Gran Jurado del Condado de San Diego
2013-2014
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Hallazgos & Recomendaciones
7 hallazgos
F01:
Not all SDPUD first responders are state certified. Fact: The only map the SDPUD supplies its personnel is the Thomas Brothers Guide. Fact: The Thomas Brothers Guide provides no routing information. Fact: GPS devices are readily available, relatively low cost, and generally provide the best routing information to any point in the city. Fact: Emergency Service personnel who wish to use a GPS device must expend their own funds to purchase one.
F02:
Emergency Service personnel could frequently get to a disruption of service faster if they possessed department supplied GPS devices. Fact: SDPUD first responders rely on a paper copy of the Water Field Book to locate valves. Fact: Updated editions of the Water Field Book are not published on a regular basis. Fact: Water Field Books used by some first responders are several years out of date. Fact: Up to date information on pipe and valve location is maintained by SDPUD in a computer data base called SPLASH. 8 “City of San Diego Public Utilities Department; Asbestos Cement Water Main Replacement Program; Master Plan (H125808)”, HDR/Schiff, January 2014 /2014 FINAL REPORT (June 26, 2014)
F03:
First responders do not have access to the most up to date information, which may slow response time. Fact: SDPUD has a goal of shutting down all breaks within 30 minutes of a report. Fact: SDPUD does not record enough information to determine actual response times, and some of the information it does have is demonstrably inaccurate.
F04:
SDPUD is not able to adequately judge its performance with its current record keeping process. Fact: The City has fewer than 80 miles of remaining Cast Iron pipes.
F05:
SDPUD is on track to eliminate all remaining Cast Iron pipes. In fact, they are ahead of schedule. Fact: The City has approximately 2,120 miles of remaining asbestos cement pipe. Fact: The City stopped installing asbestos cement pipe approximately 30 years ago. Fact: At a replacement rate of 40 miles/year (far exceeding the current replacement capacity), it would take 53 years to replace the remaining asbestos cement pipe.
F06:
In the unlikely event that SDPUD accomplishes a 40 miles/year replacement rate, replacement of even the newest asbestos cement pipe will be scheduled significantly beyond the end of its predicted service life. Fact: AC pipe is currently being replaced strictly on an emergency (i.e., break) basis. Fact: SDPUD is in a very early stage of planning for AC pipe replacement. They have authorized and received a report on the history and potential problems of AC pipe.
F07:
SDPUD needs to aggressively speed up its planning for AC pipe replacement.
Recomendaciones adicionales
9
No vinculadas a hallazgos específicos.
14-52:
Institute a program to ensure that all water distribution operators are
14-53:
Equip all water emergency response vehicles with GPS devices.
14-54:
Equip all emergency first responders with computers and online
14-55:
Replace paper break reports with a modern computer based
14-56:
Verify that any water distribution infrastructure on "As Built"
14-57:
Inspect all street repaving and resurfacing projects upon completion
14-58:
Accelerate the replacement of asbestos cement water mains with PVC.
14-59:
Begin alerting the ratepayers to the probable impact of the asbestos
14-60:
Request an independent performance audit by the San Diego City
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Hallazgos & Recomendaciones
2 hallazgos
F01:
Use of senior volunteer patrol personnel allows sworn officers to spend more time performing public safety-related tasks. Fact: The value of the services provided by senior volunteer patrols is estimated by the law enforcement agencies administering them to be $11,147,179 during the period studied. Fact: The cost of providing senior volunteer patrol services is estimated by the law enforcement agencies involved to be $2,291,221 during the period studied.
F02:
Senior volunteer patrol programs are a valuable asset to the community. COMMENDATION The citizens who volunteer through the senior volunteer patrol programs are dedicated, civic- minded people who have the time and the desire to make their communities better places. The Grand Jury commends them for their hard work and contributions to their communities. In addition, the law enforcement agencies that organize and administer these programs are also to be congratulated for having the foresight to recognize the value senior volunteers add to the law enforcement equation.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
14-37:
Continue senior volunteer programs already in place, expanding them
14-38:
Consider instituting a senior volunteer program in its jurisdiction.
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Hallazgos & Recomendaciones
3 hallazgos
F01:
Realignment has had and will continue to have a significant fiscal impact on the County of San Diego. Fact: The San Diego County Probation Department has hired more than 100 new staff and created a Post Release Offender Division.
