Gran Jurado del Condado de San Diego
2014-2015
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
1 hallazgos
F01:
The cost of security at the San Diego County Waterfront Park is excessive.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
15-09:
Utilize the services of an independent security specialist to determine
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
6 hallazgos
F01:
Use of a temporary private facility is an inefficient use of taxpayer money.
F02:
The SDPD Headquarters facility property room does not appear to be in compliance with building codes. Fact: Property in the SDPD property room, suitable for disposition, is accumulating. Fact: The Grand Jury did not find written procedures or protocols for reviewing files to determine property disposition by SDPD. Fact: Often, at the request of the property room manager, SDPD Detectives decide when evidence in the property room can be disposed of or returned to its rightful owner. Fact: Generally, the offices of the City Attorney and District Attorney do not initiate the process for obtaining an “order for release of evidence” or for disposing of the evidence when a case is closed.
F03:
The offices of the City Attorney and District Attorney usually do not take a proactive role in deciding when to dispose of evidence.
F04:
The offices of the City Attorney and District Attorney are best qualified to determine if evidence will be needed in the future.
F05:
Establishing procedures and protocol for reviewing files of property for disposal will make the process more effective and potentially save money used to lease additional storage facilities. Fact: At the time of the Grand Jury visit SDPD did not have security cameras in the property/evidence storage area. Fact: The facility manager and clerks are not CAPE or POST certified in their fields. Fact: There is no documentation of the property placement in or removal from the property room safe. Fact: There is no indication annual audits are being conducted, as recommended by the Peace Officers Standards and Training publication: Law Enforcement Evidence & Property Management Guide.
F06:
A management review of security and evidence-handling procedures could insure the integrity of the evidence.
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
15-50:
Perform a management review to identify deficiencies in the Property
15-51:
Establish written procedures and protocol for when SDPD will review
15-52:
Initiate annual audits of the Property and Evidence Room operations
15-53:
Determine the amount of space needed for permanent Property and
15-54:
Perform a review of the Headquarters Property and Evidence Room
15-55:
Implement a Memorandum of Understanding with SDPD to include a
15-56:
<b>Develop uniform guidelines and standards for all San Diego County</b>
15-57:
Implement a Memorandum of Understanding with SDPD to include a
Hallazgos & Recomendaciones
3 hallazgos
F1:
There is a need for additional public restrooms in Downtown San Diego. Fact: In 2010 the Girls Think Tank urged the City Council to fund 4 self-contained units for the downtown district. Fact: After five years the City completed the installation of two Portland Loos in the East Village in early 2015. Fact: The two recently installed Portland Loos are the only new downtown San Diego City public restrooms developed in the previous 10 years.
F2:
It takes too long for the City to install needed additional public restrooms. Fact: There is a limited number of 24/7 restroom facilities in the downtown area. Fact: Public restrooms in the City are not always considered clean and sanitary. Fact: Public restrooms in the downtown area are difficult to find and not well marked.
F3:
Public restrooms in the downtown area are difficult to locate, are not available on a 24/7 basis and are often considered unsanitary.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
15-39:
Develop, fund and implement a plan to provide additional 24 hour
15-40:
Establish and implement a budget that adequately addresses safety
15-41:
Establish, in cooperation with affected stakeholder groups in the
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
2 hallazgos
F01:
IHSS social workers may mistake some behaviors of disabled children and their parents (or caregivers) as indicators of child neglect or abuse.
F02:
Specialized training in the major childhood disabilities not only would enable social workers to evaluate home care needs accurately, but also could reduce the need for referrals to Child Protective Services.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
15-36:
Designate special units dedicated to disabled child cases.
15-37:
Institute specialized initial and ongoing training, similar to that
15-38:
If the recommendation to establish the specialized units is not
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
6 hallazgos
F1:
The removal of two staff members from the school attended by a trustee’s child was perceived by other staff to have been improperly influenced by a trustee.
F2:
Several school staff members testified that they made decisions regarding a trustee’s child out of fear of retribution.
F3:
A trustee may have failed to follow the Code of Conduct and Governance Culture GC-7, section 2.a, by attempting to interfere with operational issues at a school attended by their child. Fact: Confidential student information may have been improperly provided to a trustee/parent. Fact: A school employee was admonished for violations of district policy regarding the handling of confidential student information. Fact: Another school employee who was deemed not supportive enough of the student’s prospects for college was disciplined. Fact: Conflicting Common Application School Reports (CASR) were completed by two staff members for a student who was the child of a trustee.
