Gran Jurado del Condado de San Diego
2016-2017
Hallazgos & Recomendaciones
4 hallazgos
F01:
All county high school districts have some capacity for having a successful CTE program, and funding for such a program is vital. The SDCOE offers help for both items. Fact: Not all high schools in the county have the same CTE program and pathways. Some are more extensive than others due to their larger budgets. Fact: Some schools have work-based learning projects connected with their CTE programs. These projects are configured based on the various expenses associated with them within each school district.
F02:
The larger a high school district’s funding for a CTE program, the more comprehensive it is. Fact: SDCOE offers a Project-based Learning training seminar. Fact: According to SDCOE, there are not enough qualified teachers within the county to prevent the State of California from withholding funds from several district’s CTE programs. Fact: Funding must be continually sought from various sources which include state and federal grants, public and private companies, and foundations.
F03:
Funding is critical for continuing the CTE programs in the county’s high schools. Fact: SDCOE assists county high school CTE programs by having ongoing training seminars, assisting teachers in getting CTE-credentialed, offering online resources through its ePortal, and seeking additional partnerships and funding with local businesses.
F04:
SDCOE is an invaluable source for helping the county’s high school districts in implementing and funding their CTE programs.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
17-58:
Continue its work in finding additional sources of funding for the county's
17-59:
Continue to reach out to all school districts in the county to support efforts to
17-60:
Encourage those high school districts in the county that are currently not
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Hallazgos & Recomendaciones
5 hallazgos
F01:
The need for low-income housing continues to increase while, at the same time, the inventory of affordable housing units is not keeping pace with the demand. Fact: Several organizations, including Civic San Diego, the San Diego Housing Commission, and others, are helping to provide affordable housing in San Diego’s communities. Fact: The San Diego Housing Commission has reserves of $84 million. Fact: Studies have shown that when housing and services are provided to homeless people, the cost of their use of public services can be significantly reduced.
F02:
Agencies and funding exist that could combine to produce low-income housing, which ultimately could save taxpayers money by getting the most vulnerable off the streets. Fact: Both the City and County of San Diego have surplus property. Fact: The California Surplus Land Act requires cities and counties to give excess property holdings priority for low-income housing development.
F03:
State mandates need to be followed to make available the appropriate properties for low-income housing development. Fact: Civic San Diego provides an annual listing of its development projects and their status.
F04:
The public would benefit from expanded opportunities to observe the progress the City and County of San Diego are making in developing moderate- and low-income housing. Fact: Both the City and County of San Diego provide inducements to developers to include low- income/affordable units in their projects. Fact: The Grand Jury was unable to find a verification process that ensures low- income/affordable units are built in such developments or that residents rightfully qualify. 6
F05:
The City and County of San Diego have the responsibility for ensuring that low- income/affordable housing units are appropriately included in developments when inducements have been provided to do so.
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Hallazgos & Recomendaciones
8 hallazgos
F01:
The undisputed TVM performance results the Contractor provides are different from that determined by analysis of the failure and repair data from NCTD. Fact: When the cash-management system is non-functional due to a bill or coin collector being full, the machine is not determined to be out of service. Fact: In many cases, only the customer knows the TVM is not functioning when he or she is unable to obtain a ticket.
F02:
When the TVM does not satisfy the customer’s need to purchase a ticket and no failure is noted on the screen, NCTD does not consider this a failure of the TVM when analyzing performance. Fact: The nature of the TVM failure is not always displayed to the customer. Fact: When a TVM is not working, the customer is not routed to another TVM.
F03:
TVM ticketing failures occur too frequently and customers are not informed of the alternatives. Fact: Not all error messages or ticketing failures are reported immediately by the TVM to NCTD or its Contractor. Fact: The failure of TVMs to read a credit/debit card can only be reported by the customer. Fact: There is no highly visible signage advising of the procedures to report a TVM failure.
F04:
Equipment failures cannot be corrected unless they are reported by the customer or by the TVM’s electronic communication system. Fact: The credit/debit card orientation for insertion is shown on the TVM. Fact: To get a proper read, the credit/debit card must be inserted to the stop then removed at a moderate speed to get the desired result. Fact: There is little information posted to aid the customer on proper insertion technique.
F05:
The TVM does not clearly inform the customer of the protocol for proper credit card insertion. Fact: If a TVM fails, the customer is not given any screen options to select an alternate course of action.
