Gran Jurado del Condado de San Bernardino
2004-2005
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (22)
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Hallazgos & Recomendaciones
2 hallazgos
F1986:
It allows the transfer of an existing Proposition 13 base year value from a former residence to a replacement residence. This benefit is open to homeowners who are at least 55 years old and meet the requirements outlined in the conditions below. If either spouse is over age 55 or disabled, Proposition 60 allows replacement of a primary residence with a new home of equal or lesser value within the same county and transfer of the Prop. 13 assessed valuation from the old home to the new property. Proposition 90 is a State law which allows anyone over age 55 to transfer the value of their property between counties if Prop. 90 is approved by that county’s Board of Supervisors. Only eight counties in the State have opted to adhere to the provisions of Prop. 90. San Bernardino County’s Board of Supervisors has not approved the provisions of Prop. 90. New equipment and software has been acquired by the Assessor’s office that will improve efficiency, accuracy and cost effectiveness of daily operations in the office. The hardware includes 120 new desktop computers, all of which have been deployed and are currently in use. The remainder of the computers are in the process of being distributed and set up. Along with the hardware, the Assessor has purchased a new program, called AES, which deals with comparable sales. This program deals only with the sale of residences, not new construction. Presently, all of the research dealing with comparison values of property must be done manually. The new faster, more accurate program will provide the comparisons automatically. An added benefit is that the same number of workers will be able to handle the growing workload, thus reducing the need to hire more appraisers. The Assessor’s office regularly receives data used for appraisals and assessments from the Recorder’s office. This information must be downloaded and placed into the Assessor’s database. This information includes copies of deeds, ownership records, etc. The establishment of an online, real-time system of sharing this information with these other agencies has been in development and is expected to be completed in the next fiscal year. This would expedite the Assessor’s operations. Such a system would move the department toward its goal of becoming a “paperless” department. The office utilizes the Geographical Information System (GIS) to create Assessor’s parcel maps used in the appraisals and assessments. Overhead high definition imagery from aircraft and satellites would give the department the ability to assess homes throughout the County. An analysis of the workload generated by required audits mandated by State law has shown a requirement for an additional six (6) positions in the Business Division of the Assessor’s office. The plan is to hire lower level staff that can do the routine daily tasks and take the pressure off those State certified auditors qualified to conduct the audits. RECOMMENDATIONS 05-13 PROPOSE TO THE BOARD OF SUPERVISORS THE ADOPTION AND IMPLEMENTATION OF PROPOSITION 90 INTO THE COUNTY OF SAN BERNARDINO. 05-14 THE ASSESSOR EMPLOY THE REQUIRED PERSONNEL IN ORDER TO IMPLEMENT THE REQUIRED AUDITS MANDATED BY STATE LAW. AUDITOR/CONTROLLER-RECORDER AND COUNTY CLERK INTRODUCTION The Auditor/Controller-Recorder and County Clerk is an elected office. The mission of the Auditor/Controller-Recorder (ACR) is to provide superior accounting, auditing and recording services in accordance with legal requirements and professional standards. The Audit/Fiscal Committee looked at four areas within the ACR responsibility and each is addressed separately. CONTROLLER DIVISION ACCOUNTS PAYABLE BACKGROUND The Accounts Payable division audits claims then issues and mails warrants (payments) for legal and valid claims, cancels all outdated (stale) warrants and reissues on request, issues stop payments and verifies reported forgeries on County warrants. The Audit/Fiscal Committee investigated this to determine the length of time for payments to be made. FINDINGS The standard for processing payments is ten business days. Standards are not always met. Staff estimates the standards are met 90 percent of the time. Timeline starts when a form comes in and is time-stamped. When it is paid in the Fiscal Accounting System (FAS), it is again date stamped with an ending date. Each desk does not prioritize work by date stamp to meet timelines. An Electronic Fund Transfer (EFT) to an individual’s bank is processed 2 to 3 days after the final date on the documents. The method for assessing the volume of work on an employee’s desk is to use a ruler and measure the width of documents in trays. Attention is paid if the measurement becomes too large. Each desk has a different norm based on the type of work/function performed at that desk. These measurements are included in the Weekly Workload Status Report which is used by the supervisor to give assistance in problem areas. Under the present procedure, it is impossible for a supervisor to come up with a percentage of on-time work using the Weekly Status Report. A complaints log is not maintained in the Accounts Payable Department. Most complaints come in e-mail form, which the supervisor flags. The problem is immediately corrected by the supervisor or directed to the appropriate individual. If the flagged e-mail is not sent back with the corrective action, the supervisor will follow-up at that time to ensure the problem gets resolved. There is no record other than incoming e-mail and subsequent e-mail showing correction. E-mails are not saved. First-line supervision takes all incoming complaints and corrects them. Overtime reports for fiscal years 2003-04, 2002-03 and 2001-02 were not readily available. Overtime is not the first option when Accounts Payable or Data Entry falls behind schedule, as far as processing and posting of payment documents are concerned. At the beginning of the investigation, we were advised that a new accounting system was scheduled for implementation in July 2005. The new system is an on-line system that allows departments to electronically transmit payment requests. The new system will check for errors, thus diminishing, but not eliminating, auditing. However, current information is that the system will not be fully developed until July 2006.
F2003:
Needed startup procedures, staff turnover and mandated audits caused performance audits to not fully begin until fiscal year 2003-2004. Six performance audits were started during July, 2003-June, 2004. As of November 4, 2005, the reports had not yet been issued. The Auditor will continue to increase the number of performance audits over time to meet the goals set in the Risk-Based Internal Audit Plan, as resources allow. The plan has not been fully implemented. The significant number of mandated audits impacts the ability to conduct periodic performance audits. RECOMMENDATION 05-22 IMPLEMENT THE RISK-BASED INTERNAL AUDIT PLAN IN A MORE TIMELY AND EFFICIENT MANNER RECORDER DIVISION RECORDS MANAGEMENT BACKGROUND The ACR was given responsibility for the Records Management Program on July 1, 2001. In 2001 the County Administrative Office (CAO) did a survey of 33 departments on document retention and found there are 57 different off-site storage areas, with no particular safety or security measures. Each individual department negotiates their own storage contract; therefore the ACR office does not know the location of these facilities. The locations where ACR stores records are: Hall of Records, 222 West Hospitality Lane, San Bernardino; Records Management Center and Central Stores, 777 East Rialto Avenue, San Bernardino; Iron Mountain, 13379 Jurupa Avenue, Fontana. FINDINGS A consultant was contracted at a cost of $74,000 to help ACR employees develop a retention schedule and records management policy for all County departments. The ACR retention schedule is complete. The Treasurer/Tax Collector and the District Attorney have begun to develop their retention schedules. The next two departments to develop their retention schedules will be Human Resources and Information Services. Each department has to determine how long, for what reason and to what extent documents are to be retained. Documents prior to 1992 are now scheduled to be shredded. The County maintains documents and records from as far back as 1853. Original documents from the formation of the County are maintained. Documents that relate to legal obligations and/or custodial issues are required to be maintained. There is no current electronic technology that produces records of archival quality. There are boxes of stored documents in a warehouse on Rialto Avenue. There are plans to move the Archives to a more secure location. Approval from the CAO is needed to move Archives to a different area/building. This will open up approximately 5,000 square feet in the warehouse. The consultant is knowledgeable of all requirements for retention and/or destruction. After the consultant makes recommendations, software systems can be studied. The CAO is requiring each department designate a lead person for records management. The consultant, along with two designated ACR employees, will assist departments with training on records management responsibilities. The two ACR employees have been assigned this project in addition to their regular job duties and are not dedicated to only records management. A new records retention center is needed for the ACR, but a site for that facility has not been selected. The ACR is conducting an assessment of the existing Records Management storage facilities. This will determine if the space requires remodeling or if new construction will be required. The Auditor stated the department is in the initial stages of a lengthy project. To fully implement the project, a building, software, personnel and funding are required. Each County department requires training in records management. The task of Records Management has been a low priority for departments, so it is a challenge for the ACR to change the mind-set of each department. This low priority has caused delays in implementation.
Recomendaciones adicionales
13
No vinculadas a hallazgos específicos.