F4:
These actions conflict with Governance Culture Policy GC-7 section 1.c. “conflicts based upon the personal interest of any board member who is also a parent of a student in the district.”
F5:
District and school personnel have difficulty maintaining appropriate boundaries with a trustee parent as distinguished from a trustee without a personal interest in school operations. Fact: There is no mandatory training required to ensure that trustees are fully informed about their obligations and responsibilities under the Board Member Code of Conduct and Ethics Policy. Fact: There is no requirement that trustees acknowledge in writing that they have read and understood the documents. Fact: District officials provide no training to either the trustees or the school employees about proper interactions with a trustee who has a child in the school. Fact: Employees believe there is no confidential procedure/process to report conflicts regarding a trustee. Fact: The District has no ombudsman for resolving issues regarding trustees. Fact: Employees believe their positions may be in jeopardy if they make decisions contrary to the interests of a trustee.
F6:
There is no perceived confidential procedure for employees to utilize when faced with conflicts regarding a trustee. 4
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
15-30:
Create a stand-alone Code of Conduct and Conflict of Interest Statement for
15-31:
Require trustees to sign a formal declaration acknowledging their
15-32:
Implement a mandatory annual training program for all trustees regarding
15-33:
Implement a mandatory in-service program for school staff, administrators,
15-34:
Establish the position of Ombudsman as part of a newly developed
15-35:
Establish an Ethics Review Panel independent of the San Diego Unified
Hallazgos & Recomendaciones
6 hallazgos
F01:
The Management Agreement between the City and the San Diego Convention Center Corporation is not sufficiently clear in defining responsibilities with respect to financial expenditures. Fact: On March 26, 2014 the San Diego Convention Center Corporation Board of Directors adopted a reserve policy, similar to that of the City, which established a target of 14% of operating budget for use as reserves. 11
F02:
The reserve threshold of 14% of operating budget may be appropriate for the City but is not necessarily appropriate for the San Diego Convention Center Corporation. Fact: The San Diego Convention Center Corporation estimates its total needs for capital improvements, operations and maintenance over the five year period from Fiscal Year 2015 through Fiscal Year 2019 to be $43.8 million, including about $15 million for repair of the Sails Pavilion. Fact: The City has proposed financial reforms to its Capital Improvements Program which would allow it to reallocate funds more efficiently from completed or stalled projects to priority projects. Fact: Repair to the Sails Pavilion qualifies as a priority project; its major components are not expected to last longer than three more years.
F03:
Integrating the Convention Center’s bondable capital improvement projects into the City’s Capital Improvement Program would be beneficial to the San Diego Convention Center Corporation. Fact: In 2012, the San Diego Convention Center Corporation entered into a four-year contract with the San Diego Tourism Authority to book long term conventions (18 months or more into the future). Fact: In Fiscal Years 2013 and 2014 the Tourism Authority fell somewhat short of its goal of booking 860,000 future room nights.
F04:
An independent analysis is needed to determine whether the dual booking system is effective. Fact: In Fiscal Year 2015 the City budgeted a total of $17,385,650 for expenses associated with the Convention Center. Fact: The Convention Center’s budget, website and publications reflect only the $3,405,000 City contribution it receives for marketing, promotion and capital projects.
F05:
The budget and other publications of the San Diego Convention Center Corporation would be more transparent if they included all of the City’s financial contributions on behalf of the Center. Fact: The Convention Center Corporation publishes economic impact statements on its website and in its annual reports. Fact: The dollar amounts published are estimates based on surveys of attendees and accepted industry standards and multipliers.
F06:
The credibility of the Corporation’s economic forecasts would be enhanced by reporting the mathematical formulas used to compute the economic indicators.
Recomendaciones adicionales
10
No vinculadas a hallazgos específicos.