F06:
The TVM does not consistently inform the customer that the machine has failed to perform the requested task. Fact: Sprinter operating hours begin at 4:00 a.m. and end at 9:30 p.m. on Sunday through Thursday and 12:30 a.m. on Friday and Saturday. Fact: Coaster operating hours begin at 5:07 a.m. and end at 8:11 p.m. Monday through Friday. On Saturday and Sunday, trains begin to run at 8:30 a.m. and end at 8:12 p.m. Fact: The Contractor’s maintenance and service technicians’ normal coverage begins at 6:00 a.m. and ends at 6:00 p.m. seven days each week, with provisions for emergencies. 9
F07:
Maintenance/repair technician coverage is not available during all operating hours of the Coaster and Sprinter unless there is an emergency. Fact: There are two types of TVM preventive maintenance contractually required by NCTD: monthly and quarterly. Fact: SCRs provided by NCTD do not indicate which preventive maintenance service was actually provided. Fact: There is no evidence on the SCRs that each TVM has received the required quarterly preventive maintenance.
F08:
There is no distinction between monthly and quarterly preventive maintenance on NCTD-provided SCRs nor is there evidence to support that each TVM has had quarterly preventive maintenance performed.
Recomendaciones adicionales
9
No vinculadas a hallazgos específicos.
17-41:
Establish clear, reasonable, and measurable TVM performance
17-42:
Provide sufficient signage at TVMs to encourage customers to report
17-43:
Consider upgrading all TVMs to accurately indicate any cause of
17-44:
Consider upgrading TVMs to electronically transmit all failures to
17-45:
Provide adequate signage to direct customers on the proper technique
17-46:
Explore options to extend the Contractor's TVM technicians'
17-47:
Require the Contractor to clearly define which type of TVM
17-48:
Carefully review the SCRs the Contractor provides to ensure the
17-49:
Carefully review the Contractor's SCRs to determine, independently,
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Hallazgos & Recomendaciones
2 hallazgos
F01:
The current shared-space design is inadequate to serve both bicycles and wheelchairs, which in turn gives rise to the creation of unsafe conditions. Fact: There are no conductors on Sprinter trains. Fact: There is no capability for security personnel or dispatchers to monitor onboard surveillance cameras in real time. Fact: Code enforcement officers spend little time aboard Sprinter trains doing anything more than checking fare compliance. Fact: Priority seating signs are small and inconspicuous. Fact: Federal regulations do not require NCTD to enforce priority seating.
F02:
Persons with disabilities and those in wheelchairs are left to fend for themselves in any conflict over space.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
17-31:
Consider overhauling all Sprinter train cars to remove some of the
17-32:
Consider adding, enlarging, and rewriting signs dealing with priority
17-33:
Consider assigning additional duties to code enforcement officers and
17-34:
Consider upgrading the Sprinter surveillance camera system to
Hallazgos y recomendaciones aún no extraídos.
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Hallazgos & Recomendaciones
6 hallazgos
F01:
The San Diego Unified School District election process does not always result in board members who reflect the diversity of the district’s population. Fact: The cost to run two campaigns, one in the sub-district primary election and one in the citywide general election, can be prohibitive for candidates.
F02:
Because of the high cost of competing in two election campaigns, support and financial backing is often required from special-interest groups. Fact: Incumbents enjoy an 80 percent chance of reelection by name recognition alone. Fact: There are no term limits for San Diego Unified School District board trustees. Fact: The San Diego City Councilmembers, Mayor, and County Board of Supervisors have term limits. Fact: In general, surveys show term limits are favored by 67 percent of voters nationwide. Fact: The Sweetwater Union School District voted in the November 2016 election to have term limits for its school board members. Fact: Limiting the terms that one member can serve on the board invites new community members and new ideas.
F03:
Term limits enable more citizens to take part in school governance.
F04:
By instituting sub-district elections and term limits, a large part of the elections process will be returned to the people.
F05:
Term limits broaden the pool of people involved in the schools boards.