R05-13:
PROPOSE TO THE BOARD OF SUPERVISORS THE ADOPTION AND IMPLEMENTATION OF PROPOSITION 90 INTO THE COUNTY OF SAN BERNARDINO.
R05-14:
THE ASSESSOR EMPLOY THE REQUIRED PERSONNEL IN ORDER TO IMPLEMENT THE REQUIRED AUDITS MANDATED BY STATE LAW. AUDITOR/CONTROLLER-RECORDER AND COUNTY CLERK INTRODUCTION The Auditor/Controller-Recorder and County Clerk is an elected office. The mission of the Auditor/Controller-Recorder (ACR) is to provide superior accounting, auditing and recording services in accordance with legal requirements and professional standards. The Audit/Fiscal Committee looked at four areas within the ACR responsibility and each is addressed separately. CONTROLLER DIVISION ACCOUNTS PAYABLE BACKGROUND The Accounts Payable division audits claims then issues and mails warrants (payments) for legal and valid claims, cancels all outdated (stale) warrants and reissues on request, issues stop payments and verifies reported forgeries on County warrants. The Audit/Fiscal Committee investigated this to determine the length of time for payments to be made. FINDINGS The standard for processing payments is ten business days. Standards are not always met. Staff estimates the standards are met 90 percent of the time. Timeline starts when a form comes in and is time-stamped. When it is paid in the Fiscal Accounting System (FAS), it is again date stamped with an ending date. Each desk does not prioritize work by date stamp to meet timelines. An Electronic Fund Transfer (EFT) to an individual’s bank is processed 2 to 3 days after the final date on the documents. The method for assessing the volume of work on an employee’s desk is to use a ruler and measure the width of documents in trays. Attention is paid if the measurement becomes too large. Each desk has a different norm based on the type of work/function performed at that desk. These measurements are included in the Weekly Workload Status Report which is used by the supervisor to give assistance in problem areas. Under the present procedure, it is impossible for a supervisor to come up with a percentage of on-time work using the Weekly Status Report. A complaints log is not maintained in the Accounts Payable Department. Most complaints come in e-mail form, which the supervisor flags. The problem is immediately corrected by the supervisor or directed to the appropriate individual. If the flagged e-mail is not sent back with the corrective action, the supervisor will follow-up at that time to ensure the problem gets resolved. There is no record other than incoming e-mail and subsequent e-mail showing correction. E-mails are not saved. First-line supervision takes all incoming complaints and corrects them. Overtime reports for fiscal years 2003-04, 2002-03 and 2001-02 were not readily available. Overtime is not the first option when Accounts Payable or Data Entry falls behind schedule, as far as processing and posting of payment documents are concerned. At the beginning of the investigation, we were advised that a new accounting system was scheduled for implementation in July 2005. The new system is an on-line system that allows departments to electronically transmit payment requests. The new system will check for errors, thus diminishing, but not eliminating, auditing. However, current information is that the system will not be fully developed until July 2006. RECOMMENDATIONS
R05-15:
USE DATE STAMPS TO DETERMINE THE PERCENTAGE OF ON-TIME WORK FOR EACH EMPLOYEE TO BETTER IDENTIFY THOSE EMPLOYEES WHO ARE NOT MEETING STANDARDS AND NEED ASSISTANCE.
R05-16:
RECORD THE NUMBER OF DOCUMENTS BEING DATE STAMPED TO ASCERTAIN THE VOLUME OF WORK RECEIVED ON A GIVEN DAY. RECORD THE NUMBER OF DOCUMENTS GIVEN TO EACH DESK TO PROCESS.
R05-17:
AT THE END OF EACH WORK DAY, MOVE DOCUMENTS NOT PROCESSED WITHIN TIMELINES TO A FIRST-TO-BE-PROCESSED AREA FOR THE NEXT DAY’S WORK.
R05-18:
MAINTAIN A LOG OF CUSTOMER COMPLAINTS WHICH WOULD INCLUDE RESOLUTIONS AND PERTINENT INFORMATION TO IDENTIFY REPEAT PROBLEM AREAS.
R05-19:
MAINTAIN ACCURATE, TIMELY REPORTS ON THE USE OF OVERTIME IN ORDER TO BUDGET CORRECTLY FOR KNOWN PERIODS OF HIGH VOLUME. DATA ENTRY BACKGROUND Data Entry keypunches all transactions and transmits all keyed batches to Information Services. The Audit/Fiscal Committee reviewed this unit after discovering ties to timelines for Accounts Payable. FINDINGS There are five Data Entry employees. Each employee processes 30 to 40 batches per day; each batch contains ten (10) documents. Employees’ type input from the first page of documents, saving them from searching through a packet. At the beginning of the day each employee takes five (5) batches from the bins for input. When completed, those batches are returned and the employee takes five (5) batches to verify. This is done by actually inputting all data as if it had not been input previously. This is how mistakes are caught. No employee inputs and verifies the same batch, allowing for double-checking. A log of batches is maintained. The speed of data entry is based on key strokes which are counted by the computer software. A report is generated once a month which shows key strokes and errors. In March 2004 employees began using a Windows based program. This has reduced the speed of data entry; prior speed levels have not yet been attained. The speed measurements are frozen at this time until learning the new program is completed. Employees earn higher compensation for being above the minimum key strokes expected. Completed batches are transmitted into FAS (Fiscal Accounting System) overnight, between 6:00 and 11:00 p.m. Occasionally a payment will reject due to discrepancies during the FAS nightly run. The documents will be pulled and the discrepancy corrected and reprocessed. When the daily batches are complete and transmitted, they are date stamped and stored in appropriate boxes and kept in Data Entry for two months. Then the boxes are taken to a downstairs storage area and remain there for up to three years. The boxes are then taken offsite to be stored until destruction, which is normally another two years. “A new accounting system is in the building”, with a revised implementation goal of mid-2006. The new on-line system allows departments to access the system and electronically transmit payment requests. There are some departments, such as small special districts, that may not have the computers/technology to access the system and will continue submitting the payment requests the old way. Power outages in the ACR building are an ongoing problem, especially in the summer. When a lengthy outage occurs, batteries can no longer sustain the building’s needs. The ACR is looking into having generators installed for back-up. RECOMMENDATIONS
R05-20:
EVALUATE PERFORMANCE STANDARDS FOR EMPLOYEES ONCE THE NEW ACCOUNTING SYSTEM IS IMPLEMENTED.
