repair. San Bernardino County received $9.2 million of these funds on October 19, 2000 for fiscal year 2000-2001. The money must be expended by June 30, 2002. If not spent, the money must be returned to the State. The County is also designated to receive an estimated $2.3 million per year for the subsequent five years. In order to accomplish the list of recommended road projects proposed by the department within the time frame laid down by the State on November 28, 2000, the Board of Supervisors authorized nine new positions in the Transportation Division of the Public Works Department. RECOMMENDATIONS MONITOR THE STATE ROAD AND MAINTENANCE PROGRAM (AB
R01-52: 2928) SO THAT ANY FINANCIAL IMPACT ON THE COUNTY BY THE ADDITION OF NINE NEW STAFF POSITIONS CAN BE ABSORBED THROUGH NORMAL DEPARTMENT ATTRITION DURING THE LAST FEW YEARS OF THE PROGRAM. FUTURE STATE OR FEDERAL GRANTS COULD BE TERMINATED
R01-53: THEREFORE, CONSIDER THE OPTION OF UNEXPECTEDLY. FILLING PERSONNEL NEEDS FROM OUTSIDE SOURCES, THUS AVOIDING OVER-STAFFING WITH PERMANENT EMPLOYEES. 2000-2001 San Bernardino County Grand Jury Final Report GEOGRAPHIC INFORMATION MANAGEMENT SYSTEM (GIMS) BACKGROUND The Geographic Information System (GIS) has resided within the County for over 20 years. For the past 15 years GIMS (Geographic Information Management System) has been the lead GIS organization overseeing base map, street network, and overlay development. GIMS is currently part of the Public Works Department. The GIMS program was created for County use in 1987 to coordinate and guide geographic information processing among County departments usina computerized systems. This program was an outgrowth of the Planning Department's computerized mapping activities, which has been active since 1979. FINDINGS In order to better coordinate GIMS activities throughout the County departments, a technical advisory committee is currently working on a strategic plan that will address the entire GIMS program, including funding for new equipment. It has been seven (7) years since the equipment has been updated. GIMS provides technical services related to mapping and geographic information to other governmental organizations as well as the public sector. GIMS charges actual cost for projects completed for both in-house and public patrons. The actual GIMS cost, without mark-up, is currently $72 per hour. The GIMS program plays a critical part in the development of the County's automated parcel map system. Funding problems have limited base map coding activities to about 30,000 parcels per year. Of the estimated 729,000 parcels in the County, 285,000 have been entered into the GIMS and 444,000 parcels remain to be automated. Of the 285,000 parcels entered, 171,000 have not gone through the quality control process yet and must be 2000-2001 San Bernardino County Grand Jury Final Report annotated to meet the Assessor's standard. This effort has taken the better part of a decade to complete. At the current pace it will take approximately
R01-54: ADD AUDITOR/CONTROLLER APPROVED MARK-UP PERCENTAGE TO THE PER HOUR COST OF PROJECTS PERFORMED BY THE GIMS STAFF. APPLY THE MARK-UP TO PAY FOR THE COST TO UPGRADE THE OUTDATED GIMS COMPUTER EQUIPMENT.
R01-55: THE BOARD OF SUPERVISORS FUND A ONE-TIME COST OF 4 TO 6 MILLION DOLLARS TO COMPLETE THE COUNTY AUTOMATED PARCEL MAP SYSTEM IN A THREE-YEAR PERIOD INSTEAD OF THE
R01-56: PLACE THE GEOGRAPHIC INFORMATION MANAGEMENT SYSTEM UNDER THE INFORMATION SERVICES DEPARTMENT'S CONTROL TO CENTRALIZE AND STORE ALL COUNTY GEOGRAPHICAL INFORMATION WITH FULL SUPPORT FOR STAFF, HARDWARE, SOFTWARE, AND TRAINING IN ONE PLACE. . .
R10-15: years to finish this project. Parcel Base Map Completion Total Parcel Count 729,000 Automated Parcels 285,000 Parcels (Assessor Standard) 114,000 Parcels (Not to Standard) 171,000 Parcels to be Automated 444,000 The purpose of the countywide GIMS is to improve geographic information management services provided to departments, governmental entities, and others who serve the general public. GIMS and the Information Services Department (ISD) function as the custodian and guardian of the GIS data. They establish policies and procedures regarding database organization, security, updates, backup, and maintenance. They also provide countywide computer communications and technical assistance. GIMS administers requests for products and services in a cost-effective manner, including base map development. Departments subsidize their individual application layers to the base map as needed. RECOMMENDATIONS
Findings & Recommendations 3 findings
F1: Lack of collaboration between inpatient and outpatient treatment regarding case management services.
Related Recommendations (4)
R01-58: THE DEPARTMENT OF AGING AND ADULT SERVICES WORK WITH A GRANT WRITER TO RESEARCH ALL AVAILABLE FUNDS TO SUPPORT THE NEEDS OF THE "NETWORK".