F06:
School board positions were not intended to be a long-term career position. The 2016/2017 San Diego County Grand Jury recommends that the San Diego City Council: 17-28: Consider placing a measure on a future ballot to allow the voters to decide whether to amend the San Diego City Charter to change the election process for the San Diego Unified School District School Board Elections, allowing only citizens in their sub-districts to elect representation directly from their sub-district. 17-29: Consider placing a measure on a future ballot to allow the voters to decide whether to amend the San Diego City Charter to allow a San Diego Unified School District board candidate who receives a majority of the votes in their sub-district during the primary election be considered elected. 17-30: Consider placing a measure on a future ballot to allow the voters to decide whether to amend the San Diego City Charter to limit the number of terms San Diego Unified School District School Board Trustees can serve. REQUIREMENTS AND INSTRUCTIONS The California Penal Code §933(c) requires any public agency which the Grand Jury has reviewed, and about which it has issued a final report, to comment to the Presiding Judge of the Superior Court on the findings and recommendations pertaining to matters under the control of the agency. Such comment shall be made no later than 90 days after the 6 Grand Jury publishes its report (filed with the Clerk of the Court); except that in the case of a report containing findings and recommendations pertaining to a department or agency headed by an elected County official (e.g. District Attorney, Sheriff, etc.), such comment shall be made within 60 days to the Presiding Judge with an information copy sent to the Board of Supervisors. Furthermore, California Penal Code §933.05(a), (b), (c), details, as follows, the manner in which such comment(s) are to be made: (a) As to each grand jury finding, the responding person or entity shall indicate one of the following: (1) The respondent agrees with the finding (2) The respondent disagrees wholly or partially with the finding, in which case the response shall specify the portion of the finding that is disputed and shall include an explanation of the reasons therefor. (b) As to each grand jury recommendation, the responding person or entity shall report one of the following actions: (1) The recommendation has been implemented, with a summary regarding the implemented action. (2) The recommendation has not yet been implemented, but will be implemented in the future, with a time frame for implementation. (3) The recommendation requires further analysis, with an explanation and the scope and parameters of an analysis or study, and a time frame for the matter to be prepared for discussion by the officer or head of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This time frame shall not exceed six months from the date of publication of the grand jury report. (4) The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefor. (c) If a finding or recommendation of the grand jury addresses budgetary or personnel matters of a county agency or department headed by an elected officer, both the agency or department head and the Board of Supervisors shall respond if requested by the grand jury, but the response of the Board of Supervisors shall address only those budgetary or personnel matters over which it has some decision making authority. The response of the elected agency or department head shall address all aspects of the findings or recommendations affecting his or her agency or department. Comments to the Presiding Judge of the Superior Court in compliance with the Penal Code §933.05 are required from the: 7 Responding Agency Recommendations Date San Diego City Council 17-28 through 17-30 8/7/17 8
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
17-28:
Consider placing a measure on a future ballot to allow the voters to
17-29:
Consider placing a measure on a future ballot to allow the voters to
17-30:
Consider placing a measure on a future ballot to allow the voters to
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Hallazgos & Recomendaciones
4 hallazgos
F01:
The Policy and Procedures Manual does not contain a comprehensive overall suicide-prevention plan with a policy statement listing the protocols (professional standards) to be used, nor does it clearly state that suicide-prevention principles must be in effect at all times. Fact: The Sheriff’s Department P&PM requires training programs for all employees. Fact: The Sheriff’s Department P&PM states that training is defined as an organized, planned, and evaluated activity designed to achieve specific learning objectives through classroom studies and closely supervised on-the-job training. Fact: The Sheriff’s Department P&PM states that staff development is defined as an organized, planned, and evaluated activity designed to further increase the staff members’ level of competence, which enables them to function more effectively.
F02:
The P&PM shows provisions for various training and development but does not show adequate and sustained training programs to ensure a continuum of comprehensive suicide-prevention services. Fact: The Sheriff’s Chief Medical Officer does not have a full-time Mental Health Officer on staff.
F03:
There is a need great enough for mental health services supervision in the Detention Services Bureau that a full-time Mental Health Officer for the jails should be a requirement. Fact: The P&PM requires a post-suicide meeting of all appropriate staff to discuss findings. Fact: In the P&PM, none of the procedures pertain to the oversight of the suicide- prevention plan.