F02:
The responsibilities of the Probation Department have increased with realignment in both numbers of individuals under its supervision and its role in judicial sentencing. Fact: The Sheriff’s Department has added bed space to their existing seven facilities to accommodate the increase in inmate population. Fact: Within the County’s seven detention facilities, there are currently over 5,600 inmates; by December 2015 that number is expected to rise to an estimated 6,500 inmates. The majority of the inmates will be realigned offenders. State of California Little Hoover Commission, May 30, 2013 letter. http://www.lhc.ca.gov 8
F03:
Prison realignment is already stressing the ability of county jails and personnel to manage the jail population, and is expected to get worse.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
14-82:
Closely monitor the long-term funding liabilities for personnel, physical sites
14-83:
Use similar methodology for reentry programming, either in-custody or
14-84:
Reach out to the business community in an effort to find, create or support
14-85:
Use similar methodology for reentry programming, either in-custody or
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Hallazgos & Recomendaciones
3 hallazgos
F01:
Realignment has had and will continue to have a significant fiscal impact on the County of San Diego. Fact: The San Diego County Probation Department has hired more than 100 new staff and created a Post Release Offender Division.
F02:
The responsibilities of the Probation Department have increased with realignment in both numbers of individuals under its supervision and its role in judicial sentencing. Fact: The Sheriff’s Department has added bed space to their existing seven facilities to accommodate the increase in inmate population. Fact: Within the County’s seven detention facilities, there are currently over 5,600 inmates; by December 2015 that number is expected to rise to an estimated 6,500 inmates. The majority of the inmates will be realigned offenders. State of California Little Hoover Commission, May 30, 2013 letter. http://www.lhc.ca.gov 8
F03:
Prison realignment is already stressing the ability of county jails and personnel to manage the jail population, and is expected to get worse.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
14-82:
Closely monitor the long-term funding liabilities for personnel, physical sites
14-83:
Use similar methodology for reentry programming, either in-custody or
14-84:
Reach out to the business community in an effort to find, create or support
14-85:
Use similar methodology for reentry programming, either in-custody or
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Hallazgos & Recomendaciones
4 hallazgos
F01:
The ability to have close-up views of activities in the modules would improve the ability of staff to determine at close range what caused the situation and how to control it.
F02:
Additional attention needs to be given to maintenance needs of the interior rooms.
F03:
Security cameras would make the site more secure and reduce the number of escapes.
F04:
The physical location of the camp, along with the legal status of some parents, limits the visitation to the youth housed there.
Recomendaciones adicionales
14
No vinculadas a hallazgos específicos.
R5:
Alcoholics Anonymous
R6:
Thinking For A Change cognitive skills curriculum These programs are being reviewed by the Sheriff's staff and enhanced where space and staff are available, coordinated through the newly-created Reentry Services Division of the Sheriff's Department. CHULA VISTA CITY JAIL Members of the 2013-2014 San Diego County Grand Jury visited facilities operated by the Chula Vista Police Department on November 22, 2013. The purpose of the visit was two-fold: 1) To review juvenile holding and transportation documents on file, along with a physical review of the areas utilized for that purpose, and 2) To tour the Chula Vista City Jail (CVCJ), which at this time is the only city-operated detention facility in the County of San Diego. All other municipal police departments in the County utilize the County Sheriff's booking/intake/detention facilities. The Chula Vista facility is current and compliant with all required state, county and city inspections. The jail facility was constructed in 2004 and is rated as a Type I facility by the Board and State of Community Corrections (BSCC). It has a rated capacity of 46, with an average population of 44 inmates. The City of Chula Vista has a contract program with the U.S. Marshal's Service to house up to 44 federal female inmates. Typical length of stay for these inmates is less than one year. The contract results in approximately $1.7 million in revenue to the City of Chula Vista from the U.S. Marshal's Service. While rated a Type I facility, the jail effectively and efficiently operates as a Type II facility because of its longer term contract inmates. It has a rated capacity of 46, with an average population of 44 inmates. Males and females arrested by the Chula Vista Police Department are rarely held more than a few hours; they are transported to the appropriate County jail facility by a private company under contract to the city. The federal inmates, all female, do not work within the facility. They have access to the day room and other inmates nine hours a day. Visitation is available seven days a week. They participate in English classes or spend time with other inmates at will. TV and exercise equipment is available. A laundry room is also available for their use. The federal inmates' basic medical needs are met by CVCJ health care personnel and on duty service officer personnel. The Marshal's Service screens the female inmates prior to their placement at CVCJ, and handles all unexpected or