R01-59: THE DEPARTMENT OF AGING AND ADULT SERVICES DEVELOP AN INTERAGENCY PROTOCOL AND CONSENT FORM FOR SENIOR CITIZENS AND DEPENDENT ADULTS TO EXCHANGE CONFIDENTIAL INFORMATION. 2000-2001 San Bernardino County Grand Jury Final Report DEPARTMENT OF BEHAVIORAL HEALTH BACKGROUND Under State law, the Department of Behavioral Health (DBH) provides mental health treatment and prevention services to all residents with mental illness or substance abuse disorders. The department contracts with Arrowhead Regional Medical Center (ARMC) and seven private hospitals for the provision of 24-hour inpatient acute and residential care. DBH has an Outpatient Alcohol and Drug Program (OADP), day treatment clinics, outpatient services, and case management. Behavioral Health has offices in all regions of the County including the High Desert, West End, mountains, east and central valleys. Prior to 1999 Behavioral Health's Hospital Inpatient Unit was administered and funded by DBH. Currently, the Director of ARMC is administering Arrowhead Regional Medical Center Behavioral Health (ARMCBH), but the funding for all inpatient care is controlled by DBH. The Department of Behavioral Health's philosophy is to have one comprehensive community-based interagency system of mental health care that addresses the unique needs and strengths of patients and their families who have diverse cultural backgrounds. The basic premise of system of care is to redirect money into local levels of care in order to maintain clients in the community as much as possible. FINDINGS The system for the transfer of psychiatric inpatients to DBH clinics is not well developed. At the time of the patient's discharge from ARMCBH, hospital staff schedules an outpatient discharge appointment for the patient with a Behavioral Health outpatient clinic in the area in which the patient resides. Patients (also described by DBH as consumers) are supplied with medications for two weeks post-discharge. After their follow-up outpatient appointment, medications are reassessed and reordered, providing the appointment is kept. Statistics show there is an approximate 58% no-show rate for these follow- up appointments. 2000-2001 San Bernardino County Grand Jury Final Report Barriers to mental health care include: 1. Lack of collaboration between inpatient and outpatient treatment regarding case management services. 2. Lack of adequate transportation for outpatients to and from appointments. 3. Lack of childcare facilities in the outpatient clinics. Case Management According to DBH, case management is a difficult concept to define as it is usually used to describe a multitude of activities and services. DBH is responsible for the case management of outpatients, which is an organized approach to evaluating the health care needs of a patient. Case management identifies appropriate services to meet those needs, chooses the most cost- effective setting and providers, coordinates the delivery system by maintaining communications among providers (ARMCBH), patients and payers, and monitors the patient's progress. Case management is not a substitute for treatment services but a way of assuring that services are delivered to those who need them the most in an efficient and appropriate manner, and that other aspects of the patient's life (housing, shelter, work, relationships) are also emphasized so that patients might have a richer, more satisfying life. A case manager would assist the patient to navigate and understand the service systems available and to obtain the following: Cash benefits (Food Stamps, General Relief, Medically Indigent ٠ Aid, SSI, SSA, SDI, SSDI, and Medi-Cal) Housing: placement in licensed facility/independent housing ٠ Transportation ٠ Medications • Employment • Physical health services Dental services Payee services Advocacy/facilitation assistance Crisis intervention Problem resolution to overcome barriers to services/treatment 2000-2001 San Bernardino County Grand Jury Final Report Since 1993 DBH has followed the Rehabilitation Model as prescribed by the California Department of Mental Health. This model is one in which the patient's goals and needs are a priority over the goals of the mental health system. Because case managers provide support and information to patients and their families, they need unlimited access to inpatients and should be contacted immediately by the hospital when a patient is admitted to the hospital. Case managers need to meet the patient within 1-2 work days after admission to the hospital to determine which goals the patient needs to achieve in order for him or her to maximize their functioning in the community. Case managers work with the patient to help him/her with finances, appointment schedules, after-care issues and/or family linkage. Case management is a coordinated strategy for patients with chronic mental illness to obtain the services they need, whenever and for as long as they need them. DBH believes that a case management system does reduce "no-shows" in outpatient clinics. Both ARMCBH and DBH have suggested that a collaborative effort between the two departments is needed to improve the case management system of care for the benefit of the patients. Lack of Transportation for Patients to Appointments Depending on where the patient lives and where the outpatient clinic is located, even if a bus pass is issued, patients might be required to transfer from one bus to another or walk a long distance to get to the clinic. Some patients are not capable of completing this sort of task. For example, in Victorville the clinic is located approximately one mile from public transportation, which discourages patients from keeping their appointments. If a department vehicle were available the patient would be more likely to keep his/her appointment. There are 24 outpatient clinics located throughout San Bernardino County that serve the 30,000 patients seen yearly by DBH. Presently the department has 46 vehicles available countywide (See Exhibit A). DBH could expand its outreach program if it could increase the number of vehicles. 2000-2001 San Bernardino County Grand Jury Final Report Lack of Childcare Facilities DBH does not provide childcare at their clinics. Lack of childcare discourages patients from keeping their outpatient appointments. The waiting rooms at the clinics are not designed to accommodate children. Staff is not available to monitor these children while their parents are in treatment. According to the Board of Supervisor's agenda of March 20, 2001, the Transitional Assistance Department (TAD) established on-site childcare drop-in centers in various TAD offices. The pilot project has been deemed successful and will be implemented countywide. The State Department of Mental Health does not provide funding for childcare services. DBH has trust fund money available for childcare services at present, but new funds would be needed to fund an on-going program. The DBH Perinatal Program does provide child care services. This very successful program is funded by a grant from the Federal government. RECOMMENDATIONS
R01-60: PROVIDE A TRUE CASE MANAGEMENT SYSTEM IN BEHAVIORAL HEALTH AS PART OF THE DISCHARGE PLANNING, WITH LINKAGE TO THE HOSPITAL AND ONGOING OUTPATIENT TREATMENT.