F04:
A continuous oversight of the suicide-prevention plan is needed in order to ensure that the suicide-prevention plan, the P&PM, and the facilities’ physical features are kept current with suicide methods used by the inmates.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
17-24:
Update the Policy and Procedures Manual to include a detailed
17-25:
Update the Policy and Procedure Manual to include appropriate and
17-26:
Create and fill the position of a full-time Mental Health Director for
17-27:
Create a suicide-prevention oversight group that recommends
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Hallazgos & Recomendaciones
4 hallazgos
F01:
Formal training for school board members is inconsistent throughout San Diego County school districts.
F02:
School board members would benefit from additional formal training. Fact: Superintendents are well educated and experienced in the educational settings. Fact: There are a number of California-based institutions that offer quality training for superintendents. Fact: Eighteen of the 37 responding school districts (49 percent) require training of their superintendents. Fact: Training for superintendents is available in diverse modalities. Fact: In each of the four districts interviewed, while superintendent training was not mandatory, it was encouraged. Fact: In each of the four districts interviewed, superintendent training was a priority and readily accessible in different organizations. 8
F03:
Many superintendents find themselves in novel and extraordinary situations where additional training would be beneficial.
F04:
Formal training for superintendents is inconsistent throughout San Diego County school districts.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
17-23:
Review their process for training of school board members and their
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Hallazgos & Recomendaciones
4 hallazgos
F01:
Low enrollment underutilizes dedicated teachers and County facilities. Fact: Student enrollment at San Pasqual Academy has consistently been below the Academy’s authorized capacity of 184.
F02:
San Pasqual Academy operating below capacity wastes taxpayer resources and fails to capitalize on the principle of economies of scale. Fact: National statistics document 50 percent of foster care children will not graduate from high school. Fact: 19.2 percent of all California high school students in 2015 did not graduate from high school. Fact: The Academy high school graduation/GED rate of 92 percent significantly exceeds the high school graduation/GED rates for other California public schools. Gary Warth, “Weekend of Commencement begins: CSUSM Graduates among first to attend foster youth program,” San Diego Union-Tribune, May 20, 2016. San Pasqual Academy information, San Diego County Child Welfare Service October 6, 2016. Interview on September 26, 2016, with County of San Diego Behavioral Health Service Staff. Fact: National statistics note that 10 percent of former foster care youth attend college. Fact: 60 percent of San Pasqual high school graduates go on to a two-year or four-year college. Fact: 10 percent of San Pasqual Academy graduates earned a four-year college degree or higher.
F03:
Increasing the number of foster care children at San Pasqual Academy would result in more foster care children graduating from high school and attending college. Fact: Siblings are difficult to place with the same foster care parents.
F04:
San Pasqual Academy has a positive effect in keeping families together by accepting siblings from middle school through high school.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
17-18:
Fully use taxpayer resources and improve graduation rates of foster
17-19:
Consider highlighting the San Pasqual Academy student
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Hallazgos & Recomendaciones
7 hallazgos
F01:
Some San Diego City Councilmembers are using questionable procedures to provide free replacement refuse bins that appear to violate Council Policy 100-06 and Waste Management Regulation R-009-10. Fact: More than 11,000 black refuse bins were replaced and paid for by homeowners in the last fiscal year. Fact: Several hundred homeowners who live in three council districts paid nothing for their replacement refuse bins in the last fiscal year.
F02:
Programs used by three San Diego City Council districts to provide free replacement refuse bins are inequitable. Fact: A majority of black refuse bins now in use in the City of San Diego are beyond their normal service life.
F03:
A majority of black refuse bins now in use in the City of San Diego are damaged and should be replaced. Fact: San Diego relies on the City of Los Angeles to select suitable refuse bins and automated collection vehicles. Fact: San Diego does not independently test refuse bins and collection vehicles.
F04:
The City of San Diego fails to select the best refuse collection equipment and bins by simply choosing to select the least expensive. Fact: The number of complaints of City trucks damaging refuse bins has nearly doubled in three years.
F05:
The City of San Diego needs to improve the maintenance and repair of aging refuse collection vehicles and lift arms. Fact: Repair and maintenance of fire trucks at the ESD Miramar Operations Center has priority over repair and maintenance of automated refuse collection trucks. Fact: Repair and maintenance of automated refuse collection trucks is relegated to the new hires and least-experienced mechanics.