R05-21:
ALLOCATE FUNDS FOR BACK-UP GENERATORS. AUDITOR DIVISION INTERNAL AUDITS BACKGROUND The Internal Audits Division of the ACR performs operational and financial audits of departments, offices, agencies and special districts. It provides management with objective appraisals as to the status of operations of the audited organizations. It evaluates internal controls and assesses business risks. FINDINGS A list of audits completed by the Internal Audits Division and external auditors for fiscal years 2001-02, 2002-03 and 2003-04 was provided to the Grand Jury. These lists are based on the issue dates of the reports and not the audit period. An example is the audit reports issued by the external auditors on December 15, 2003 are for the fiscal year ended June 30, 2003. The reports for school district audits started in fiscal year 2003- 2004 will not be issued until fiscal year 2004-2005. The Risk-Based Internal Audit Plan was submitted to the Board of Supervisors in February of 2003. The plan had performance audits projected to start in fiscal year 2002- 2003. Needed startup procedures, staff turnover and mandated audits caused performance audits to not fully begin until fiscal year 2003-2004. Six performance audits were started during July, 2003-June, 2004. As of November 4, 2005, the reports had not yet been issued. The Auditor will continue to increase the number of performance audits over time to meet the goals set in the Risk-Based Internal Audit Plan, as resources allow. The plan has not been fully implemented. The significant number of mandated audits impacts the ability to conduct periodic performance audits. RECOMMENDATION
R05-22:
IMPLEMENT THE RISK-BASED INTERNAL AUDIT PLAN IN A MORE TIMELY AND EFFICIENT MANNER RECORDER DIVISION RECORDS MANAGEMENT BACKGROUND The ACR was given responsibility for the Records Management Program on July 1, 2001. In 2001 the County Administrative Office (CAO) did a survey of 33 departments on document retention and found there are 57 different off-site storage areas, with no particular safety or security measures. Each individual department negotiates their own storage contract; therefore the ACR office does not know the location of these facilities. The locations where ACR stores records are: Hall of Records, 222 West Hospitality Lane, San Bernardino; Records Management Center and Central Stores, 777 East Rialto Avenue, San Bernardino; Iron Mountain, 13379 Jurupa Avenue, Fontana. FINDINGS A consultant was contracted at a cost of $74,000 to help ACR employees develop a retention schedule and records management policy for all County departments. The ACR retention schedule is complete. The Treasurer/Tax Collector and the District Attorney have begun to develop their retention schedules. The next two departments to develop their retention schedules will be Human Resources and Information Services. Each department has to determine how long, for what reason and to what extent documents are to be retained. Documents prior to 1992 are now scheduled to be shredded. The County maintains documents and records from as far back as 1853. Original documents from the formation of the County are maintained. Documents that relate to legal obligations and/or custodial issues are required to be maintained. There is no current electronic technology that produces records of archival quality. There are boxes of stored documents in a warehouse on Rialto Avenue. There are plans to move the Archives to a more secure location. Approval from the CAO is needed to move Archives to a different area/building. This will open up approximately 5,000 square feet in the warehouse. The consultant is knowledgeable of all requirements for retention and/or destruction. After the consultant makes recommendations, software systems can be studied. The CAO is requiring each department designate a lead person for records management. The consultant, along with two designated ACR employees, will assist departments with training on records management responsibilities. The two ACR employees have been assigned this project in addition to their regular job duties and are not dedicated to only records management. A new records retention center is needed for the ACR, but a site for that facility has not been selected. The ACR is conducting an assessment of the existing Records Management storage facilities. This will determine if the space requires remodeling or if new construction will be required. The Auditor stated the department is in the initial stages of a lengthy project. To fully implement the project, a building, software, personnel and funding are required. Each County department requires training in records management. The task of Records Management has been a low priority for departments, so it is a challenge for the ACR to change the mind-set of each department. This low priority has caused delays in implementation. RECOMMENDATIONS
R05-23:
THE AUDITOR/CONTROLLER-RECORDER APPOINT TWO FULL-TIME STAFF DEDICATED TO IMPLEMENTING THE COUNTY RECORDS MANAGEMENT PROGRAM.
R05-24:
EXPEDITE A DECISION ON A CENTRAL RECORDS RETENTION CENTER.
R05-25:
ACCELERATE IMPLEMENTATION OF THE RECORDS MANAGEMENT SYSTEM IN ALL COUNTY DEPARTMENTS. 22
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Hallazgos & Recomendaciones
4 hallazgos
F1:
The voter's name is not on the official roster of voters and the voting official cannot verify eligibility.
F2:
A voter has moved within the County, but did not re-register to vote.
F3:
Records indicate that the voter requested an absentee ballot and the voter fails to turn in the absentee ballot at the polls.
F4:
The voter is a first time Federal Election voter in the County and was unable to provide the required proof of identification. The ROV will count all provisional ballots prior to the declaration of the final and official count of the election. Each polling place in the County had provisional ballots for immediate use. It was reported that various polling places experienced long lines and slow voting due to the large number of voters requiring a provisional ballot. Some voters were at the wrong polling places and were unable to locate their official polling places because of changes of policies by the ROV. Precinct maps were not available at polling places. A large number of new registrations came in at the end of October and keying them into the system was not a priority of the ROV. Over 20,000 new registrations had not been keyed into the system by Election Day. The ROV determined that those voters not registered could go to the polls and vote using the provisional ballot. As a result, each provisional ballot had to be individually opened by hand and researched for authenticity. Checks had to be made on each ballot for duplications of registration, correct address and whether or not the ballot was correctly filled out. Signatures had to be verified and precinct numbers had to be placed on the ballots, which was time consuming. In the 2004 elections there were 44,888 provisional ballots compared to the normal 10,000 ballots. This was due to the priority set by the ROV. Because of the large number of ballots, additional staff was required to process the ballots. 2004-2005 San Bernardino County Grand Jury Final Report Each polling place had only one voter list available, which caused long lines. Voters were unable to determine whether their names appeared on the list without waiting in line to do so. When it was learned that they were at the wrong precinct they were then required to find their actual precinct. The poll workers did not have maps to help the voters locate their proper voting place, or they had to stand in the provisional ballot line to vote.
Recomendaciones adicionales
25
No vinculadas a hallazgos específicos.
R05-26:
THE COUNTY RISK MANAGEMENT DEPARTMENT REVIEW THE METHOD CURRENTLY BEING USED TO DETERMINE INSURANCE COSTS TO THE AIRPORTS. ADJUST THE RATE AND CHARGE THE AIRPORT A FAIR PREMIUM BASED ON ACTUAL REPLACEMENT COSTS. APPLE VALLEY AIRPORT (APV) Apple Valley Airport is owned by County Service Area 60. CSA 60 provides a tax base for the airport's operations and contributes in excess of $500,000 annually for capital improvements. CSA 60 is an area approximately the size of the state of Rhode Island and includes the towns of Apple Valley, Adelanto, Hesperia and Victorville as well as portions of the unincorporated desert area. While CSA 60 owns the airport, it is located within the town limits of Apple Valley and is governed by the Board of Supervisors. 2004-2005 San Bernardino County Grand Jury Final Report Regarding the Town of Apple Valley and its desire to acquire the airport for its own use, it has not been clearly shown that some of the approved economic development is in the best interest of the airport. The transfer of the airport's ownership from the CSA to the Town would create financial burdens for the airport and create major changes in the operations of the airport. It will cause serious employment changes to the current staff because the funding is now done with the CSA 60 funds that will be lost. This also means that the employees would not be able to continue as County employees, thus causing major benefit deficits. There is evidence of great pride in the present "airport team" organization. The on-again/off-again negotiations to acquire the airport only promote instability in the daily lives of the employees and hinder the filling of the vacant airport manager position. This uncertainty has the potential to affect employee morale as well as career status. There have been some serious flaws in the ability to understand how to develop the properties adjacent to the airport. For example, the Apple Valley Town Council approved a heavy lift helicopter facility just a few miles off the north end of the main runway. This facility is directly in the path of the only FAA approved instrument approach to the airport. The Airports Department was not consulted nor advised or notified when the Council held its meeting to approve the location of this facility. The airport has two usable runways. The main north-south runway is 6,500 feet in length and can easily handle large corporate jets. The crosswind runway (4,100') runs east-west at the base of the main runway and is primarily used when light aircraft are unable to use the main runway due to high crosswinds. The only instrument approach to the airport is at the north end of the main runway. The airport has a large amount of recreational and sports aviation activity. The Experimental Aircraft Association (EAA) is very active and has many home-built aircraft based at the airport as well as many "on-site" aircraft being built. Aerobatic flying is a major recreational activity and nearby there is a designated area that is FAA-certified specifically for aerobatics. The area is west of and not a part of the airport. There are several tenants that are part of the economic development of the airport. One of the major tenants is Midfield Aviation Company (MAC). MAC leases property and in turn provides services to the flying public. MAC also leases/rents hangar space and has tie-down spaces available for rent. MAC does maintenance on aircraft and has a training program to teach flying. The County leases space to other flying services in competition with Midfield The County also has its own portable hangars and tie-downs as well as Aviation. permanent structures for lease. In addition, the County has full-hangars for lease or rent for executive jets. The County has a fuel island that provides both aviation gas and jet fuel. Aztec Aviation manages the gas sales. The County's operations provide competition for Midfield Aviation. 2004-2005 San Bernardino County Grand Jury Final Report The north-south runway is in need of a "run up area" to allow aircraft to get off the taxiway as soon as possible. With the increase in business in the surrounding cities, more corporate jets are bringing more company executives to the area. Therefore, an area for the parking of corporate jets is needed, which would allow jet blast to be diverted away from the smaller aircraft parked in the area. At the present time the County is building a facility that will house CHP offices, helicopters and fixed aircraft hangars. The County Sheriff helicopters will also use this facility. With regard to plans for further development at the airport, parcels of land were observed adjacent to the ramp area and taxiways that are ideal for new hangars, executive aircraft facilities and potential aircraft maintenance operations. There has been more interest shown lately in APV because of the increased development in the area and congestion at other airports in the San Bernardino Valley. If Rialto Airport closes, APV may benefit from some of its displaced aviation related businesses, activities and tenants. RECOMMENDATIONS IMMEDIATELY HIRE AN AIRPORT MANAGER AT APPLE VALLEY
R05-27:
AIRPORT RATHER THAN WAITING FOR THE FINAL OUTCOME OF THE TOWN OF APPLE VALLEY'S EFFORTS TO GAIN CONTROL OF THE AIRPORT. APPLE VALLEY AIRPORT WORK WITH THE FAA AND THE TOWN OF
R05-28:
APPLE VALLEY TO RELOCATE THE HEAVY LIFT HELICOPTER FACILITY TO ELIMINATE THE SERIOUS HAZARD IN THE ONLY INSTRUMENT APPROACH TO THE AIRPORT.