special medical services for each of the inmates. Food service is provided under contract by a private vendor who provides two hot meals daily using menus approved for a Type II facility. The service meets or exceeds the requirements for the facility. Frozen meals and other components are delivered weekly to the facility. The CVCJ service personnel prepare the food in the kitchen area and serve it to the inmates. Special dietary requirements are met as needed. A commissary list was recently added which provides the women a variety of personal items to purchase. Overall, the Chula Vista City Jail is an efficient and positive operational asset to the City of Chula Vista. Grand Jury members reviewed the procedures utilized at CVCJ for holding and transporting juveniles. The jurors found all the detention logs and procedure/policy information current, in addition to all required inspections by various agencies and commissions. The current standard Juvenile Justice and Delinquency Prevention Act Compliance report was reviewed by CSA as it applies to the detention of juveniles by Chula Vista Police within the facility. No violations were identified by CSA. DESCANSO FACILITY (NON-OPERATIONAL) On December 18, 2013, Grand Jury members took the opportunity to visit the non-operational County of San Diego property located on Campbell Ranch Road in Descanso, near Alpine. It was originally operated as a World War II Japanese internment camp. After World War II, it served as a Probation Department camp until 1980. After closure of the probation camp, the Descanso facility was operated by the County Sheriff as a detention facility for adult males from 1980 until 2009. Due to its location in the east part of the county, it operated with well water from onsite wells and utilized a small wastewater treatment system, all of which still remain, although in a state of disrepair. All useful equipment and hardware were removed at the time of closure in 2009. Minimal site caretaking is now being provided by the County of San Diego General Services Facilities Management. The most recent assessment of the property and its structures came as the result of an inspection requested by the Sheriff’s Department in November 2006. It was completed under contract with a project management consultant through the Department of General Services.7 The report related that the majority of the 35 buildings on site are 40-plus years old. Several of the structures had been remodeled over the years while under the auspices of the Sheriff’s Department. The purpose of the survey was to determine through assessment and visual inspection the physical condition of the facility by identification of capital repair deficiencies. This resulted in a list of deficiencies with recommendations, cost estimates and other useful information as to the potential continued utilization of the facility. The property is near an Interstate Highway 8 off-ramp, and is approximately 35 miles from downtown San Diego. The Grand Jury concluded that with remodeling, the property is potentially suited for continued use as a detention facility within the Sheriff's Department or the Probation Department. The location is also closer to San Diego than two juvenile detention facilities currently being used and is more accessible to family members who may be visiting individuals detained there, whether adult or juvenile. The most likely future utilization of the facility site could be for consolidating existing detention facilities currently in use which are in need of remodeling as the result of age and extended use by a variety of tenants. A current assessment of the location and functional utilization of the site by the controlling department (Sheriff or Probation) and the corresponding budget from which funds can be utilized for the detention facility consolidation and rebuilding effort would be very useful. Such an evaluation would allow projections to be made at the site regarding its possible future role in a beneficial strategy of consolidating existing detention facilities, as well as designing it to accommodate a variety of uses to maximize its utilization within the County of San Diego detention facility system, whether it is operated by the Sheriff's Department or the Probation Department. FACTS AND FINDINGS Fact: The Descanso facility is very old and needs to be remodeled/rebuilt in order to be useful and provide the basic water and sanitation needs for tenants.
14-61:
Update the capabilities of the control room video equipment to include the
14-62:
Update digital surveillance system with modern performance features and
14-63:
Direct the Probation Department to undertake a feasibility study into the
14-64:
Provide additional maintenance to the exterior of the facility, including
14-65:
Provide needed maintenance to the interior of the facility, including
14-66:
Replace windows that have been marked with tagging.
14-67:
Install privacy partitions in the showers.
14-68:
Install both internal and external video surveillance cameras with lengthy
14-69:
Refurbish or replace the tiles in the shower facilities.
14-70:
Replace or remove broken and loose bricks.
14-71:
Arrange to have psychiatric appointments in person.
14-72:
Explore the practicality of providing SKYPE-type contacts between the
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Hallazgos & Recomendaciones
4 hallazgos
F01:
The County of San Diego Past Grand Jury Implementation Review Committee has provided transparency of the County’s implementation of Grand Jury recommendations. Fact: The City of San Diego implemented a Grand Jury Implementation Review Committee in 2007. Fact: The City of San Diego allowed the Grand Jury Implementation Review Committee to disband in 2009 due to a sunset clause.