F06:
Repair and maintenance of automated refuse collection trucks is negatively impacted by having to share space and personnel dedicated to fire trucks. Fact: The ESD must maintain an expensive fleet of automated refuse collection trucks in reserve because of frequent breakdowns. Fact: There are many days when dozens of automated refuse collection trucks are listed in nonoperational status with most waiting for repairs or maintenance.
F07:
Not enough mechanics are assigned to repair and maintenance of automated refuse collection trucks.
Recomendaciones adicionales
7
No vinculadas a hallazgos específicos.
17-11:
damaged refuse collection bins beyond their normal service life, as
17-12:
Amend Council Policy 100-06 to more clearly define what CPPS funds
17-13:
Establish a process to provide oversight of CPPS spending.
17-14:
Urge the Fleet Services Department to speed up the process of moving
17-15:
Advise the Environmental Services Department to develop
17-16:
Urge the Fleet Services Department to improve repair and
17-17:
Advise the Fleet Services Department to provide a sufficient number
Hallazgos & Recomendaciones
4 hallazgos
F01:
The Escondido library facility inadequately serves the community. Fact: Data indicates a significant drop in the number of library programs since 2008/09, then a gradual increase. Fact: Program attendance after a spike in 2011/12 declined significantly in 2012/13, and then gradually increased.
F02:
The Escondido library’s programs do not meet the community needs. Fact: The Escondido library’s operating income has remained relatively stable. Fact: The Escondido library’s operating income has exceeded operating expenditures in all but one year since 2008/09. Fact: When library operating income exceeds operating expenditures the unused allocated portion remain in the City’s general fund. City of Escondido, Council Meeting Agenda, October 19, 2016, https://www.escondido.org/Data/Sites/1/media/agendas/Council/10-19-16CCAgendaPacket.pdf (accessed 10/27/2016). 9
F03:
Unused allocated funds from the Escondido Library operating budget are not used to benefit the library. Fact: The Escondido library publishes brochures, ads, and press releases concerning Library programs and activities. Fact: The Escondido library does not have a marketing plan.
F04:
An effective marketing plan is not being employed to attract more people to the library’s resources, programs, and activities.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
17-08:
Review methods of increasing the number of library programs by the
17-09:
Consider creating a subcommittee to investigate methods of
17-10:
Investigate methods of dedicating, by the end of the next budget cycle,
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Hallazgos & Recomendaciones
4 hallazgos
F01:
The lag in renewing expired leases does not allow the City to maximize its revenue potential on leased properties and prevents lessees from developing secure, long-term plans.
F02:
READ’s inability to bring the backlog of expired leases current demonstrates a lack of adequate resources. Fact: READ has no established standard time period for issuing RFPs prior to lease renewal. 4 “Performance Audit,” https://www.sandiego.gov/sites/default/files/13-009_read.pdf, p. 29 (accessed 11/3/16). 5 “Portfolio Management Plan,” https://www.sandiego.gov/sites/default/files/portfoliomanagementplan.pdf, p. 23 (accessed 10/11/16). Council Policy 700-10, http://docs.sandiego.gov/councilpolicies/cpd_700-10.pdf (accessed 9/14/16). Council Policy 700-12, https://www.sandiego.gov/sites/default/files/legacy/park-and- recreation//pdf/bptf/18.cp700-12dispositionofcityproperty.pdf (accessed 9/14/16). 3
F03:
A policy for time-sensitive issuance of RFPs would promote fairness and accountability. Fact: Council Policy 700-10 does not allow downward lease rate adjustments. Fact: Council Policy 700-12 has not been updated since 1985.
F04:
Council Policy 700-10 is too rigid and needs revising, and Council Policy 700-12 is outdated, preventing READ officials from making sound leasing decisions that accurately reflect current economic conditions.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
17-01:
Within fiscal year 2018, provide resources to the Real Estate Assets
17-02:
Direct the Real Estate Assets Department to establish, within fiscal year
17-03:
Work with the Real Estate Assets Department to revise and update Council
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Hallazgos & Recomendaciones
3 hallazgos
F01:
There is no known relationship between CWS programs and policies and taxpayers contributions to the long-term success of County foster care alumni. Fact: The County HHSA does not know how many former foster care youth utilize the County’s welfare services.
F02:
The County HHSA has no data to determine if delivery of services by the CWS results in lower/higher dependence on general welfare programs by former County foster care youth. Supporting THP+ for California’s Emancipating Foster Youth: A Compilation of Statistics (2006). Fact: States and academic institutions have collected data on the outcomes of foster care alumni for the purpose of improving delivery of services by public and private social services agencies.