R05-29:
IMPROVE COMMUNICATIONS WITH THE TOWN OF APPLE VALLEY AND ITS LAND USE DEPARTMENT IN ORDER TO PREVENT CONSTRUCTION OF HAZARDOUS CONDITIONS AND STRUCTURES IN THE LANDING APPROACH TO THE AIRPORT.
R05-30:
APPLE VALLEY AIRPORT FUND A "RUN-UP AREA" TO THEIR MAIN RUNWAY IN ORDER TO EXPEDITE AIRCRAFT MOVEMENT AND KEEP TAXIWAYS AND RUNWAYS CLEAR. APPLE VALLEY AIRPORT PROVIDE AN AREA WHERE CORPORATE
R05-31:
JETS WOULD BE ABLE TO PARK AND LEAVE WITHOUT CAUSING PROBLEMS DUE TO THEIR "JET BLAST". 2004-2005 San Bernardino County Grand Jury Final Report CHINO AIRPORT (CNO) Chino Airport is owned by San Bernardino County. Its revenue is generated by its leases, rentals, and percentages of sales by some tenants. All income made at the airport is spent on the County Airports system. Any profit goes back into the Airports system and no money is budgeted from the General Fund of San Bernardino County. If the whole process of running the County airports just breaks even, then this is considered a successful support of the transportation system. Chino Airport was formerly a base run by Cal Aero Academy to train pilots during WWII. It consists of 1,100 acres and is now located within the city limits of Chino. Many of the buildings are World War II vintage, but are serviceable. The airport has more than 400 leases and is home to more than 1,000 aircraft. There is constant construction at the airport. Tenants sign long-term leases with the County and build hangars and offices to meet their needs. Once the lease is concluded, the building and the property revert to the County. The skills and experience of six maintenance personnel are used to make renovations that meet requirements of new tenants. The airport houses the "Planes of Fame" and "Yanks Air" museums. Flo's Café is a flourishing business, but has been shut down on occasion due to maintenance and safety problems. The Airports Department collects a percentage of their total business operations. The Federal Aviation Administration (FAA) has designated the Chino Airport Tower as a Level II FAA facility whose daily operations are from 7:00 a.m. to 9:00 p.m. It is also designated as a "reliever airport" for Orange County's John Wayne Airport. That relieves this commercial airport of having a large amount of general aviation traffic that conflicts with commercial flights. The airport's 7,000-foot runway is able to accommodate the latest It is important that Chino Airport operate its facilities with the understanding that aircraft. the economic development on airport property be related to aviation related industries. Several executive and corporate hangars are being developed as part of a master- planned operation at Chino Airport. Increasing economic and housing developments have encouraged companies to be highly interested in Chino. As capacity at other LA area airports fills, a greater demand for facilities is expected at Chino Airport. Turboprops and mid-sized jets will fit in its flexible hangars floor plans and one of its runways is sufficient to accommodate jets of any size. Optional features may include bathrooms, crew quarters, loft areas, office space, air conditioning and security. Hangars can be as large as 80'x 120' in size. The airport is secured by fence around the entire facility. Electronic gates require special access cards and are limited to tenants and official personnel. A new asphalt perimeter road has been completed to eliminate vehicle traffic crossing aircraft "taxi" 2004-2005 San Bernardino County Grand Jury Final Report and/or landing areas. The Chino Police Department has an office at the airport and provides additional security and service. The Chino Valley Fire Department provides the necessary fire protection and also has a fire station at the airport. Chino Airport is a busy airport with more than 165,000 annual operations (an operation is a takeoff or landing of an aircraft). To clarify, there were 82,500 aircraft landings and 82,500 take-offs at Chino Airport. The field has instrument approaches and its runway lights remain on even after the tower is shut down at 9:00 p.m. Corporate leases for housing of corporate jets are increasing due to the economic development within the area, and several housing and commercial contractors are developing the surrounding area. This will attract more businesses to the airport. Long- range plans call for private companies to use the airport as a base of operations for their corporate aircraft. More condo type hangars are anticipated. This will create the potential of significant increases in the number of passengers using the airport facilities. There is no passenger terminal building at this airport. Housing development is expected to increase by more than 40,000 homes within the next 15 to 20 years. Economic development at Chino Airport is vital to its operations. More important is that these developments be aviation related. At the present time there are more than 395 jobs that have been created by 60 employers on the airport site, of which 46 employers are aviation related. The other 14 employers who lease space at the airport, lease at the will of the airport manager and can be terminated as new aviation tenants become available. RECOMMENDATIONS
R05-32:
THE AIRPORTS DEPARTMENT REPAIR AND REMODEL FLO'S CAFE' AT CHINO AIRPORT TO CURRENT FOOD SERVICE AND CONSTRUCTION STANDARDS. CONSTRUCT A TERMINAL AT CHINO AIRPORT TO PROVIDE A SAFE
R05-33:
PLACE FOR PASSENGERS TO WAIT AND A BETTER PLACE FOR AIRCRAFT TO PICK-UP AND DE-PLANE PASSENGERS.