F02:
The City of San Diego failed to make the Grand Jury Implementation Review Committee permanent in 2009 despite its success in insuring that Grand Jury recommendations were implemented. Fact: The San Diego County Office of Education does not currently have a Grand Jury Implementation Review Committee. Fact: Every year the Grand Jury makes numerous recommendations that affect all, or part, of the 42 independent school districts and 5 community college districts within the County. 4
F03:
Every year many of the 42 school districts and 5 community college districts within the County of San Diego agree that Grand Jury recommendations will be implemented all or in part.
F04:
Other than as a peripheral function of the sitting Grand Jury, there is currently no means for verification that any of the 42 school districts or 5 community college districts actually implement any of the Grand Jury recommendations that they agree to implement.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
14-80:
Establish an Implementation Review Committee patterned after the current
14-81:
Establish an Implementation Review Committee similar to the one
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Hallazgos & Recomendaciones
9 hallazgos
F01:
All schools should have up-to-date teaching materials. Fact: State law provides guidelines for the operation of juvenile court educational programs for a five-days-a-week year round school program. Fact: Recently, the school year was broken up into regular year and summer, winter and spring intersessions. Ibid 30 On-line biography of Sandra L. McBrayer http://www.thechildrensinitiative.org/sandbybio.htm. Voice of San Diego, October 8, 2013, Dianne Feinstein. http://voiceofsandiego.org/2013/10/08/the-senate-has- san-diegos-monarch-school-in-its-crosshairs/ 12
F02:
Breaking up the school year is in violation of California Education Code 48645, as well as disrupting the continuity and quality of education of the students. Fact: Teachers could not assign homework as students had no after school time.
F03:
After school hours were under the control of the SDCPD which made no allowance for studying, researching, or school projects. Fact: At the East Mesa Juvenile Detention Facility, there are four Special Education teachers on site. Fact: Camp Barrett has two Special Education teachers with 30 boys on IEPs who are being mainstreamed into regular classes. Fact: Both East Mesa and Camp Barrett are located in remote areas with no public transportation available. Fact: California Education Code 56043(b) states that parental involvement is mandatory for a student’s Individual Educational Programs (IEPs).
F04:
With parents having to travel the long distance to East Mesa and Camp Barrett (many even from Mexico), parental visits are few and far between.
F05:
This lack of parental participation is in violation of California Education Code 56043(b). Fact: Security software (firewalls) is in place in the facilities to prevent abuse of internet access by the facility population.
F06:
The security software (firewalls) in the facilities often block students’ permitted use of computer sites. Fact: At Rancho Del Campo, the SDCPD has established a rewards program (shortening sentence) if a boy made the honor roll. Fact: This rewards program was not in place in the other detention facilities.
F07:
Pursuant to comments from the staff, this rewards program seemed to be very motivational. Fact: At Rancho Del Campo, the Grand Jury observed a teacher passing out packet work sheets to the students.
F08:
Administrators and teachers interviewed were strongly opposed to the use of packet work. Fact: The San Pasqual Academy has a capacity of 184 beds. Fact: When the Grand Jury visited the Academy on January 29, 2014, there were 69 unoccupied beds.
F09:
San Pasqual Academy has the capacity to accommodate JCCS students who may not have appropriate living arrangements available following completion of formal probation.
Recomendaciones adicionales
9
No vinculadas a hallazgos específicos.
14-39:
Provide up-to-date teaching materials and other educational resources at all
14-40:
Discontinue the intersessions and restore the year round program or require
14-41:
As the law (Education Code 56043(b)) mandates, in facilities where parental
14-42:
Prohibit the use of packet work, in place of teacher instruction, in all the
14-43:
Accommodate students with one hour of time after school for reading,
14-44:
Institute the rewards program (shortening sentence if a student makes the
14-45:
In all the facilities where classes are being held, allow students access to
14-46:
Work with the San Diego County Health and Human Services Agency to
14-47:
Collaborate with the Juvenile Court to recommend the referral of those
Hallazgos & Recomendaciones
5 hallazgos
F01:
There is no personalized process to give individualized evaluations of teachers. Fact: Tenured teachers are evaluated infrequently on whatever schedule they and their administrators agree to. Fact: There is nothing in the contracts regarding tenured teachers who may be suffering from the effects of “burn out”.
F02:
There is no process to deal with “burn out” of tenured teachers, except transferring them from school to school.