R01-61: INCREASE THE AVAILABILITY OF TRANSPORTATION то BEHAVIORAL HEALTH OUTPATIENT CLINICS. / 01-62 PROVIDE LICENSED CHILD CARE FACILITIES AT ALL BEHAVIORAL HEALTH OUTPATIENT CLINICS. /01-63 WORK WITH THE TRANSITIONAL ASSISTANCE DEPARTMENT IN FUNDING CHILDCARE SERVICES FOR BEHAVIORAL HEALTH OUTPATIENT CLINICS. EXHIBIT A Department of Behavioral Health VEHICLES AND DRIVERS TRACKING LOG Clinic Number Number Number Name of Vans of Cars of Drivers Agewise 1 Barstow Clinic 1 CalWorks High Desert 1 . CalWorks San Brdno. 2 2 CalWorks Ontario/R.C. CCC - D Street 2 2 CCC - Foothill 1 CCICMS 2 CONREP 2 CSOC 1 1 Homeless 2 IMD 1 Jail Services 2 Phoenix - Home Run Pgrm 1 1 Pisces 1 Property Management 3 R.C. Home run Program 1 2 Referral & Placement 1 2 STAR Program 1 Upland CC - Affirm 1 Victor Valley 2 2 Central Valley 1 2 Perinatal Fontana 2 2 Chino 1 Victorville 2000-2001 San Bernardino County Grand Jury Final Report DEPARTMENT OF CHILDREN'S' SERVICES CHILDREN'S ASSESSMENT CENTER BACKGROUND According to the Children's Fund in San Bernardino County, child abuse is now the leading cause of death of children under the age of four in the United States. When abused children were referred to Child Protective Services they were interviewed individually by multiple agencies involved in the processing or investigation of cases, resulting in unnecessary trauma during the process. FINDINGS In 1992 the Children's Network Policy Council established a task force comprised of designated representatives from Child Protective Services, County Medical Center, Public Health Department, Department of Behavioral Health, District Attorney, Sheriff, Juvenile Court, Family Law Court, County Counsel, Loma Linda University Medical Center, Children's Fund and the Children's Network. Their mission was to explore a method to reduce trauma to the children who were victims of sexual abuse. The task force developed an innovative solution: a public/private partnership between the County of San Bernardino and Loma Linda University Children's Hospital. In 1994 a Child Assessment Center opened, sponsored by Loma Linda University Medical Center and San Bernardino County. One hundred forty- eight (148) children were processed that year and the number has increased by increments of 150 per year, to the present 900 children seen in 2000. Sexually abused children were the primary focus. Since 1998 physically abused children have also been seen. A cooperative effort by the County, the Children's Fund and private benefactors resulted in the present Children's Fund Assessment Center facility on Tippecanoe Street in San Bernardino, which opened in October 1999. Vulnerable children who have become trapped and neglected and who desperately need attention and compassion are seen at this facility. 2000-2001 San Bernardino County Grand Jury Final Report A special effort was made to design the interior of the building to provide Interview rooms are decorated with animal a child-friendly atmosphere. murals hand painted by volunteers. Stuffed animals for the children to cuddle are strategically placed throughout the facility. The Wall of Honor, in the Center's entry, is made of 4" x 4" ceramic tiles which individuals can purchase for a $100 donation. It is not only colorful, but a unique fund-raiser. The design of each tile has an individual donor's name transferred onto the tile for perpetuity. Agency personnel involved in each case can be present in the 2-way mirror observation rooms when specially trained staff forensically interviews the child. A forensic physical exam is performed by a pediatric physician specialist and can be viewed later by videotape. This physician writes a report of the findings and includes photos, and testifies in court as necessary. This facility offers a one-stop multi-disciplinary approach to an investigation. The traumatized children benefit by only being exposed to one complete and quality investigative process. Referrals come from the 13 law enforcement agencies in the County. They currently pay $500 annually for a membership to the Children's Assessment Center and a fee of $50 per exam of a child. Referrals also come from the Department of Children's Services and Family Court. There are monthly multi-disciplinary team meetings to provide an opportunity for these children's cases to be reviewed by team members, ensuring the best system of care for the clients.
F2: Lack of adequate transportation for outpatients to and from appointments.