R05-34:
THE AIRPORTS DEPARTMENT CONTINUE ECONOMIC DEVELOPMENT AT CHINO AIRPORT BASED UPON AIRCRAFT RELATED BUSINESSES. 2004-2005 San Bernardino County Grand Jury Final Report COUNTY FIRE DEPARTMENT BACKGROUND The County Fire Department (CFD) provides fire suppression and emergency medical/rescue services to County unincorporated areas and contract cities. The Fire Department is a special district fire department. Employees are not County employees but Special District employees. One of the main reasons for the special district structure is to limit the liability to the County of San Bernardino. The department's responsibility covers 65 communities over 16,225 square miles and consists of 67 fire stations, 35 fire districts, 469 employees, 421 paid-call firefighters, with more than 500 vehicles. The current CFD operating budget is $86 million. The department is funded by ad valorem property taxes, Federal and State grants, money from Homeland Security, and $2.6 million from the County General Fund. Fiscal year 2005- 2006 funding will be critical as some of the grants will end and are not renegotiable or renewable. County Fire is divided into four (4) divisions: North Desert, South Desert, Mountain, and Valley Divisions. The North and South Divisions cover vast territory where growth is not occurring, except along the freeway corridors. The cost to provide service is a serious challenge. In addition, nearby cities and adjoining states of Arizona and Nevada are paid to provide needed additional service. Growth in the Valley and Mountain Divisions continues and revenue for fire and emergency service are maintained. Several proposals to consolidate the divisions into one fire district have been reviewed and presented to the Board of Supervisors. FINDINGS San Bernardino County is so large that in some areas emergency services are Because fire departments are generally the first to respond to seriously limited. emergencies, two areas of the County are in desperate need of immediate attention: Interstate 15 and Interstate 40. Due to the long distances and the high traffic volume of these corridors, there is extreme concern about the length of time it takes for medical services to reach accident victims. No other state (in the lower 48 states) has this amount of "uncovered mileage" along Federal and/or state highways. According to the California Highway Patrol Department (CHP), vehicles traveling on Interstate 15 totaled more than 4,700 per hour and on Interstate 40, 1,500 per hour. As of July 2004 traffic volume has increased, which is directly responsible for nearly 2,100 collisions on Interstate 15 and 300 on Interstate 40 (See Tables 1 & 2). As a result, 2,075 2004-2005 San Bernardino County Grand Jury Final Report people were injured and 122 people were killed in this two-year period. CHP reports that the first hour after an injury occurs, known as the "golden hour", is the most critical time. Emergency services on these highways are more than that "golden hour" away. County Fire Department is always the first called on all emergency problems in the desert. Whether dealing with fire, accidents or other emergencies, these two interstate highways are seriously limited in coverage. Interstate 15 from Baker to the Nevada State line is served by one captain and two paid-call firefighters out of Baker. The County must pay the motel costs for the accommodations of these two firefighters. The equipment is left out in the elements. CFD has a working agreement with a nearby prison to use inmates to help with fire and emergency services. This sometimes can cause serious challenges due to turn-over and emergency "lockdowns". Interstate 40 must depend on service out of Barstow, Newberry Springs or Needles. Service is limited due to personnel coverage. Should an emergency occur "halfway" between cities, the response time is at least one hour. Service may come from Essex or Amboy, but it is another one hour south of Interstate 40, and service may be subject to availability. Previous Grand Juries reviewed and investigated various proposals regarding new emergency services in Baker. It was learned that at the present time the County has property available for the purpose of building an emergency facility. The County must execute an agreement with the Bureau of Land Management (BLM) or will lose the property. The design for the facility has been completed and is ready for bids and construction. The estimated cost to build is $2 million and operation of the station would be $1.4 million annually. It currently costs $700,000 annually to provide this limited emergency service out of Baker. The Telephone Emergency Notification System (TENS) is the new name for what is known as the "Reverse 9-1-1 System". The one-year project is in place but there are several concerns that relate to design of the system. The telephone "grids" have been set up but when the call is made to a specific "grid" the coverage may not be sufficient. And, should additional "grids" be called, the total area may not be in jeopardy, causing unnecessary notifications and/or evacuations. The "grids" are based upon local telephone company systems, therefore, making changes to the "grids" difficult and costly. TENS calls will be used only in extreme emergencies when evacuations may be required. The system may be operational, but the funding presents a major problem. Using taxpayer dollars to provide a system to a particular area has some challenges. In addition to the operational cost, the County is charged $.25 cents for each completed call. The County Fire Department currently shares its Communications Center at the Rialto Airport with the County Sheriff's Department and the Emergency 9-1-1 System. The temporary center has been home for many years. The facilities are old and cannot accommodate modern and new equipment. The increasing growth and development in the County causes these facilities severe challenges. The decentralization of this facility is 2004-2005 San Bernardino County Grand Jury Final Report another major challenge. At the present time the Communications Center, administration and the training center are located at three separate locations. Communications is located at Rialto Airport, Administration in downtown San Bernardino, and training at the San Bernardino International Airport (SBIA) facilities. RECOMMENDATIONS
R05-35:
THE COUNTY IMMEDIATELY CONSTRUCT AND STAFF A FIRE FACILITY IN BAKER. THE COUNTY CONSTRUCT AND STAFF A FIRE/RESCUE FACILITY
R05-36:
MID-WAY BETWEEN NEWBERRY SPRINGS AND NEEDLES.
R05-37:
A SURTAX BE INITIATED WITHIN THE TELEPHONE EMERGENCY NOTIFICATION SYSTEM (TENS) AREA.
R05-38:
IMMEDIATELY DEVELOP AND IMPLEMENT PLANS TO RELOCATE THE COUNTY FIRE DEPARTMENT COMMUNICATIONS CENTER TO SAN BERNARDINO INTERNATIONAL AIRPORT. DUI PCF DUI PCF 1325272710119 7007 PDO T/C PDO T/C 1218 102 166175478136161 158 1 522861 Injury # Injury #138298347574199267 1823 114 252 15 42 Injury T/C Injury T/C67 432627103 14315422196116797 North Barstow to Nevada State Line Traffic Collisions - Interstate 40 Traffic Collisions - Interstate 15 7-1-2002 to 7-1-2004 7-1-2002 to 7-1-2004 115 Split - MPH Killed # Killed # Table 2 Table I 101 9 25 48 16 7 7 12 2 5 4 6 Provided by Department of California Highway Patrol Fatal T/C Fatal T/C 3 2 4 4 5 5 4 5 48 16 9 13 S Reportable T/C Reportable T/C 72158172237106129874 2004-2005 San Bernardino County Grand Jury Final Report DEPARTMENT OF PUBLIC WORKS FLOOD CONTROL BACKGROUND The Department of Public Works was established in the year 2000 during a Board of Supervisors restructuring of the County's organization. The functions of the department include: Flood Control and related services; maintaining roads and administration of special transportation projects in the unincorporated areas of the County; Surveyor functions; oversight for management and operation of the County's Solid Waste System; maintaining Regional Parks and provide recreational activities for the public. This year has been the second wettest year in the history of record keeping in the Inland Empire. By the end of the rainy season the County will likely have reached record rainfall. The Department of Public Works' Flood Control and Transportation Divisions have been in the spotlight of County activity throughout the year dealing with flooding, mudslides and road deterioration.
R05-39:
CREATE A PUBLIC SERVICES/ECONOMIC DEVELOPMENT GROUP PUBLIC INFORMATION OFFICER POSITION TO DEAL DIRECTLY AND KNOWLEDGEABLY WITH THE PUBLIC AND MEDIA ON ALL GROUP ISSUES.
R05-40:
PURSUE WITH THE CITY OF SAN BERNARDINO JOINT RESOLUTION OF THE PROBLEM WITH INSTITUTION ROAD. 2004-2005 San Bernardino County Grand Jury Final Report REGISTRAR OF VOTERS BACKGROUND The Registrar of Voters (ROV) is under the jurisdiction of the California Secretary of State and the County Board of Supervisors. The ROV is responsible to conduct voter registration and voting processes with the highest level of professional election standards, accountability, security and integrity, thereby earning and maintaining public confidence in the electoral process. In 2003 San Bernardino County complied with Federal and State mandates and ordered 4,000 optical touch-screen voting units and related equipment, software, technical and professional services from Sequoia Voting System. The County also hired a Registrar of Voters (ROV) who had previous experience in using the touch-screen voting equipment manufactured by Sequoia Voting Systems. The new equipment was first used in January 2004 in a recall election in the City of Highland. The election produced results that showed the touch-screen voting equipment was accurate and voter and poll-worker friendly. The Primary Election of March 2, 2004 was the first large-scale use of the equipment. In that election the ROV programmed the equipment for over 20,000 ballot variations in 818 precincts at 408 polling places located in over 20,000 square miles of San Bernardino County. As a result, there were a few minor problems encountered, but they were identified and plans were implemented to correct the problems. There were more than 4,000 test ballots run without the loss of one single vote. The machines went through a rigorous test and passed the pre-Election Day safeguards. Each machine was sealed with two serial-numbered seals. If the two seals don't match, then the machines cannot start up and are taken out of service. The "on and off" switch can only be used once; therefore, no pre-use of the machine is possible. When the machine is ready for use an installation program is used to validate the "zero votes" count. Most important is that all machines are "stand alone" equipment, which means that it is impossible for "hackers" to gain access to the machines at any time. Problems prior to the Election Day concerned the Grand Jury and resulted in an investigation of the ROV. There were errors in printing, problems mailing ballots, and difficulty to register to vote. In addition, the party affiliation of some candidates was missing on the absentee ballots. The ROV failed to take competitive bids on the printing of the ballots. There were concerns when the ROV/Director announced in October that he would be leaving after the elections were completed. After the elections, there were serious allegations that the ROV seemingly had a difficult time handling the voting process. There were also claims of disorganization, inappropriate planning and improper training of poll workers. The ROV/Director also blamed the "seniors" for the problem, which triggered the firing of the ROV by the County Administrative Officer. 