F03:
A few enterprising principals are using creative new programs such as Professional Learning Communities to help teachers through mentoring and collaborative interchange of strategies. Ibid 17 Graph of math data viewed in site visit [Note: need more complete reference.] 5 Fact: The Stull Act is state law mandating the use of student performance as an element in teacher evaluation, which some unions/associations override.
F04:
Proactive administrators have successfully applied the principles of Professional Learning Communities to improve the performances of both teachers and their students. Fact: Some teachers on their own are proactively seeking ways through peer mentoring and Professional Learning Communities (PLC) to better their teaching strategies. Fact: A model system for teacher evaluation beyond the traditional proscription would contain the following elements: Student performance; Participation in professional collaborative programs for interchange of ideas;
F05:
A teacher evaluation model containing elements of student performance and collaborative interchange of ideas can achieve great success for the student as well as the teacher.
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
14-23:
Take a proactive position in developing guidelines for the evaluation of
14-24:
Encourage and support district superintendents to give input to the
14-25:
Develop and support programs that give more individualized attention to
14-26:
Develop programs to evaluate tenured teachers more frequently to identify
14-27:
Empower districts to develop innovative practices in evaluating teachers,
14-28:
Give oversight and input to the districts' contracts to assure that teacher
14-29:
<b>Encourage districts to allow teachers time for collaborative participation</b>
14-30:
Develop a system to measure effects of teacher evaluation on student
Hallazgos & Recomendaciones
5 hallazgos
F01:
Merging the school and Foundation websites is a violation of the SDUSD Staff Social Media Guidelines which states “Authorized school websites shall maintain a clear separation from the website of their school Foundation or Parent-Teacher group”.6 Fact: Some schools have their Foundations pay for and maintain the schools’ only websites, with links to the schools programs. Fact: At least one school’s Foundation paid $4200 per year for the website and maintenance and charged back $2100 per year to the ASB.
F02:
A school’s ASB payment of expenses incurred by a Parent-Teacher organization is in direct violation of the ASB Accounting Manual, Fraud Prevention Guide, and Desk Reference 2012.7 Fact: Some school Foundations are selling advertising on the school websites to private companies and retaining the funds so generated. Fact: Neither the school administrators nor the District exercise oversight or control over the company or the content of the advertisements on the school’s websites when they jointly serve both the school and its Foundation. Fact: Some schools place no specific criteria or restrictions on anyone advertising on their school websites.
F03:
Allowing advertisement without oversight may be in violation of the CIPA 47 U.S.C.§254(l)(1)(A)(iii)8 which places controls on what may be placed on the internet, if a school is subject to CIPA for receiving the E-rate discount .9 Fact: Some advertisers ask for students’ personal and family information in order to expand their market.
F04:
Asking for students’ personal and family information is in violation of Federal CIPA law. 6SDUSD Staff Social Media Guidelines, http://www.sandi.net/cms/lib/CA01001235/Centricity/Domain/402/social-media-guidelines.pdf 7 ASB Accounting Manual Fraud Prevention Guide Chapter 14 Allowable and Questionable Expenses http://www.sandi.net/site/handlers/filedownload.ashx?moduleinstanceid=58965&dataid=58581&FileName =ASBManual2012finalprint.pdf 8 CIPA; http://www.gpo.gov/fdsys/pkg/USCODE-2009-title47/pdf/USCODE-2009-title47-chap5- subchapII-partII-sec254.pdf 9 Only schools and libraries receiving the E-rate discounted internet access are subject to CIPA 4 Fact: In response to the alarming rise of children being harassed, bullied and even driven to suicide through social media, the District has created a “Facts for Parents Handbook” addressing these issues to be disseminated among the student population. Fact: Some schools have kept no record of having distributed the Parent Handbook.
F05:
There is no present policy in practice to verify if students and a parent are being provided the necessary admonitions in the Parent Handbooks.
Recomendaciones adicionales
7
No vinculadas a hallazgos específicos.