F03:
Data from longitudinal studies of foster care alumni has resulted in improvement and understanding of the foster care programs and policies.
Recomendaciones adicionales
2
No vinculadas a hallazgos específicos.
17-53:
Reduce HHSA welfare costs by foster care alumni through a cooperative
17-54:
Utilize existing County databases to determine how many individuals who
Hallazgos & Recomendaciones
8 hallazgos
F01:
An adequate budget line item for facility repairs would allow for timely and necessary repairs to be performed.
F02:
A budget line item for interim facility upgrades would keep the facility current until a new facility is built. Fact: There is limited time allocated for detainee physical education and recreation. Fact: No programs exist for organized events, games and books.
F03:
Additional time allowing juvenile detainees to participate in joint recreational events would benefit the juveniles’ eventual assimilation back into the community, as well as provide a learning experience of how to get along with others. Camp Barrett Juvenile Detention Facility Camp Barrett is an aging juvenile detention facility located east of San Diego. It houses high risk boys between the ages of 13 to 18. Its capacity is 125, and the population was 85 at the time of the Grand Jury’s visit. The camp has an incentive-based reward system to help the young men learn to modify their behavior. There are several programs offered to detainees at the facility. The Breaking Cycles (BC) 56-day behavior modification program, the 28-day Drug Court (DC) rehabilitation program, the BC/DC combined Phoenix House 84-day program and the Barrett 365-day program. These are multi-agency, geographically diverse programs administered by the County of San Diego Probation Department. They are designed to prevent escalating juvenile delinquency. Boys with severe mental illnesses are not housed at CBJDF; nevertheless, 25 percent are on psychotropic medications for ADHD, depression, anxiety, etc. A running club has been started at the camp with encouraging results. Several of the boys were committed to it and the challenge it represents. There also is a small garden where the boys grow their own vegetables. Education curriculum is based on the University of California’s A-G courses. Juveniles attend two meetings before release. The first is a transition meeting, which helps the juvenile reconnect into his community. The second is the pre-release meeting, which takes place just before being released back into his parents’ or guardians’ care. Camp personnel reported a recidivism rate of approximately 29 percent. Several programs exist that offer training beyond educational curriculum, including culinary arts, horticultural skills, auto repair and maintenance, and barista training classes. Because of the remote location of the camp, video conferencing visits are allowed in addition to physical visits by family. The physical condition of the offices, classrooms, and dormitories is clearly substandard and in need of major repairs. The dormitory buildings are concrete. They are outfitted with bunk beds and a common restroom area with no doors for privacy. With permission from the correctional officers, the boys are allowed to sit on the floor with other detainees for interaction, or, in rare cases, a table and chairs are brought in. The 2015/2016 Grand Jury in its annual report recommended that a long-range master plan be created to determine the feasibility and advisability of consolidating juvenile detention facilities. In July, 2016, the County requested additional time to create the plan by December 1, 2016. During its investigation, the Grand Jury learned that the plan was not available even as late as April, 2017. The Grand Jury is disappointed that the Probation Department does not acknowledge the urgent need to create the master plan to replace an unsuitable, deteriorating and aging facility. In August, 2015 Juvenile Ranch Facility (JRF) was closed and detainees were relocated to the remaining three facilities. Despite this action the overall operating costs for all facilities