2004-2005 San Bernardino County Grand Jury Final Report The 2004 General Election attracted more than 175,000 new voters in San Bernardino County. In the summer of 2004 there were 690,000 registered voters, of which 110,000 voted absentee ballot. Anticipating a large turnout, the electronic machines underwent a severe test, which resulted in a successful test run one week prior to the elections. The comparison between San Bernardino County and all counties with 500,000 or more registered voters is done to show the percentage of actual voters responding to the Registrar of Voters call to vote. (See Table I) FINDINGS The San Bernardino County Registrar of Voters recruited more than 4,600 volunteers. Approximately 2,600 poll workers were 65 years of age or older, 1,400 under 65 years, and over 600 high school students. Volunteers must be at least 18 years of age and a registered voter in San Bernardino County. They must read and write English and be able to work on Election Day from 6:00 a.m. until all duties are completed. They must also have transportation to the polling place. The County provides "rovers" and "assistants" that have equipment and additional supplies and provisional ballots. They are also trained in solving any problems that might They have knowledge on equipment setups and process. They also have occur. immediate access to the Registrar of Voters should a need arise. All poll workers are considered "volunteers" and everyone must go through training Training is mandatory and includes classes on policies and classes each year. procedures, poll organization and voter processing. A special mandatory session is held for inspectors and assistants (sometimes called rovers). In an attempt to locate poll workers, a serious effort is made by the ROV to contact civic organizations, the League of Women Voters, Partners in Democracy, the political parties, senior citizen groups, and the Student Poll Worker Program. Sometimes members of the Grand Jury are called, as well as city clerks. There are several programs that have been implemented in some counties in order to increase the recruitment of volunteers. Some counties are participating in a new "adopt a poll" program whereby private corporations make their businesses available as a poll location and provide their employees as poll workers. Recently, a major push in some counties has required Spanish-speaking poll workers to be available. Generally this is not a problem because Federal law requires ballots in Spanish to be available. The County participates in a Student Poll worker Program (SPP). State law (Election Code Section 12302b) allows high school seniors to serve as "Student Poll workers" on Election Day. The SPP began in 1998 and is a great way to introduce young 2004-2005 San Bernardino County Grand Jury Final Report people to democracy in action and at the same time provide a valuable community service. To this date, there have been over 3,090 students from 30 different schools in the County who served on Election Day. Students serve as regular members of a precinct board on Election Day and receive the $75 poll worker stipend. They must be high school seniors with a grade point average of 2.5, a U.S. citizen and at least 16 years of age. Any high school in San Bernardino County for which school district approval has been obtained can participate in the program. Students bring new energy and enthusiasm to the precinct. They are in "learning mode" so they easily pick up complex election procedures covered in training. They are "tech savvy" to the County's transition to touch-screen voting. For the students, they earn community service points toward graduation and earn extra credit in class. Thirty (30) high schools currently are participating in SSP. A voter may vote a provisional ballot at the polls for one of the following reasons: 1. The voter's name is not on the official roster of voters and the voting official cannot verify eligibility. 2. A voter has moved within the County, but did not re-register to vote. 3. Records indicate that the voter requested an absentee ballot and the voter fails to turn in the absentee ballot at the polls. 4. The voter is a first time Federal Election voter in the County and was unable to provide the required proof of identification. The ROV will count all provisional ballots prior to the declaration of the final and official count of the election. Each polling place in the County had provisional ballots for immediate use. It was reported that various polling places experienced long lines and slow voting due to the large number of voters requiring a provisional ballot. Some voters were at the wrong polling places and were unable to locate their official polling places because of changes of policies by the ROV. Precinct maps were not available at polling places. A large number of new registrations came in at the end of October and keying them into the system was not a priority of the ROV. Over 20,000 new registrations had not been keyed into the system by Election Day. The ROV determined that those voters not registered could go to the polls and vote using the provisional ballot. As a result, each provisional ballot had to be individually opened by hand and researched for authenticity. Checks had to be made on each ballot for duplications of registration, correct address and whether or not the ballot was correctly filled out. Signatures had to be verified and precinct numbers had to be placed on the ballots, which was time consuming. In the 2004 elections there were 44,888 provisional ballots compared to the normal 10,000 ballots. This was due to the priority set by the ROV. Because of the large number of ballots, additional staff was required to process the ballots. 2004-2005 San Bernardino County Grand Jury Final Report Each polling place had only one voter list available, which caused long lines. Voters were unable to determine whether their names appeared on the list without waiting in line to do so. When it was learned that they were at the wrong precinct they were then required to find their actual precinct. The poll workers did not have maps to help the voters locate their proper voting place, or they had to stand in the provisional ballot line to vote. RECOMMENDATIONS THE REGISTRAR OF VOTERS DEVELOP A "SPEAKERS BUREAU" TO
R05-41:
INFORM COMMUNITY SERVICE GROUPS OF THE VOTING PROCESS AND TO SOLICIT VOLUNTEERS FOR POLL WORKERS.
R05-42:
ESTABLISH A PART-TIME POSITION FOR A RECRUITER OF POLL WORKERS WHOSE RESPONSIBILITY WOULD BE TO RECRUIT POLL WORKERS/VOLUNTEERS. INSTITUTE AN "ADOPT A POLL" PROGRAM WHERE CORPORATIONS
R05-43:
DONATE THEIR EMPLOYEES AND FACILITIES, AND THE MONEY EARNED BY THE POLL WORKERS IS DONATED TO A CHARITY OF THEIR CHOICE.
R05-44:
REVIEW THE VARIOUS INCENTIVES USED IN OTHER COUNTIES TO RECRUIT POLL WORKERS AND OTHER VOLUNTEERS AND ADOPT THOSE APPLICABLE TO SAN BERNARDINO COUNTY. DEVELOP AN INCENTIVE PROGRAM FOR TEACHERS WHO WOULD
R05-45:
ORGANIZE GROUPS OF STUDENTS IN THEIR SENIOR GOVERNMENT CLASSES TO PARTICIPATE IN THE ELECTION PROCESS.
R05-46:
THE REGISTRAR OF VOTERS WORK WITH SCHOOL DISTRICTS TO CONSIDER PLANS TO PROVIDE EXTRA CREDIT FOR ANY STUDENT THAT PARTICIPATES IN THE ELECTION PROCESS.
R05-47:
ESTABLISH AWARDS FOR SCHOOLS WITH THE MOST STUDENTS PARTICIPATING IN THE ELECTION PROCESS. DEVELOP AN INCENTIVE PROGRAM TO RECRUIT STUDENTS WHO
R05-49:
HIRE ADDITIONAL STAFF TO PROCESS THE REGISTRATION APPLICATIONS PRIOR TO THE ELECTIONS. THIS WILL REDUCE THE NUMBER OF PROVISIONAL BALLOTS THAT MUST BE COUNTED MANUALLY AND THUS SPEED UP THE PROCESS. 2004-2005 San Bernardino County Grand Jury Final Report
R05-50:
REINSTATE PRECINCT MAPS AT EVERY POLLING PLACE.
R05-51:
THE REGISTRAR OF VOTERS PROVIDE AN EXTRA REGISTRATION LIST THAT CAN BE POSTED AT EACH POLLING PLACE SO THAT THE VOTERS CAN DETERMINE IF THEY ARE AT THE CORRECT PRECINCT INSTEAD OF WAITING IN LINE AND FINDING OUT THAT THEY ARE NOT REGISTERED AND MUST THEN GO AND STAND IN THE PROVISIONAL BALLOT LINE. COMMENDATION IN LIGHT OF ALL OF THE DIFFICULTIES, PUBLICITY AND PRESSURES, THE 2004-2005 GRAND JURY COMMENDS THE INTERIM REGISTRAR OF VOTERS FOR HER ABILITY TO COUNT THE 44,888 PROVISIONAL BALLOTS BY HAND, REORGANIZE THE REGISTRAR OF VOTERS, AND CERTIFY THE NOVEMBER 2004 ELECTION. Table I Comparison of San Bernardino County to Large California Counties Registered Voters vs. Actual Voters Actual Voters Counties Registered Voters Percentage Registered Voters 82.92% 504,505 418,335 Contra Costa 3,972,738 3,085,582 77.67% Los Angeles 742,258 567,915 76.51% Alameda 1,513,300 1,145,035 75.66% San Diego 486,822 361,822 74.32% San Francisco 650,701 482,012 74.08% Sacramento 73.16% 1,495,824 1,094,405 Orange Riverside 769,328 562,498 73.12% San Bernardino 72.67% 727,138 528,387 352,197 249,905 70.96% Fresno 610,145 70.51% Santa Clara 865,271 41a
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R05-79:
REMOVE BOXES AND CLUTTER FROM THE ANIMAL CARE AND CONTROL ADMINISTRATIVE OFFICE SPACE.