F3: Lack of childcare facilities in the outpatient clinics. Case Management According to DBH, case management is a difficult concept to define as it is usually used to describe a multitude of activities and services. DBH is responsible for the case management of outpatients, which is an organized approach to evaluating the health care needs of a patient. Case management identifies appropriate services to meet those needs, chooses the most cost- effective setting and providers, coordinates the delivery system by maintaining communications among providers (ARMCBH), patients and payers, and monitors the patient's progress. Case management is not a substitute for treatment services but a way of assuring that services are delivered to those who need them the most in an efficient and appropriate manner, and that other aspects of the patient's life (housing, shelter, work, relationships) are also emphasized so that patients might have a richer, more satisfying life. A case manager would assist the patient to navigate and understand the service systems available and to obtain the following: Cash benefits (Food Stamps, General Relief, Medically Indigent ٠ Aid, SSI, SSA, SDI, SSDI, and Medi-Cal) Housing: placement in licensed facility/independent housing ٠ Transportation ٠ Medications • Employment • Physical health services Dental services Payee services Advocacy/facilitation assistance Crisis intervention Problem resolution to overcome barriers to services/treatment 2000-2001 San Bernardino County Grand Jury Final Report Since 1993 DBH has followed the Rehabilitation Model as prescribed by the California Department of Mental Health. This model is one in which the patient's goals and needs are a priority over the goals of the mental health system. Because case managers provide support and information to patients and their families, they need unlimited access to inpatients and should be contacted immediately by the hospital when a patient is admitted to the hospital. Case managers need to meet the patient within 1-2 work days after admission to the hospital to determine which goals the patient needs to achieve in order for him or her to maximize their functioning in the community. Case managers work with the patient to help him/her with finances, appointment schedules, after-care issues and/or family linkage. Case management is a coordinated strategy for patients with chronic mental illness to obtain the services they need, whenever and for as long as they need them. DBH believes that a case management system does reduce "no-shows" in outpatient clinics. Both ARMCBH and DBH have suggested that a collaborative effort between the two departments is needed to improve the case management system of care for the benefit of the patients. Lack of Transportation for Patients to Appointments Depending on where the patient lives and where the outpatient clinic is located, even if a bus pass is issued, patients might be required to transfer from one bus to another or walk a long distance to get to the clinic. Some patients are not capable of completing this sort of task. For example, in Victorville the clinic is located approximately one mile from public transportation, which discourages patients from keeping their appointments. If a department vehicle were available the patient would be more likely to keep his/her appointment. There are 24 outpatient clinics located throughout San Bernardino County that serve the 30,000 patients seen yearly by DBH. Presently the department has 46 vehicles available countywide (See Exhibit A). DBH could expand its outreach program if it could increase the number of vehicles. 2000-2001 San Bernardino County Grand Jury Final Report Lack of Childcare Facilities DBH does not provide childcare at their clinics. Lack of childcare discourages patients from keeping their outpatient appointments. The waiting rooms at the clinics are not designed to accommodate children. Staff is not available to monitor these children while their parents are in treatment. According to the Board of Supervisor's agenda of March 20, 2001, the Transitional Assistance Department (TAD) established on-site childcare drop-in centers in various TAD offices. The pilot project has been deemed successful and will be implemented countywide. The State Department of Mental Health does not provide funding for childcare services. DBH has trust fund money available for childcare services at present, but new funds would be needed to fund an on-going program. The DBH Perinatal Program does provide child care services. This very successful program is funded by a grant from the Federal government.
Additional Recommendations 2

Not linked to specific findings.

R00-64: THE JUVENILE DEPENDENCY COURT AND ITS SUPPORT SERVICES TO INCLUDE A MULTI-LEVEL PARKING FACILITY TO MEET THE NEEDS OF STAFF AND PUBLIC. LARGE COMFORTABLE WAITING то ROOM
R00-65: PROVIDE Α ACCOMMODATE THE EVER INCREASING NUMBERS OF FAMILIES ASSIGNED TO THE JUVENILE DEPENDENCY COURT. PROVIDE A WELL-DESIGNED CHILD-FRIENDLY PLAYROOM FOR ~ 00-66 THE CHILDREN WAITING FOR THEIR COURT HEARINGS. BUILD A JUVENILE DEPENDENCY COURT IN THE HIGH DESERT _ 00-67 REGION OF THE COUNTY.

Findings and recommendations not yet extracted.

Additional Recommendations 10

Not linked to specific findings.