15-14:
Amend the Management Agreement with the San Diego Convention
15-15:
Amend the Management Agreement with the San Diego Convention
15-16:
Amend the Management Agreement with the San Diego Convention
15-17:
Direct the City of San Diego's Chief Financial Officer to meet with the
15-18:
In the interest of transparency, mandate that the San Diego
15-19:
Integrate major bondable capital improvement projects of the
15-20:
Commission a study by the Department of Performance Analytics and
15-21:
Commission an independent study to evaluate the effectiveness of the
15-22:
Increase transparency by disclosing on the Corporation's website and
15-23:
Increase transparency by disclosing on the Corporation's website and
Hallazgos & Recomendaciones
2 hallazgos
F01:
San Diego County law enforcement agencies could improve the safety of their officers and minimize harm to dogs if they offered training and established policies and procedures for their officers on dealing with aggressive and dangerous dogs.
F02:
San Diego County law enforcement agencies could improve their stature with the local community and improve their safety by providing education/information on the responsibilities of dog owners and how offices will deal with aggressive and dangerous dogs. COMMENDATION The San Diego County Sheriff’s Department should be commended for taking a proactive approach to officer involved dog shootings within San Diego County. Its proactive approach should result in a safer environment for their officers and minimize the need to harm dogs.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
15-10:
Provide copies of its "Officer Involved Aggressive Dog Shootings"
15-11:
Educate and inform their communities on citizen's responsibilities
15-12:
Implement specialized training to its Officers on how to deal with
15-13:
Implement policies and procedures for dealing with aggressive dogs.
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Hallazgos & Recomendaciones
2 hallazgos
F01:
San Diego County significantly increased its ability to fight fires in the backcountry since the 2003 and 2007 wildfires. Fact: Thirteen (13) backcountry fire agencies representing approximately 22% of the unincorporated area of the county have not agreed to consolidate or enter into agreements with the County Fire Authority. Fact: Back-country fire agencies are typically not staffed to perform certain specialized services such as purchasing and contracting, vehicle maintenance, business services, etc., that could be performed more effectively by the County. Fact: The May 2014 Cocos fire identified a problem with water availability from backcountry fire hydrants that could have been corrected before the fire. Fact: The May 2014 San Diego County Wildfires After-Action Report lists problems with communications.
F02:
The County Fire Authority still has work to do to complete the reorganization and improve backcountry firefighting capability. COMMENDATION The 2014/2015 San Diego County Grand Jury commends the San Diego County Board of Supervisors and the Chief Administrative Officer for making significant improvements to date in the ability of the County to fight fires in the unincorporated areas while at the same time minimizing the cost to taxpayers.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
15-03:
Consolidate or establish agreements between the County Fire
15-04:
Identify and offer specialized services (such as vehicle maintenance,
Hallazgos & Recomendaciones
12 hallazgos
F01:
Rooms without toilets could create stress and violates the human dignity of the youth. Fact: Due to turnover, approximately 50% of the staff is newly hired and often has limited detention facility experience.
F02:
The turnover of detention staff can create an imbalance in staff supervision, putting inexperienced personnel in situations for which they may not be prepared. Fact: At the time of the Grand Jury visit the school lacked teachers for the subjects of Foreign Language and Algebra II.
F03:
The KMJDF does not offer all classes necessary to fulfill the A – G curriculum.
F04:
The buildings are dilapidated and would be costly to upgrade. Fact: Camp Barrett has a capacity one hundred thirty-five. 5Information provided by San Diego County Probation Department 7 Fact: At the time of the Grand Jury visit there were 69 youths at Rancho del Campo and 71 at Camp Barrett.
F05:
Each facility is underutilized.
F06:
The facility is underutilized. Fact: Funds have been expended on building a new school campus at Camp Barrett and installing a new camera system. Fact: Video conferencing is not available.
F07:
Video conferencing would allow for visitation from remote locations. Fact: Only parents, grandparents and guardians are allowed to visit. Fact: Most parents do not visit their son(s) at Camp Barrett.
F08:
Families and youth could benefit from video conferencing. Fact: The school office trailer has stairs and no ramp. Fact: There is inadequate storage and office space in the administrative trailer.
F09:
The administrative trailer appears to be ADA non-compliant, has limited storage space and the toilet location appears to be a health hazard. Fact: The medical facility is limited in size. Fact: The Medical Director has requested funds to build a new or upgrade the existing medical office at Camp Barrett. 11
F10:
Camp Barrett will benefit from an expanded medical facility.