R05-80:
PLACE PERMANENT AND OBVIOUS SIGNS FOR THE ANIMAL CARE AND CONTROL ADMINISTRATIVE OFFICE TO FACILITATE PUBLIC ACCESS.
R05-81:
PROVIDE ON-SITE COUNSELING OR EMPLOYEE ASSISTANCE PROGRAMS (EAP) FOR STRESS, AS NEEDED.
R05-82:
CREATE AND MAINTAIN A COMPLAINTS LOG FOR PERIODIC REVIEW WITH MANAGEMENT AND EMPLOYEES. DEVORE ANIMAL SHELTER
R05-83:
INSTALL GOOD QUALITY SECURITY CAMERAS TO DETER UNLAWFUL ACTIVITY AND TO ASSIST IN IDENTIFYING THOSE WHO DO COMMIT AN UNLAWFUL ACT AT THE DEVORE ANIMAL SHELTER.
R05-84:
INSTALL KEY-PAD OR KEY-CARD LOCKS, IN ADDITION TO THE SIGNAGE, TO ENSURE THAT UNAUTHORIZED PERSONS CANNOT GET TO THE STAFF OR OTHERS ON SITE.
R05-85:
CHANGE THE “PANIC”, AUDIBLE ONLY ALARM, TO ONE MONITORED BY A DISPATCH CENTER, EITHER PRIVATE OR LAW ENFORCEMENT.
R05-86:
INSTALL INTRUDER ALARMS AT THE FENCE LINE SO THAT LAW ENFORCEMENT WOULD KNOW THAT THERE IS AN UNAUTHORIZED ENTRY ONTO THE PROPERTY.
R05-87:
PLACE ALARMS ON THE CAGES, STALLS AND MAIN BUILDING SO THAT POLICE WILL KNOW WHERE THE INTRUDERS ARE WHEN THEY ARRIVE ON SCENE.
R05-88:
INSTALL A MORE SECURE PERIMETER FENCE. CHAIN LINK CAN BE QUICKLY CUT, AND WITHOUT RAZOR WIRE IS EASILY BREACHED.
R05-89:
EMPLOYEES WEAR CLEARLY VISIBLE IDENTIFYING OFFICIAL NAME TAGS AS IS DONE IN NEARLY ALL OTHER COUNTY BUILDINGS.
R05-90:
IDENTIFICATION TAGS ARE TO BE WORN BY WORK RELEASE PERSONS, IDENTIFYING THEM AS SUCH.
R05-91:
FOR ANY VISITOR WHO GOES PAST THE FRONT COUNTER, A VISITOR’S TAG IS TO BE WORN WHILE THE PERSON IS ON PREMISES AT THE DEVORE ANIMAL SHELTER.
R05-92:
SEGREGATE EMPLOYEE PARKING FROM THE PUBLIC PARKING.
R05-93:
ENSURE THAT THE PARKING LOT(S) BE WELL LIGHTED, WITH NO PLACES FOR AN INTRUDER TO HIDE.
R05-94:
RESOLVE THE VISION PROBLEM CAUSED BY THE PROTECTIVE FILM PLACED ON THE WINDOWS OF THE MAIN BUILDING.
R05-95:
CLEARLY POST THROUGHOUT THE FACILITY AN EMERGENCY EVACUATION PLAN WITH PERTINENT TELEPHONE NUMBERS SO THAT TRAPPED, INJURED OR ILL PERSONS CAN CALL FOR HELP.
R05-96:
ALL EMPLOYEES BE CPR TRAINED AND POSSESS THE ADVANCED FIRST AID CARD AS ISSUED BY THE AMERICAN RED CROSS.
R05-97:
ENLARGE THE SIZE OF THE DEVORE ANIMAL SHELTER BY USING THE COUNTY-OWNED PROPERTY LYING TO THE SOUTH SO THAT THE FENCE LINE CAN BE CLEARED OF STACKED MATERIALS AND CAGES.
R05-98:
PUT IN PLACE A BACK-UP ELECTRIC GENERATOR SO THAT EMPLOYEES AND VISITORS WOULD NOT BE LEFT TO TRY TO FIND THEIR WAY OUT OF THE BUILDING IN THE EVENT OF A POWER LOSS.
R05-99:
MAKE THE PROPANE GAS SYSTEM LESS VULNERABLE TO ATTACK AND PRODUCT THEFT. 05-100 SUPERVISE WORK RELEASE PERSONNEL, AND KEEP HYPODERMIC SYRINGES LOCKED UNTIL THE ACTUAL TIME THEY ARE TO BE USED. 05-101 PUT INTO EFFECT A PLAN TO REDUCE OR ELIMINATE THE THEFT OF ANIMALS FROM THE DEVORE ANIMAL SHELTER.
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R05-52:
ARMC SECURITY PERSONNEL RECEIVE PROPER TRAINING IN ARREST AND SEARCH AND SEIZURE, AND BE ISSUED AND RECEIVE TRAINING IN THE USE OF PERSONAL DEFENSE ITEMS.
R05-53:
THE ARMC HEAD OF SECURITY HAVE LAW ENFORCEMENT SUPERVISORY EXPERIENCE AT THE DIVISION LEVEL (LIEUTENANT), AND SUPERVISORS IN FIELD OPERATIONS WILL HAVE EXPERIENCE IN POLICE SUPERVISION AT THE SHIFT LEVEL (SERGEANT).
R05-54:
ALL ARMC PERSONNEL RECEIVE CONTINUING EDUCATION IN ALL ASPECTS OF SECURITY RESPONSIBILITY INCLUDING ADVANCED FIRST-AID, IN ADDITION TO COMPLYING WITH THE COUNTY MANDATED TRAINING AS PER POLICY NO. 09-07 DATED JULY, 1991, ILLNESS/INJURY PREVENTION PROGRAM.
R05-55:
CONDUCT STUDIES OF THE EFFICIENCY OF THE ARMC PARKING AREA LIGHTING. DO NOT WAIT UNTIL THERE IS A COMPLAINT, AS IS CURRENT POLICY.
R05-56:
METAL DETECTORS SHOULD BE INSTALLED AND USED ANYWHERE THE PUBLIC CAN GAIN ENTRANCE TO THE ARROWHEAD REGIONAL MEDICAL CENTER.
R05-57:
MAKE SURE THE LIGHTING SYSTEM IS ADEQUATE TO ENSURE THAT THE SECURITY CAMERA SYSTEM CAN PROPERLY COVER ALL OF THE ARMC PARKING AREAS.
R05-58:
THE 800 MHZ RADIO SYSTEM CURRENTLY IN PLACE THROUGHOUT THE REST OF THE COUNTY BE IMMEDIATELY PLACED INTO SERVICE AT ARMC.
R05-59:
INSTITUTE A PRO-ACTIVE LOSS PREVENTION PROGRAM THAT DOES NOT SIMPLY RELY UPON REGULARLY SCHEDULED INVENTORIES OF ARMC PROPERTY.
R05-60:
REPLACE THE CALL BOXES CURRENTLY IN USE AT ARMC WITH MORE UNITS EQUIPPED WITH TALL MAST-MOUNTED LIGHTS, PLACING THEM THROUGHOUT THE CAMPUS. THESE CALL BOXES SHOULD BE EASILY IDENTIFIABLE.
R05-61:
PLACE PORTABLE HEART DEFIBRILLATORS THROUGHOUT THE ARMC CAMPUS, OR AT LEAST MOUNT THEM ON THE SECURITY PATROL CARTS. TRAIN SECURITY PERSONNEL IN THE PROPER USE OF THESE DEVICES.
R05-62:
SECURITY PERSONNEL ASSIGNED TO DETER GANG VIOLENCE IN THE EMERGENCY ROOM OR OTHER PLACES AT ARMC BE PROPERLY TRAINED AND EQUIPPED IN PERSONAL DEFENSE AND IN THE HANDLING OF DIFFICULT PEOPLE.
R05-63:
ARMC ADMINISTRATION IMMEDIATELY EXAMINE AND ADOPT THE RECOMMENDATIONS CONTAINED IN THE SHERIFF’S FACILITY SECURITY ASSESSMENT DATED MARCH 18, 2002.