increased by approximately $1.6 million. The 36 correctional officers from JRF were not assigned alternative duties within the department, but were merely transferred to the remaining juvenile facilities, thereby increasing the staff to detainee ratio, see Chart 1. Furthermore, the Grand Jury learned that certain other services, such as insurance coverage, and contracted staff were based on a larger number of detainees (accurate at the time), and that contracts for these services had yet to be revised to reflect the current much lower number of detainee population. Fiscal Year 2016 Fiscal Year 2017 Actuals Jul-Jun Actuals Jul-Dec & Projected Jan-Jun All-In All-In All-In Avg. Avg. Cost Avg. All-In All-In All-In Avg. Avg. Cost Avg. Ops Cost Staff Staff- Juveniles Per Staff Per Ops Cost Staff Staff- Juveniles Per Staff Per ($ M) PO Oth. Housed Juvenile* Juvenile ($ M) PO Oth. Housed Juvenile* Juvenile KMJDF & GRF $ 26.12 197 63 170 $1 53,632 1.53 $ 28.30 199 65 167 $ 169,827 1.58 EMJDF $ 21.70 125 56 154 $1 40,740 1.18 $ 21.90 124 62 134 $ 163,070 1.39 CBJDF $ 14.50 57 37 84 $1 72,077 1.12 $ 14.30 93 38 77 $ 186,579 1.70 JRF-Campo (Closed 8/7/2015) $ 0.60 36 19 34 $ 1 9,077 1.62 $ 62.92 415 175 442 $1 42,295 1.33 $ 64.50 416 165 378 $ 170,844 1.54 *Average Cost Per Housed Juvenile Per Year assumes every juvenile spent at least 12 month. Chart 1 The Grand Jury requested the Probation Department for additional pertinent information in order to compare the overall detainee-to-staff ratio, but as of this writing the information had not been provided. Positives Staff members that the Grand Jury observed are dedicated and upbeat. Staff members can live on the premises outside of the facility itself and may design their own living quarters. Detainees we spoke with were optimistic about success once released. Negatives Remote location makes it difficult for family members to visit. Remote location makes it difficult for probation officers to drive to and from it. Facility is in need of major repairs. FACTS AND FINDINGS (CBJDF) Fact: Comparing Fiscal Year (FY) 2017 to FY 2016, the number of juvenile facilities and the juvenile population decreased while the Probation Department staff remained the same. Fact: The staff to detainee ratio increased 15 percent from FY 2106 to FY 2017 due mainly to the transfer of the 36 officers from JRF to remaining facilities. Fact: California’s Title 15 regulations require a detainee-to-staff ratio of 10:1 during the day and 30:1 at night (The Grand Jury learned that the PREA recommended ratio is likely to be changed to 8:1 during the day and 16:1 at night in October 2017). The Grand Jury believes that the current detainee-to-staff ratio in the County exceeds PREA. However, additional information requested from the Probation Department has not been received so a meaningful comparison could not be made.
F04:
Reallocating staff elsewhere would create a more feasible ratio of detainees to staff. Fact: The Probation Department does not have a long-range plan for consolidating juvenile detention facilities. Fact: The Board of State and Community Corrections (BSCC) bed-rated physical capacity for San Diego’s juvenile detention facilities is 853, in contrast the FY 2017 occupancy number is 378; a 55 percent underutilization of resources. Fact: Insurance coverage and contracted staff are based on a larger number of detainees than currently in custody.
F05:
A long-range master plan would provide clarity on whether or not to further consolidate facilities and services. Fact: CBJDF is located approximately 35 miles from San Diego, in a remote Alpine area near Descanso. This creates a hardship for detainees’ relatives to visit regularly. Furthermore it adds hours of travel time to staff members’ already full and demanding day.
F06:
The remoteness of this facility makes it unsuitable for parents to participate in a juvenile’s life during incarceration. Fact: CBJDF has transferrable learning assets, such as the auto repair and maintenance shop and culinary arts class which presently serve a small population of 77 juveniles.