F11:
The remote location of the facility makes visitation difficult.
F12:
Video conferencing will allow communication between detainees and families, role models, attorneys, and doctors.
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
15-58:
Provide toilets inside rooms to which male youth are assigned.
15-59:
Assign more officers with detention facility experience to Kearny
15-60:
Offer the complete A - G curriculum at Kearny Mesa Juvenile
15-61:
Work with the San Diego County Board of Supervisors to merge
15-62:
Replace the school administrative trailer.
15-63:
Install video conferencing equipment at Camp Barrett.
15-64:
<b>Expand the medical office space at Camp Barrett.</b>
15-65:
Implement the use of video conferencing at East Mesa Juvenile
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
7 hallazgos
F01:
The Sheriff’s Department deputy detention staff has an imbalance in experience levels and facility assignments. Fact: The Sheriff’s Department recently purchased four scanners and trained selected staff in their use.
F02:
Scanners act as a deterrent to the smuggling of forbidden items into correctional facilities.
F03:
The line-up room can be converted for use as a video conferencing room for both misdemeanor and felony arraignments when appropriate.
F04:
The control panel video cameras should be replaced.
F05:
A family visitation area is homelike and accommodating for inmates and their families. COMMENDATION The Grand Jury commends staff at LCDRF for its work in implementing innovative programs, maintaining this facility and creating an atmosphere that is cohesive and cooperative. VISTA DETENTION FACILITY DISCUSSION The Vista Detention Facility (VDF) opened in 1978 and is physically connected to the Vista Superior Court, Vista Sheriff’s Station and the North County Law Library. This proximity enables inmates to attend court proceedings without the need for transportation. VDF has a court ordered Board of State and Community Corrections (BSCC) capacity of 825 inmates, and is classified as a Type II Facility by the BSCC. A Type II Facility houses inmates pending arraignment, during trial, and serving sentences. With the passage of Assembly Bill 109, which forced statewide reductions in State prison populations while placing additional burdens on County jails, this facility has seen a slight increase in the number of inmates. The average daily population is 824; the maximum population is 886. The average length of stay is 74 days for sentenced inmates and 5 to 4 days for prisoners awaiting sentencing. The longest serving inmate has served 1,196 days. The post- realignment figures are: Average daily population is 824 Maximum population: 918 on 2-19-2013 Average length of stay: 65.3 (sentenced) 9.1 (not sentenced) Longest serving inmate: projected release date of 5-20-2019 VDF is the only facility that houses both male and female pre-trial arrestees on both felony and misdemeanor charges. For Fiscal Year 2013/14, 22,495 new bookings were initiated at VDF4. The inmate population at the time of our visit included:5 Inmates identified as gang members: 209 Inmates held by Immigration & Customs Enforcement (ICE): 15 Inmates in protective custody: 139 The facility has been retrofitted twice. In 1989 it was expanded by an additional 576 beds, making a total of 886. The facility is comprised of two floors with four levels counting the mezzanines and basement. Maintenance: A visual observation during the tour revealed aging of the facility in several areas. There were hanging ceiling tiles and, tears, holes, and gaps in between tiles. Laundry: This area has ample storage and shelving for the placement of the linens, uniforms of inmates and other washed items. There were three washers and three dryers that had been installed recently. Medical: This section is staffed by one full time and one part time physician (contracted), 32 nurses with three vacancies, and four administrative staff. The services provided are dental, psychiatry, mental health, X-rays, and around- the- clock emergency services. All inmates are screened upon arrival to detect any illnesses. Inmates who have infectious diseases are quarantined immediately. They will remain in quarantine until their health problems are resolved. San Diego Sheriff’s Fact Sheet provided to Grand Jury. San Diego County Sheriff’s Fact Sheets prepared for use of the Grand Jury 14 Inmates are informed of all rules and regulations to including hours of medical appointments. Regulations are placed in strategic locations for viewing. There is a segregated set of cells for the elderly. The shower areas in these modules are ADA6 compliant. Inmates with assistive equipment are accommodated based on their needs. The facility has a miniature pharmacy where medications are maintained under lock and key. All prescriptions are written by a physician and filled at the pharmacy. The space for the pharmacy is small and cramped but adequate for its purpose. In calendar year 2014 there was one suicide at this facility.7 Video Conferencing: This facility has the capability of video conferencing between inmates and their legal counsel via a monitor. There are discussions ongoing to extend this program to include Behavioral Health Services of the County Health & Human Services Agency. Video conferencing reduces the number of inmates being transported to court or to medical facilities. It also reduces the need for staff members to leave the facility and strengthens security. Video conferencing would also be cost effective by