R1: . 2000-2001 San Bernardino County Grand Jury Final Report SHERIFF'S DEPARTMENT COMMUNICATIONS DIVISION
R2: 147 AG. A-CASE County owned Plc # 13,54 € ☻ 6017 Pcl # 66,60 & 31.43 vacant land & 56 3 3 9 1.78 AC. 1.13 AC. ⑤ (9) 2.18 AC. 0 1.32 AC PUA.STREET $7.00 .... وي پيٽون ூ⊛ (2) 50171 S SSB RECORD '47. (19) (33)2 3 3 0 28-CHTI2/L \odot ® 3 2 £7.4 26 24040 2 23... LOS AC. 18.13 ACW/L (3) 2 14 AC 2.65 40. 97B 2621 1.06 4C. T.C. A 60:7 T.C.A. 6010 T.C. 3 මැම € ij I.ZEAC MIL 27.40 1,75 .C.U.A. ٩į OIAC 3 ☻ 6 Ø 6 0
R3: 3 0 (3) 3 3 (43) ➂ 9 0 ₿ 1.59 40 80.37 1 CITY 0 CASE LINE LIMITS ō AVENUE STATES AVER SE GOR SEG 33 THERSY 24334 12021 EXHIBIT B Parcel Map 5379 P.M.50/77 RIALTO EXHIBIT C Port North 1/2 Sec. 20, T.5N., R.4W., S.B.B.& M. à . 183.16 Par, ঠ 98 A Par. 3 4 9 3 VICTORVILLE COURT COUNTY PROPERTY, SHERIFF 7,56 AC. CITY OF VICTORVILLE OWNED VACANT PROPERTY FOR PARKING ALONG THE L15 INTERSTATE FENCE BEING USED BY THE PUBLIC & SHERIFF'S OFFICE COMMUNICATIONS AND PUBLIC PARKING 118.23 81 VICTORVII,LE Par.2 3 567.677 31-C 6 .75 AC. Par. I INTERSTATE FGREEN-TREE ^{(\prime\prime)} EXHIBIT D CAPITAL IMPROVEMENT PROJECTS OCTOBER, 2000 1ST District VICTORVILLE - COURTHOUSE Project: PARKING LOT EXPANSION Project #10420 Project Manager: GUERTH Client Department: COURTS Budget: $320,000
R4: 147 AG. A-CASE County owned Plc # 13,54 € ☻ 6017 Pcl # 66,60 & 31.43 vacant land & 56 3 3 9 1.78 AC. 1.13 AC. ⑤ (9) 2.18 AC. 0 1.32 AC PUA.STREET $7.00 .... وي پيٽون ூ⊛ (2) 50171 S SSB RECORD '47. (19) (33)2 3 3 0 28-CHTI2/L \odot ® 3 2 £7.4 26 24040 2 23... LOS AC. 18.13 ACW/L (3) 2 14 AC 2.65 40. 97B 2621 1.06 4C. T.C. A 60:7 T.C.A. 6010 T.C. 3 මැම € ij I.ZEAC MIL 27.40 1,75 .C.U.A. ٩į OIAC 3 ☻ 6 Ø 6 0
R5: 3 0 (3) 3 3 (43) ➂ 9 0 ₿ 1.59 40 80.37 1 CITY 0 CASE LINE LIMITS ō AVENUE STATES AVER SE GOR SEG 33 THERSY 24334 12021 EXHIBIT B Parcel Map 5379 P.M.50/77 RIALTO EXHIBIT C Port North 1/2 Sec. 20, T.5N., R.4W., S.B.B.& M. à . 183.16 Par, ঠ 98 A Par. 3 4 9 3 VICTORVILLE COURT COUNTY PROPERTY, SHERIFF 7,56 AC. CITY OF VICTORVILLE OWNED VACANT PROPERTY FOR PARKING ALONG THE L15 INTERSTATE FENCE BEING USED BY THE PUBLIC & SHERIFF'S OFFICE COMMUNICATIONS AND PUBLIC PARKING 118.23 81 VICTORVII,LE Par.2 3 567.677 31-C 6 .75 AC. Par. I INTERSTATE FGREEN-TREE ^{(\prime\prime)} EXHIBIT D CAPITAL IMPROVEMENT PROJECTS OCTOBER, 2000 1ST District VICTORVILLE - COURTHOUSE Project: PARKING LOT EXPANSION Project #10420 Project Manager: GUERTH Client Department: COURTS Budget: $320,000
R6: 147 AG. A-CASE County owned Plc # 13,54 € ☻ 6017 Pcl # 66,60 & 31.43 vacant land & 56 3 3 9 1.78 AC. 1.13 AC. ⑤ (9) 2.18 AC. 0 1.32 AC PUA.STREET $7.00 .... وي پيٽون ூ⊛ (2) 50171 S SSB RECORD '47. (19) (33)2 3 3 0 28-CHTI2/L \odot ® 3 2 £7.4 26 24040 2 23... LOS AC. 18.13 ACW/L (3) 2 14 AC 2.65 40. 97B 2621 1.06 4C. T.C. A 60:7 T.C.A. 6010 T.C. 3 මැම € ij I.ZEAC MIL 27.40 1,75 .C.U.A. ٩į OIAC 3 ☻ 6 Ø 6 0
R7: 3 0 (3) 3 3 (43) ➂ 9 0 ₿ 1.59 40 80.37 1 CITY 0 CASE LINE LIMITS ō AVENUE STATES AVER SE GOR SEG 33 THERSY 24334 12021 EXHIBIT B Parcel Map 5379 P.M.50/77 RIALTO EXHIBIT C Port North 1/2 Sec. 20, T.5N., R.4W., S.B.B.& M. à . 183.16 Par, ঠ 98 A Par. 3 4 9 3 VICTORVILLE COURT COUNTY PROPERTY, SHERIFF 7,56 AC. CITY OF VICTORVILLE OWNED VACANT PROPERTY FOR PARKING ALONG THE L15 INTERSTATE FENCE BEING USED BY THE PUBLIC & SHERIFF'S OFFICE COMMUNICATIONS AND PUBLIC PARKING 118.23 81 VICTORVII,LE Par.2 3 567.677 31-C 6 .75 AC. Par. I INTERSTATE FGREEN-TREE ^{(\prime\prime)} EXHIBIT D CAPITAL IMPROVEMENT PROJECTS OCTOBER, 2000 1ST District VICTORVILLE - COURTHOUSE Project: PARKING LOT EXPANSION Project #10420 Project Manager: GUERTH Client Department: COURTS Budget: $320,000
R01-95: DEVELOP A MASTER PLAN FOR ALL JUVENILE FACILITIES.