14-16:
Make mandatory that all schools in the District have their websites on
14-17:
Allow Foundations to have only a link from the school's website to
14-18:
Restrict advertising sold by Foundations to their own website and not
14-19:
Ensure that no expense or cost incurred by the Foundations should be
14-20:
Ensure that advertisers and the contents of their advertising on a
14-21:
Mandate a policy of requiring parents and students to sign an
14-22:
Address the issue of social media in the District's website under the
Hallazgos & Recomendaciones
6 hallazgos
F01:
Part of the future of San Diego’s local supply of water depends on desalination of ocean water. Fact: The purified water from the NCWRP drinking water passed quality standards set forth by the California Department of Public Health. Fact: The complete findings and results of the project were documented in a report and adopted by the City Council. Fact: The Advanced Water Purification Facility has been funded for Fiscal Years 2014 and 2015 and is estimated to cost $720,000.
F02:
Millions were spent to build a small-scale demonstration plant to purify water; it proved the efficacy and safety of potable water reuse. Fact: Conservation is a necessity for all San Diego County water districts. 22Journalism for the Common Good, http://inewsource.org/2014/03/06/lake-morena-reservoir-is-4-percent-full-and- will-stay-that-way / 11
F03:
The practice of conservation reduces the amount of water used, but also always increases rates because infrastructure to deliver the water will have to cost more in order to make up for revenue lost due to lower amounts of water being used. Fact: The rainfall in San Diego amounts to just over the desert threshold. Fact: San Diego is the third driest large city in the United States.
F04:
Using water reserves during years when rainfall is below normal instead of purchasing water from MWD only delays price hikes. Fact: Approximately 30,000 acre feet of recycled water are beneficially reused within the Water Authority's service area annually. Fact: There are a few local firms that have dual-plumbed their buildings to allow the use of recycled water.
F05:
Every gallon of recycled water used saves a gallon of drinking water Fact: Today imported water comprises 85percent of our water supply; 53 percent of that amount is purchased from MWD. Fact: Water rates were kept artificially low in 2012 and 2013 as a political decision to gain favor from ratepayers.
F06:
San Diegans are now facing a nearly 15 percent increase in water rates to cover losses incurred during 2012 and 2013.
Recomendaciones adicionales
7
No vinculadas a hallazgos específicos.
14-73:
Stop funding NCWRP and move on to build full-size plants.
14-74:
Establish realistic timelines based on likely funds available to move forward
14-75:
Support the need for Capital Improvement Projects designated for water
14-76:
All new construction should include dual plumbing so recycled water can be
14-77:
Establish policy that requires water rates go up to cover the new rate when
14-78:
Consider an economic reward for conservation measures taken by
14-79:
Be more transparent in their explanations of how and why projects are
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Hallazgos & Recomendaciones
2 hallazgos
F01:
Removal of an elected official for reasons other than as presently listed in the City Charter requires the Charter to be amended. Fact: California’s Constitution specifies that the governing body or a charter commission of a county or city may propose its charter’s revisions.10
F02:
The San Diego City Council as a governing body can propose charter revisions which would be presented to San Diego voters for approval or rejection.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
14-01:
Identify additional reasons (other than death, resignation, or recall) for
14-02:
Actively seek citizens' recommendations for Charter amendments and
14-03:
Amend the City Charter to provide that a City Council supermajority vote
14-04:
The elected official pleads guilty or no contest to any felony or is
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Hallazgos & Recomendaciones
1 hallazgos
F01:
Old computers may be made useful again through the use of the Neverware™ software solution or similar software.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
14-48:
Research the Neverware<sup>TM</sup> system and other similar software for use
14-49:
Incorporate the use of the Neverware™ software system, or similar
14-50:
Put in place conservation efforts to retain old computers for the
14-51:
Look to civic organizations and businesses for donations of old
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Hallazgos & Recomendaciones
11 hallazgos
F01:
Connections Housing is accomplishing its goal of reducing the number of homeless in the quarter mile radius around the facility. Fact: PATH was hired to do the street outreach and general planning for Connections Housing. Alpha Project was chosen to counsel and support interim residents.
F02:
By splitting the responsibilities Alpha Project and PATH sometimes disagree on the selection and handling of residents for the Interim Housing beds. Fact: Some members of the Grand Jury visited Connections Housing on December 8, 2013 and served breakfast to the residents. Fact: Many residents do not partake of food provided.
F03:
The participants appeared to not respond well to being rushed through the meal. Fact: Lunch is not served to the regular residents. Fact: The regular residents must leave Connections Housing in order to eat lunch. Fact: Food vending machines are located in the dining room. 10
F04:
Vending machines are not accessible during hours when residents are more likely to need them. Fact: There is no funding for food in the Fiscal 2014 budget. Fact: Urban Angels currently donates the food for the interim residents.