R05-64:
POST EMERGENCY EVACUATION SIGNS AT ARMC IN OTHER LANGUAGES BESIDES ENGLISH.
R05-65:
CHANGE THE COLOR-CODED WRIST BANDS USED BY VISITORS AT ARMD WHO NEED TO BE ON CAMPUS AT OTHER THAN REGULAR BUSINESS HOURS TO A DIFFERENT COLOR EACH DAY, AND CONFISCATE THE BANDS AS THE VISITOR LEAVES THE FACILITY SO AS TO DETER IMPROPER OR UNAUTHORIZED USE.
R05-66:
SUFFICIENT NUMBERS OF HAZ-MAT SUITS AND PROTECTIVE GEAR SHOULD BE IN PLACE FOR BOTH SECURITY AND MEDICAL PERSONNEL AT ARMC.
R05-67:
A FULLY DEDICATED CONTAGION ROOM CAPABLE OF CARING FOR MORE THAN A SMALL NUMBER OF PERSONS BE PLACED INTO SERVICE.
R05-68:
EXPAND HAZ-MAT TRAINING FOR ARMC SECURITY PERSONNEL FROM THE PRESENT SIX EMPLOYEES TO ALL SECURITY PERSONNEL, WITH CONTINUOUS UPDATES.
R05-69:
SINCE ARMC PRESENTLY HAS NO BACK-UP FOR ITS DOMESTIC WATER SYSTEM, A PLAN TO SAFELY TRUCK NEEDED ADEQUATE SUPPLIES OF WATER TO THE FACILITY BE IMPLEMENTED FOR THOSE TIMES WHEN THE WATER DELIVERY SYSTEM CURRENTLY IN USE IS INTERFERED WITH.
R05-70:
TEST ARMC’S DOMESTIC WATER WELLS FOR MORE THAN JUST NORMAL BACTERIAL INFESTATION.
R05-71:
THE WATER WELL SERVING THE ARMC FACILITY BE HARDENED AGAINST TERRORIST ATTACK BEYOND THE CURRENT CHAIN LINK FENCE, AND THE SYSTEM IS ALSO TO BE PROTECTED AGAINST ATTEMPTS TO INTRODUCE CONTAMINANTS INTO THE WATER SYSTEM.
R05-72:
THE HOSPITAL GENERATOR SYSTEM SHOULD BE HARDENED AGAINST ANY INTRUSION. ACCESS TO THE GENERATOR SYSTEM SHOULD BE AVAILABLE TO FIRE SERVICES.
R05-73:
VISIBLE GUARD SHANTIES BE PLACED THROUGHOUT THE PARKING LOT AT ARMC TO CONVEY A GOOD SENSE OF SECURITY.
R05-74:
REINFORCE PRESENT DECORATIVE PLANTERS AT THE MAIN ARMC ENTRANCE, OR REPLACE WITH SOLIDLY PLACED BOLLARDS.
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R05-01:
CREATE AN INDEPENDENT COMMITTEE TO REVIEW ALL HIRING PRACTICES BY THE MEMBERS OF THE BOARD OF SUPERVISORS.
R05-02:
CONSTRUCT A NEW JAIL FACILITY IN APPLE VALLEY WHILE THE CURRENT INTEREST RATES ARE AT A LOW LEVEL, TO ENSURE ADEQUATE JAIL SPACE.
R05-03:
ESTABLISH AND ENFORCE A “NO GIFT POLICY” FOR COUNTY ELECTED OFFICIALS AND EMPLOYEES.
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R05-04:
THE COUNTY ADMINISTRATIVE OFFICER WORK TO RESTORE INTEGRITY AND CREDIBILITY TO THE COUNTY OF SAN BERNARDINO.
R05-05:
THE COUNTY ADMINISTRATIVE OFFICER PREPARE AN “ACCOUNTABILITY REPORT” TO BE PRESENTED TO THE BOARD OF SUPERVISORS REGARDING THIS ISSUE AT LEAST TWICE A YEAR.
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R05-75:
DEVELOP PLANS TO INTEGRATE AN OUTPATIENT CLINIC WITHIN THE INPATIENT UNITS OF THE ARROWHEAD BEHAVIORAL HEALTH CENTER.
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R05-10:
ALL EMPLOYEES HIRED BY THE COUNTY, WHETHER THE POSITION IS UNDER A COLLECTIVE BARGAINING AGREEMENT OR AN EXEMPT POSITION, SHOULD GO THROUGH THE HUMAN RESOURCES DEPARTMENT’S REGULAR HIRING PROCESS.
R05-11:
THE HUMAN RESOURCES DEPARTMENT REVIEW THE PRESENT SYSTEM OF REFERRING TEN (10) INDIVIDUALS TO DEPARTMENTS FOR EACH JOB INTERVIEW, AS IT RELATES TO TIME AND COST.
R05-12:
THE HUMAN RESOURCES DEPARTMENT REVIEW AND DETERMINE THE REASONS FOR SUCH A HIGH TURNOVER RATE AND THE ACTUAL COST TO PROCESS AND HIRE NEW EMPLOYEES.
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R05-76:
PROVIDE AN EVALUATION FORM FOR SUPERVISORS TO COMPLETE AFTER EMPLOYEES RETURN TO THEIR JOBS FROM TRAINING. UTILIZE EVALUATIONS TO TRACK JOB PERFORMANCE AND SKILL PROFICIENCY AFTER TRAINING.
R05-77:
A MANDATORY YEARLY REVIEW OF THE CODE OF ETHICS BE CONDUCTED FOR EVERY EMPLOYEE BY THE EMPLOYEE’S SUPERVISOR. EACH EMPLOYEE SIGN AND DATE THE CODE OF ETHICS AT THE TIME OF REVIEW.
R05-78:
STREAMLINE THE GIFT DECISION REFLECTION PROCESS. CONSIDER ADVISING THE COUNTY ON A “NO GIFT” POLICY.
Hallazgos y recomendaciones aún no extraídos.
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Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
R05-06:
MONITOR “CUSTOMER SERVICE” THROUGHOUT THE COUNTY BY SOME INSTRUMENT TO BE DETERMINED BY THE COUNTY ADMINISTRATIVE OFFICER. PUBLIC INFORMATION OFFICER BACKGROUND
R05-07:
THE PUBLIC INFORMATION OFFICER WORK IN CONJUNCTION WITH THE PUBLIC INFORMATION OFFICERS IN OTHER COUNTY DEPARTMENTS TO COORDINATE THE COUNTY MESSAGE.
R05-08:
ASSIGN A PERMANENT FULL-TIME CLERK TO ASSIST IN THE PUBLIC INFORMATION OFFICE IN ORDER TO BETTER SERVE THE PUBLIC.
R05-09:
INCREASE EFFORTS TO COMMUNICATE DIRECTLY WITH ALL COUNTY CITIZENS REGARDING COUNTY ISSUES AND CONCERNS.
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Hallazgos & Recomendaciones
4 hallazgos
F1:
All weapons are disposed of and melted down at a facility located in Rancho Cucamonga. The weapons are under the direct control of the Sheriff’s Department through the entire process.
F2:
All monies are deposited in an interest bearing account unless held at the request of law enforcement. At the end of the fiscal year, these funds are returned to the General Fund if they cannot be returned to the lawful owner; a Court order is required.
F3:
All drugs, unless specifically held at the request of law enforcement, are destroyed after one year and one month after seizure.
F4:
Vehicles and other equipment, i.e., computers, bicycles, furniture, are turned over to an independent auction company to sell. The procedure, check and balances were observed by Grand Jury members and found to be a sound practice. 2004-2005 San Bernardino County Grand Jury Final Report 99 The Crime Lab is housed at the same facility. It is a very sophisticated state-of-the- art crime investigation unit. The unit performs all of the DNA tracking for both San Bernardino and Riverside counties. The increasing demands on the use of DNA in solving crimes have placed a tremendous burden on the DNA investigators. The Crime Lab must now prioritize which cases they will work on. A goal of the unit is to respond to all cases without restriction. Fingerprint comparisons, drug and alcohol testing, forensics and crime scene investigations are also conducted there. There is a definite need for expansion of workspace, equipment and investigators. There is only one garage in which to examine vehicles. The Forensics Department is housed in a portable trailer.
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* 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.