reducing inmate movement. Inmate Modules: The modules in place are similar throughout the County of San Diego; there are two floors cells and two-person bunk beds. Each module contains 32 beds with tables on the ground floor. A single deputy monitors the modules and the inmates from a control station. There are three modules separated by access doors. All of the command center panels have been refurbished and are routinely inspected for any maintenance required. The video cameras have limited recording and do not have zoom capability. There are no cameras in the individual cells. Incentive based housing: Inmates who wish to improve their stay at VDF volunteer for this program. Those accepted will receive added benefits during their stay. This program provides added articles, which while minor to the average citizen, are luxuries for the inmate. Articles such as an extra blanket, a pillow, extra pay, extended recreation time, better movies on television, and games are used as incentives. The inmates in this program have a separate sleeping area where they also store their personal items in a miniature hard plastic box hanging from their bed. It isn’t locked, providing easy access for inspection by deputies. Americans with Disabilities Act 7 Information provided by the San Diego County Sheriff’s Department 15 Segregated Housing: This facility is equipped with a section for inmates who must be segregated for various reasons. These inmates are isolated in single cells 23 hours daily with one hour of movement within their area. They are not permitted visitors and there are other restrictions. Use of Force: Incidents involving the “Use of force” are documented and investigated. Table 7 Use of Force Vista Jail8 Facility # # of force Hand Impact OC Less Taser Weapon Chair incidents used incidents Control Weapon Spray Lethal Discharged Displayed restraint VDF 123 143 87 0 14 16 13 10 1 Hand on Control – Using Physical Force – Impact Weapon – Making Body Contact – OC Spray – Pepper Spray9 Educational/Vocational Training: The existing classroom has a capacity of 25 inmates. The GED program is contracted to the Grossmont Union High School District for all San Diego County Sheriff’s Detention Facilities. Teachers are hired to provide class instruction for those inmates who wish to attain their GED. There were at least twelve computers visible for training in the various programs available. Training is offered Monday through Thursday in the afternoon. Classes are provided in Adult Basic Education, Reading Legacies, Stress Reduction, Thinking for Change, Legal Research Assistance, HIV Education, Alcohol Anonymous, Narcotics Anonymous, and Veterans Affairs. Arrangements are made for those who do not complete classes in prison to complete them outside the facility after their release. Currently there are no vocational training classes. In the future it is anticipated that janitorial, barber, and welding courses will be offered. Scanner: A scanner was recently installed at this facility. The addition of the scanner should enhance security measures to assist officers in maintaining a clean and sober facility. It is anticipated that all facilities in the Sheriff’s Department will eventually have scanners installed. Veterans Moving Forward Program: Two years ago the VA San Diego Healthcare System (VASDHS) was in discussion with the San Diego Sheriff’s Department and community providers. The State of California had started a Veterans Court Program in 2011. A Veterans Administration justice outreach specialist from San Diego suggested to the Sheriff’s Department that it implement a program for veterans in the detention facilities in the County. San Diego County Sheriff’s Fact Sheet provided to Grand Jury. San Diego County Sheriff’s Department stats sheet provided to Grand Jury. The Veterans Moving Forward program began on November 1, 2013. The program has 16 cells with 32 beds and 2 inmates per cell. There were 60-80 inmates waiting to be reassigned to this veteran’s module at the time of the Grand Jury’s visit. The module for veterans is decorated with a flag representing each branch of service. There are works of art hanging along the walls on each floor. These paintings were done by a deputy and provide a model for some inmates to contribute military/patriotic artwork. A counselor from the Veterans Administration is assigned to this module. Classes are held daily. The topics include substance abuse, stress management, career planning, mentoring, financial planning, and journalism. Each inmate is expected to participate in all programs available to them. The most common branches of service for participants are the U.S. Marine Corps and the U. S. Navy. The most common crimes for which they are incarcerated are use, sale or possession of a controlled substance (12) and burglary/theft (8). Upon release, military inmates are fitted with business suits donated from the Second Chance Program. They are photographed in their suits before they are released. They have successfully completed their stay and are expected to change their lives and start a new direction. Politicians, local government and military officials, and community and non-profit organizations have all applauded this program and support its continuation. American Combat Veterans of War10, Veterans Village of San Diego11 and Interfaith Community Services12 are among the more than 20 community based organizations contributing. This program has been such a success that the San Diego Sheriff’s Department added a second program in November 2014. COMMENDATION The 2014/2015 San Diego County Grand Jury commends the staff at this facility. It has shown veterans that their service has not gone unnoticed or unappreciated. GEORGE F. BAILEY DETENTION FACILITY DISCUSSION George F. Bailey Detention Facility was opened in 1993 and had a rating capacity of 1,380 inmates. The average daily population is 1,774, and sworn staff is 220. This maximum-security facility is the largest jail operated under the jurisdiction of the Sheriff. 