R01-96: ESTABLISH A SUNSET DATE FOR THE REMOVAL OF THE TEMPORARY TENT HOUSING, AND COMPLETE THE CENTRAL JUVENILE FACILITY BY THE YEAR 2003. / 01-97 USE THE WEST VALLEY JUVENILE HOUSING FACILITY BUILDING PLANS, WHICH THE COUNTY AND THE BOARD OF CORRECTIONS HAVE APPROVED, TO EXPEDITE CONSTRUCTION OF THE HIGH DESERT JUVENILE FACILITY. THE PLANS ALLOW FOR THE MODIFICATION FROM 85 SQUARE FEET TO THE 100 SQUARE FEET PER UNIT. / 01-98 ESTABLISH A JUVENILE COURT FACILITY WITHIN THE PROPOSED HIGH DESERT JUVENILE DETENTION COMPLEX, WHICH WILL SIGNIFICANTLY REDUCE COSTS ASSOCIATED WITH TRANSPORTING JUVENILES TO AND FROM ASSIGNED COURTS. CAMP HEART BAR BACKGROUND Camp Heart Bar is a cooperative program between the San Bernardino County Probation Department, Human Services System (HSS), County Superintendent of Schools, and the U.S. Forest Service (USFS). It is located in the San Bernardino Mountains near Big Bear Lake, at an elevation of 6500 feet. This is an intense short-term high impact 90-day work program that targets young men who would benefit from early intervention. It includes youth that are 16-17 years of age who typically have had one or two previous property offenses, or a 17-year old youth who has successfully completed a prior placement and is now reaching 18 years of age. 2000-2001 San Bernardino County Grand Jury Final Report The USFS provides the site and facilities at no cost to the County, in exchange for labor provided by the youths in completing conservation projects that would otherwise go undone. The annual budget, wages and benefits are about $1.1 million. County funds would be used to pay their share of foster care if the youth were placed in a more lengthy and costly setting. FINDINGS Camp Heart Bar, a placement program for young men who have been ordered placed by Superior Court, is run in a quasi-military fashion with ceremony, drill, discipline, and physical training to establish health, pride and improved ability to follow directions and valuable working skills. HSS provides the funding of wages and benefits through savings realized by the shorter duration of placement. This program generates tremendous savings because the youth only need to stay away from their families for three months, not the 14 months as in State Social Services licensed facilities. Additionally, the recidivism (return to custody) rate has been found to be only 12% in Camp Heart Bar versus 85% for youth placed in State licensed facilities. County Schools provides the educational component with the staffing of a full-time credentialed teacher and educational assistant. It draws the Average Daily Attendance (ADA) monies from Proposition 98 educational dollars identified in the State budget (approximately $7,466 per ADA). Major focus on the completion of requirements for a high school diploma or GED with environmental education are integrated into the curriculum. The Probation Department operates the facility, which benefits the department by helping to relieve the overcrowding at Juvenile Hall. Staffing consists of a director, three Probation Corrections Supervisors and 14 Probation Correction Officers. The main responsibility of Forest Service at Camp Heart Bar is to host the program by providing the facilities. The Forest Service also provides a liaison position in addition to the facilities. Camp Heart Bar provides a model program by which young adults' self- esteem is rejuvenated and gives them a new opportunity to become a credit to themselves and their community. 2000-2001 San Bernardino County Grand Jury Final Report RECOMMENDATION
R01-99: THE COUNTY CONTINUE AND EXPAND THE CAMP HEART BAR
Findings & Recommendations 4 findings
F1: 2. Cost containment.