F05:
Having a food category in the budget would allow better planning and stability. Fact: The Health Center opened in January of 2013 and in the original CUP was allowed to be open seven days a week. Fact: The Health Center is only open Monday through Fridays, eight hours a day.
F06:
Health Services need to have more accessible hours, including weekends. Fact: There are two people on PATH’s street outreach team.
F07:
More than two people would greatly improve the ability to address the needs of the homeless in the targeted area. Fact: The Depot was closed during most of the month of December 2013.
F08:
There is more need for the Depot to be open during the Holidays. Fact: Both PATH and Alpha Project have counseling responsibilities for the interim and SRO residents.
F09:
This dual responsibility has caused confusion for the SRO residents. Fact: SRO tenants are not given a key fob which allows entry to the Community room and Patio.
F10:
SRO tenants pay rent and are entitled to use the Community room and adjacent Patio without having to wait to be escorted. Fact: The Community room is closed at night and on weekends.
F11:
Because of the limited time the Community Room is open it is under- utilized. 11
Recomendaciones adicionales
11
No vinculadas a hallazgos específicos.
14-86:
Make the Connections Housing budget more transparent by clearly
14-87:
Increase the number of people who participate in street outreach.
14-88:
Require a regular head count for meals in order to obtain a realistic
14-89:
Expand the breakfast hours from 7:00 a.m. to 9:00 a.m. to allow more
14-90:
Allow the residents to go to meals without an escort and eat within a
14-91:
Provide an allocation for food in future budgets.
14-92:
Work with staff and volunteers to insure that the Depot be fully
14-93:
Assign the responsibility and related funding to Alpha Project so that
14-94:
Issue key fobs to SRO tenants allowing them entry to the Community
14-95:
Arrange to have the Community Room open some nights and
14-96:
<b>Expand the Health Center hours to include Saturdays and Sundays.</b>
Hallazgos & Recomendaciones
7 hallazgos
F01:
There are many no-cost or low-cost actions that can strengthen school security planning and preparedness. Fact: Local school districts and school administrators are in the best position and the most qualified to make decisions regarding the safety and security procedures that will best suit their particular schools’ demographic, budget and physical constraints. Fact: Fences, access/egress control and door locks did not stop the shooters in the Columbine High School, Arapahoe High School, Sandy Hook Elementary School and Santana High School incidents.
F02:
Both Colorado shootings and the Sandy Hook Elementary School and Santana High School shootings reveal that physical security measures do little to stop a persistent perpetrator from entering the school property. Fact: The Santana High School, Sandy Hook Elementary School and both Colorado High School shooting perpetrators had a history of behavior that would lead to the conclusion that they were at risk of committing violent acts.
F03:
Future attacks may be preventable as most targeted school violence is planned in advance and communicated to other people. In most violent attacks at schools there are multiple early warning signs exhibited by the perpetrator of threatening behavior that could pose a risk to school security. Fact: Charter schools within San Diego Unified School District have upwards of 15 percent of the total K-12 student population. Fact: Charter schools are not covered under each chartering school district’s umbrella of security planning and implementation.
F04:
Charter school students may not be in an environment where current or future security measures are in effect. Fact: Many San Diego County schools operate their own websites that are hosted outside the scrutiny and control of their respective school district.
F05:
In the San Diego Unified School district it is mandatory for schools to have their websites hosted on the district’s Internet Service Provider (ISP).
F06:
Many individual school websites are hosted on non-district ISPs that are controlled by other organizations such as Parent Teacher Association (PTA) or Associated Student Body (ASB) or independent non-profit Foundations and are thus outside the control of the school district.
F07:
Individual school websites, if hosted and controlled by the district, offer each school district another vehicle for communicating key security information to students, teachers and parents.
Recomendaciones adicionales
11
No vinculadas a hallazgos específicos.
14-05:
Develop an overarching school security policy that prioritizes the
14-06:
Work with the State of California Office of Education to amend the
14-07:
Identify key personnel responsible for school security. Identification
14-08:
Develop a school specific School Security Plan for emergency
14-09:
Develop training programs that, in conjunction with local law
14-10:
Develop and publish a Security Awareness and Prevention Program
14-11:
accessible through the district and school websites.
14-12:
Put in place a program to strengthen partnerships with public safety
14-13:
Develop fiscal plans that include time-phased budgeting of the
14-14:
Put in place the policy, procedure and infrastructure to provide
14-15:
Develop a plan for initiating school-to-parent communication