10 www.acvow.org 11 www.vvsd.net 12 www.interfaithservices.org 17 This facility houses a very diverse population of inmates, including some with special housing needs. At the time of the Grand Jury visit this facility had three units of distinct special management inmates. The current rating level of inmates in the Administrative Housing units is level 4 (high) through level 6, (the highest). Inmates are in their cells 23 hours a day, with one hour dayroom time and three hours a week of outdoor recreation time. AB 109 Realignment: As part of the AB 109 REALIGNMENT, in 2011 this facility experienced increases in both average daily population and the average length of stay as shown by the following statistics: Pre Realignment: Average daily population: 1604 Longest serving inmate: 365 Days Post Realignment: Average daily population: 1642 Longest serving inmates: Two with a projected release date of 1/26/2021 Modules/Quads: There are six modules, referred to as “Quads”. George Bailey is the only facility with quads. The Grand Jury found there is a lack of experienced deputies who rotate out and are replaced by deputies newly entering the Department. Lunch is served to inmates by use of rolled carts loaded with individual lunch packs. They are set up on the main floor and inmates are released by tier groups. Each tier group consists of 80 inmates. This arrangement permits the deputy to operate in a manageable environment. From the control station deputies are able to view activity on each tier of the facility. The latrine and showers are visible through an open glass system to insure the inmates are not involved in illegal activities. Administrative Segregation and Mental Health: Inmates in the administrative segregation module include gang members, mental patients, drug abusers, murder suspects, high-risk inmates, and inmates with other special needs. Inmates are in individual cells based on their risk level. There are a number of inmates that are awaiting transfer to a State Mental Health Hospital as determined by a forensic psychiatrist evaluation in conjunction with the courts. It is not uncommon for inmates to be awaiting a bed at these facilities for many months due to lack of state mental health beds. Deputies are unable to determine the mental stability of any inmate because they are not trained to do so. At the time of the Grand Jury’s visit it was reported that Patton State Hospital had not taken any further transfers from the Sheriff’s Department because beds were not available. The Mental Health Services Act, as amended in 201213, provides guidelines and funding for mental health services for adults who are mentally ill and/or disabled. Scanner: A scanner has been installed and training was conducted for staff deputies from each of the facilities selected for installation. The scanner at this facility is under lock and key and has restricted access. There are problems with the interpretation of images on the monitor. Not every inmate who is transferred to this facility is processed through the scanner. An inmate needs to stand still while the scanner moves across his body. Some inmates are refusing to stand still which limits the scanner’s effectiveness. Since the inception of the use of the scanners, there have been several highly dangerous items discovered during imaging. Assaults and Escapes: There were two assaults on deputies during the previous eight months prior to the visit of the Grand Jury. Eight inmates initiated the assaults. The inmates reportedly set up two Deputies and then assaulted them. PREA compliance: There was one active complaint relative to Prison Rape Elimination Act (PREA.). It was being investigated as the Grand Jury was touring the facility. The complaint was initiated three weeks prior to our tour. The complaint initially appeared without merit. Further investigation revealed additional evidence and it is being followed through to its conclusion. Two additional complaints had been made and those were found to be without merit. Sex Offenders: At the time of the Grand Jury visit two local sexual predators were confined in the medical section, an area with eight beds. Transgender inmates are housed by themselves in a dedicated section of the facility. Staffing: Staffing is a major concern at this facility. It appears that most of the experienced Deputies have been reassigned and newer Deputies with lesser experience are replacing them. FACTS AND FINDINGS Fact: Mental health services or evaluations are incomplete at GBDF. 13 http://www.dhcs.ca.gov/services/mh/Pages/MH_Prop63.aspx 19 Fact: The GBDF facility has a high degree of use of force due to the nature and violent behavior of the inmates. Fact: The San Diego Sheriff’s Department houses inmates with mental disabilities. Fact: There is a wait time that may last months for inmates scheduled to be transferred to the Patton State Psychiatric Hospital for mental health needs. Fact: GBDF is not equipped with the same specialized treatment systems of Patton State Psychiatric Hospital.