Related Recommendations (5)
R01-77: THE BOARD OF SUPERVISORS ADOPT, AS SOON AS POSSIBLE, A RESOLUTION SUPPORTING THE DESIGN-BUILD CONCEPT AS A VIABLE OPTION. 01 - 78 THE BOARD OF SUPERVISORS REQUEST ONE OR MORE OF THE COUNTY'S ELECTED STATE LEGISLATORS TO SPONSOR NEW LEGISLATION, OR AMEND ASSEMBLY BILL 2296 IN ORDER TO ALLOW SAN BERNARDINO COUNTY TO USE THE DESIGN-BUILD METHOD AS AN OPTION FOR PROPOSED CONSTRUCTION PROJECTS. 2000-2001 San Bernardino County Grand Jury Final Report FACILITIES MANAGEMENT DEPARTMENT BACKGROUND The Facilities Management Department conducts building maintenance, grounds upkeep and custodial services for 350 County-owned facilities. It also administers the Home Repair Program and provides maintenance services to the County's Capital Improvements Program. Building infrastructure documentation resides on paper in various levels of detail, completeness and Costs associated with services in the Custodial, Grounds, and accuracy. Maintenance Divisions make up a part of the Auditor/Controller's Countywide Cost Allocation Plan (COWCAP) report via the Job Cost Ledger (JCL) system. The Home Repair Program's applicable costs are also captured using JCL in support of Federal reimbursement policies. Drawings depicting building infrastructure design and configuration (as built) are common data shared by the Architecture & Engineering Department, Facilities Management, and the Information Services Department. Summary level data from those drawings make up a part of the Building Information Data System (BIDS) database. FINDINGS When a request for service is received from a County office, Facilities Management employees are dispatched to do the work. There is a computer program that tracks service requests, but it is not an online program. There is currently no computerized preventive maintenance capability available that tracks equipment down-time when maintenance is needed, time involved in the performance of this service, total cost to maintain the equipment, and projected equipment life span duration to need for a replacement item. The County Information Services Department (ISD) is currently working with the Facilities Management Department to develop an online computer program to track the department's service requests from their receipt to their completion. The County's proposed Computer Aided Facilities Management (CAFM) system would be able to track these service requests by creating a complete record of current maintenance activities and costs. This would develop a County experience-based preventive maintenance schedule and project replacement timing for budget planning. 2000-2001 San Bernardino County Grand Jury Final Report RECOMMENDATION ✓ 01-79 DEVELOP TO COMPLETION, THE PROPOSED COMPUTER AIDED FACILITIES MANAGEMENT (CAFM) SYSTEM IN THE INFORMATION SERVICES DEPARTMENT THAT WILL TRACK THE TOTAL PREVENTIVE MAINTENANCE FUNCTION AND IDENTIFY RESOURCE RESTRAINTS, MAINTAIN A HISTORICAL DATABASE, AND INTERFACE ELECTRONICALLY WITH OTHER COUNTY AUTOMATED SYSTEMS THAT WILL REDUCE WORK INTERRUPTION AND SAVE MONEY. COURTHOUSE SAFETY/MAINTENANCE BACKGROUND The San Bernardino County Central Courthouse is a large historical building. With its antique elevator, hand-painted ceiling and stained glass skylight above the landing between the second and third floors, the central County courthouse has priceless antiques. FINDINGS The Facilities Management Department needs to fill vacant budgeted positions to more adequately address the housekeeping and maintenance requirements of the central courthouse. Paint is needed in the halls from the annex elevators to the main courthouse. Light bulbs are out in strategic places. The hall between the annex and the main courthouse needs better lighting. Hand-painted ceilings in the courtrooms and the skylight need to be cleaned. Ceramic floor tiles have not been replaced, yet the floors have been waxed and buffed over. Paper records are inadequate or non-existent. Nο online computer program is in place. The elevators in the annex are slow and unreliable. All court jurors, as well as court employees and the public, use the same elevators. The principal access to the stairs from the restricted parking lot is an outside staircase to the first floor, exposed to all weather conditions. Smokers sitting on the stairs have to be sidestepped. 2000-2001 San Bernardino County Grand Jury Final Report There are no written work standards or policy manual and/or mission statement for this department. RECOMMENDATIONS √01-80 WORK WITH THE INFORMATION SERVICES DEPARTMENT TO IMPLEMENT A COMPUTER PROGRAM FOR THE HOUSEKEEPING AND MAINTENANCE OF THE CENTRAL COURTHOUSE. THIS PROGRAM SHOULD INCLUDE PROBLEMS REPORTED BY DATE, WORK ORDERS ISSUED, AND WORK COMPLETED. /01-81 AS AN INTERIM SOLUTION UNTIL THE COMPUTER PROGRAM IS IN PLACE, DESIGNATE AN EMPLOYEE TO HAVE A WALK-THROUGH EACH SHIFT TO CHECK FOR PROBLEMS INVOLVING HOUSEKEEPING AND MAINTENANCE. THIS EMPLOYEE SHOULD ANSWER TO AND BE RESPONSIBLE FOR INFORMING THE DEPARTMENT HEAD OF PROBLEMS. √ 01-82 DEVELOP A WORK STANDARD, A POLICY MANUAL AND A MISSION STATEMENT FOR THIS DEPARTMENT. ALL THESE DOCUMENTS SHOULD BE ACCESSIBLE FOR THIS DEPARTMENT. CUSTODIAL/GROUNDS DIVISIONS BACKGROUND The Facilities Management Department's Custodial Services Division administers the County's custodial services to County-owned and some leased facilities. The Grounds Division is the result of the recent County reorganization. This division is responsible for 715 acres of grounds maintenance services provided to County-owned and some leased facilities through a combination of in-house personnel and private grounds maintenance service providers. 