F07:
The auto repair and maintenance shop training is grossly underutilized in its present location. East Mesa Juvenile Detention Facility The EMJDF is fairly new, built in 2004 with a rated detainee capacity of 391 for high-risk boys only, ranging in age from 13–21 years. At the time of the Grand Jury’s visit, the detainee population was 109. The facility includes an intake/booking/release area for boys and girls, but the Grand Jury was told that this portion of the facility remains unused as the vast majority of youth arrested are taken to KMJDF. Detainees each have a caseworker-probation officer who develops a case plan for them. The facility has several programs, including the Youth Offender Unit (YOU), which handles all of the highest security risk detainees and occupies two of the five pods currently in use. The Breaking Cycles program is also available and geared toward younger detainees who are unable to be placed at CBJDF. These detainees are housed in a separate unit. EMJDF is also a stepping stone for some detainees who are waiting to be transferred to CBJDF. Other programs offered are Anger Management, Chemical Dependency, Teen Relationship Violence, Education/Literacy, Personal Responsibility, and Art Therapy. There is also a robust horticultural program that includes xeriscaping, water conservation, general landscaping principles, irrigation, and climate as it relates to gardening, and harvesting different plants, vegetables and fruits. Youth are sentenced for up to one year, but time can be subtracted for achieving prescribed milestones in the correctional program. Time can also be added for infractions of jail rules, regulations and ordinances. Detainees attending school receive AB 216 diplomas, and many attend college for vocational as well as academic studies. Career Technology Education (CTE) is also provided and includes culinary, agricultural, horticultural, environmental, and drought- resistant landscaping courses. The physical condition of the facility is excellent, except for a few minor repairs, and includes a modern medical unit and a state-of-the-art kitchen. The kitchen, is underutilized since all meals are pre-prepared (cooked and then frozen) at the East Mesa Reentry Facility, and only heated up at the EMJDF. Minimal hands-on training is held in the kitchen since meals are primarily reheated, unlike at CBJDF where meals are actually prepared. Positives Good re-entry programs Boys’ progress is tracked for a time post-release Facility is in excellent condition, except for a few minor repairs Negatives Only one-third of the facility’s capacity is in use. The Grand Jury believes this to be intentional as staff and management anticipate closure of either CBJDF and/or the major renovation of KMJDF, either or both of whose detainees could be transferred to EMJDF. Some minor repairs are needed, including a condenser in one of the refrigeration units and a few visitation cubicles that were out of order. The kitchen could be utilized for full culinary arts training as well as on-site meal preparation. FACTS AND FINDINGS (EMJDF) Fact: A modern, on-site kitchen already exists. Fact: Culinary arts training classes have already been proven successful in helping detainees in adult detention facilities, and CBJDF, to gain useful and useable skills upon their release. Fact: As at CBJDF, the boys could “reengineer” the frozen foods to be more appealing for consumption.
F08:
Providing the means for the boys to acquire culinary art skills would primarily provide a better meal, but more importantly provide them with useable skills upon leaving the detention facility.
Recomendaciones adicionales
6
No vinculadas a hallazgos específicos.
17-35:
Establish a process to immediately address on-going facility repairs, as well
17-36:
Establish a process to evaluate daily schedules to allow additional
17-37:
Consider making full utilization of existing state of the art kitchen at East
17-38:
Create a plan to close Camp Barrett Juvenile Detention Facility, and move
17-39:
Develop a long term plan to utilize excess Probation Department
17-40:
Expedite the creation of a long-range executable master plan to
Hallazgos & Recomendaciones
3 hallazgos
F01:
Broken windows should be repaired as soon as possible to ensure safety and security of staff and inmates. Fact: Security and technology systems at the George Bailey Detention Facility are outdated and expensive to maintain.
F02:
Outdated technology systems increase safety and security risks for staff and inmates. Fact: The Vista Detention Facility had a broken sally port door at the time of the Grand Jury’s visit. Fact: The Vista Detention Facility had a nonfunctional staff elevator at the time of the Grand Jury’s visit.
F03:
Nonfunctional sally ports and elevators increase safety and security risks for both staff and inmates.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
17-50:
Review the Policies and Procedures manual to evaluate and reassess whether
17-51:
Follow through with the County's CAO Recommended Operational Plan to
17-52:
<b>Expedite necessary repairs at the Vista Detention Facility.</b>
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
3 hallazgos
F01:
In the event of a declared water emergency, the County has no formal water- conservation plan for the Waterfront Park. Fact: The County has reduced the daily water consumption of the fountains and associated reflecting pools by reducing the fountain operating hours. Fact: The County has replaced the original filters for the treated fountain water with a more efficient, reliable, and less water-intensive filtration system. Fact: There are additional potable water conservation measures (low-use lawn conversion and fountain system management) that can be employed at the Waterfront Park.
F02:
The County has not maximized its potable water conservation opportunities at the Waterfront Park. Fact: Total CAC water consumption for the fountains and central plant since May 2014 is 10 million gallons of potable water. Fact: Fountain-only water consumption is not measured.
F03:
Insufficient data is available to accurately measure and manage fountain water conservation.
Recomendaciones adicionales
4
No vinculadas a hallazgos específicos.
17-04:
Prepare an emergency drought-response plan for the Waterfront Park
17-05:
Implement a proactive, ongoing water-conservation program for the
17-06:
Develop a means to measure fountain water consumption at the
17-07:
Develop for the Waterfront Park a public recreational usage profile of