F6:
GBDF facility is not equipped to render complete mental health services to all inmates who have mental disabilities. Fact: Some inmates refuse to stand still to be scanned by staff.
F7:
The images produced in the monitor of the scanner are difficult to interpret by staff because they are fuzzy, causing it to be under-utilized and ineffective.
Recomendaciones adicionales
7
No vinculadas a hallazgos específicos.
15-42:
Develop and implement a staff rotation policy for all detention
15-43:
Install scanners in all adult detention facilities.
15-44:
Work with the Superior Court and the Public Defender's Office to
15-45:
Convert the SDCJ "line-up" room into a small arraignment
15-46:
Update or replace the video surveillance system (control panel
15-47:
Update the certified staff training in the policy, procedures and
15-48:
Collaborate with the San Diego County Health and Human
Hallazgos & Recomendaciones
6 hallazgos
F01:
The Memorandum of Understanding (MOU) between BPCI and the City of San Diego, lacked sufficient detail to define objectives adequately and to identify funding. Fact: BPCI issued more than twenty contracts to different consultants over a two year period, some of which had overlapping deliverables. Fact: BPCI spent over $2.0 million with little or no benefit to the Balboa Park Centennial Celebration.
F02:
BPCI did not exercise effective controls over expenditures.
F03:
A single City contract manager or managing department would have benefited the Balboa Park Celebration. Fact: BPCI’s initial funding came as early grants from celebration stake-holders, such as the Tourism Marketing District (TMD). Fact: The MOU/Funding Agreement did not identify funding sources for the Balboa Park Celebration seed money.
F04:
Special projects of a unique cultural nature such as, the Balboa Park Celebration, would be more successful when their funding sources and schedules are specified prior to the initial start-up. Fact: One of the initial candidates for the CEO position informed board members that they lacked sufficient funding for the project. Fact: BPCI delivered less than half of the required quarterly reports to the City’s Natural Resources and Culture Committee and to the Balboa Park Committee. Fact: The BPCI Funding Agreement contained language that empowered City Council member’s access to project information. 6
F05:
City officials did not adequately monitor the Balboa Park Celebration project. Fact: City of San Diego’s Office of the City Auditor (OCA) completed an audit of BPCI’s functional performance on October 1, 2014. Fact: The above mentioned audit was delivered to the City’s Audit Committee, but never formally presented to the full City Council.
F06:
Public presentation of the OCA Audit to the full City Council would enhance public exposure to the facts and could stimulate public debate.
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
15-24:
Require the MOU or contract to define all objectives of the project
15-25:
Require the MOU or contract to contain an executable project plan,
15-26:
Require a single government department be designated with full
15-27:
Require funding sources or committed funding, be secured for any
15-28:
Enforce all reporting responsibilities to the Council or designated
15-29:
In the interests of transparency and to document lessons learned,
Hallazgos & Recomendaciones
2 hallazgos
F01:
Salaries of Councilmembers and the Mayor should be tied to an external benchmark. Fact: Changing the process for setting the compensation for the Mayor and Councilmembers would require an amendment to the City Charter. Fact: Recognizing the need for multiple changes to the Charter, the City Attorney has recommended the creation of a Charter Review Commission. Fact: A Charter Review Committee has been created.
F02:
A Charter Review Committee should be formed by the end of March 2015 in order to meet deadlines for City Council approval for the June 2016 ballot.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
15-01:
Place on the June 2016 or November 2016 ballot a proposed
15-02:
Through the newly created Charter Review Committee, fully vet the