2000-2001 San Bernardino County Grand Jury Final Report FINDINGS There is an existing commercial trash enclosure located in County parking lot 7 behind the County Courthouse in San Bernardino. It is built of 6- foot high chain link fence with 2-inch wood inserts. One 7-foot front door is still attached, with the opposite 7 foot side missing. The trash bins are lined up one in front of the other making it difficult to fill and dump the rear unit. The entire enclosure is in need of replacement. (See Exhibit A) A study of the city design guidelines of the cities of Lancaster and Barstow, and the installation design guide for Fort Irwin, show that for all the community trash enclosures located in the city or on post, the use of concrete masonry units with metal doors must be used to screen the trash areas from public view. This design provides safety from trash hazards and protects the environment around the enclosure. (See Exhibit B) RECOMMENDATION
R01-83: PROVIDE SUFFICIENT ADDITIONAL FUNDING TO THE FACILITIES MANAGEMENT DEPARTMENT BUDGET TO ALLOW THE CONSTRUCTION OF A NEW COMMERCIAL TRASH ENCLOSURE WITH METAL DOORS THAT ALLOW TRASH BINS TO SIT SIDE BY SIDE FOR EASE OF FILLING AND DUMPING. THE NEW TRASH ENCLOSURE AT THE PRESENT LOCATION IN COUNTY PARKING LOT NUMBER 7 WILL PROVIDE EMPLOYEE SAFETY FROM TRASH HAZARDS AND KEEP THE IMMEDIATE ENVIRONMENT CLEAN WHILE SCREENING THE AREA FROM PUBLIC VIEW. A GENERIC DESIGN IS SHOWN ON EXHIBIT B. 20' - 0" RAMP CONCRETE WALL- . . . . . . . . . . . . . . . . . . . . · · · · · · · · · · · · · · · · · · · ٠, , . 1 3 - " / " _ _ ---- DUMPSTER 6 FT HIGH CHAINLINK FENCE W/2" WOOD STRIPS — 13' - 0" 78A DUMPSTER PARKING AREA PEDESTRIAN WALKWAY -7 FT GATE SECTION PARKING DRIVE EXISTING TRASH ENCLOSURE COUNTY CENTER PARKING LOT 7 SCALE 1/4" = 1'-0" V LIBIHX3 EXHIBIT B DUMPSTERS AS REQUIRED REQUIRED DEPTH CONCRETE PAD TYPICAL
R01-85: ELIMINATE THE ROAD TEST. THE VEHICLE INSPECTION REPORT CONTAINS SUFFICIENT INFORMATION ON THE RELIABILITY OF THE VEHICLE, THUS REDUCING THE SERVICE COST TO $25.00 FOR A QUICK LUBE OPERATION THAT WOULD STILL PERFORM THE SAME SERVICES NOW PROVIDED BY THE MAIN YARD. THE INCREASED EFFICIENCY AND MORE SERVICES WOULD STILL ALLOW FOR A FAIR PROFIT FOR FLEET MANAGEMENT, AND INCREASE THE NUMBER OF SERVICED VEHICLES PER DAY AT THE MAIN YARD TO 20. 2000-2001 San Bernardino County Grand Jury Final Report
R01-86: SET UP AN OPTIONAL CERTIFICATION PROGRAM TO AUTOMOTIVE SERVICES EXCELLENCE (ASE) STANDARDS THAT WOULD CERTIFY ALL FLEET MANAGEMENT MECHANICS. THIS WOULD BE ACCOMPLISHED DURING THEIR OFF-DUTY TIME AND THE COUNTY WOULD NO LONGER BE REQUIRED TO PAY FOR CERTIFICATION AND TESTING. COUNTY CLASSIFIED MECHANICS WOULD PAY FOR THEIR TESTING AND CERTIFICATION. / 01-87 REVISE THE FLEET MANAGEMENT DEPARTMENT WORK ORDER SYSTEM TO CHARGE CUSTOMERS FOR WORK PERFORMED ON VEHICLES IN TENTHS OF AN HOUR. . EXHIBIT A Quick Lane Vehicle Inspection Report VΙΝ Mileage .. Engine Year_ Make UNDERHOOD -1 n 7 3 HOSES FLUIDS BELTS FILTERS LIGHTS / BLADES BATTERY SERVICE OK SERVICE PART SERVICE PART OK ak PART OK SERVICE OK SERVICE PART OK SERVICE PART UpperRadiator VoltsMin. 12.4 V Head Alternator χ Air noles/manenT Stop LowerRedistor χ Cable Ends/ A/C Coolani Vent γ Cables Signal PCV X Hold Heater P/8 Washer Pavidno
R01-94: THE REAL ESTATE SERVICES DIVISION, USING THE BIDS PROGRAM, PROVIDE BOTH LEASED AND COUNTY-OWNED FACILITIES UNDER ONE REPORT WHICH INCLUDES THE FOLLOWING: AGE OF BUILDING, OPERATING COST PER SQUARE FOOT, SIZE, NUMBER OF OCCUPANTS, AND IF THE BUILDING IS IN USE OR VACANT. • .
F3: Reduction of construction complexity. Reduced exposure of risk to the county. 4.
F4: 5. Cost-effective benefits by shifting the liability and risk for cost containment and for the project completion to the design-build entity. The Legislature has recognized the national trend, including authorization in California, to allow public entities to utilize design-build contracts as a project delivery method. The main advantages of the design-build process are that it is faster than conventional construction and coordination of the project is easier because the designer and builder are on the same team and the builder often hires the designer.
F5: Cost-effective benefits by shifting the liability and risk for cost containment and for the project completion to the design-build entity. The Legislature has recognized the national trend, including authorization in California, to allow public entities to utilize design-build contracts as a project delivery method. The main advantages of the design-build process are that it is faster than conventional construction and coordination of the project is easier because the designer and builder are on the same team and the builder often hires the designer.

* 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.

Additional documents

Documents found alongside this year's reports, not grand jury reports or responses.