San Luis Obispo County Grand Jury
2011-2012
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (9)
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Findings & Recommendations
15 findings
F1:
Avila Beach CSD lacks a website.
Related Recommendations (1)
R1:
Avila Beach CSD, due to its size and the breadth of its services, should develop a website to comply with the LAFCO recommendation to do so.
F2:
Linne Road CSD lacks a website.
Related Recommendations (1)
R2:
The Avila Beach CSD website should have a functional link to its board agendas.
F3:
California Valley CSD meets the agenda requirement, but posts no annual budget.
Related Recommendations (1)
R3:
The Independence Ranch CSD website should have a functional link to its board agendas.
F4:
Cambria CSD meets the agenda requirement, but board minutes should be kept more current.
Related Recommendations (1)
R4:
The Squire Canyon CSD website should have a functional link to its board agendas.
F5:
Ground Squirrel Hollow CSD meets the agenda requirement, but lacks an up-to-date budget and has insufficient contact information.
Related Recommendations (1)
R5:
The Avila Beach CSD website should include a functional link to its annual budget and approved board minutes.
F6:
Heritage Ranch CSD meets the agenda requirement. It has insufficient contact information for the general manager.
Related Recommendations (1)
R6:
The California Valley CSD website should include a functional link to its annual budget and approved board minutes.
F7:
Independence Ranch CSD does not meet the agenda requirement. The budget is posted but board minutes are outdated.
Related Recommendations (1)
R7:
The Cambria CSD website should include a functional link to its annual budget and approved board minutes.
F8:
Los Osos CSD meets the agenda requirement, and provides many good links and information resources to the community.
Related Recommendations (1)
R8:
The Ground Squirrel Hollow CSD website should include a functional link to its annual budget and approved board minutes.
F9:
Nipomo CSD meets the agenda requirement. It further benefits residents by including a great deal of additional information.
Related Recommendations (1)
R9:
The Independence Ranch CSD website should meet the agenda requirement and include a functional link to its annual budget and approved board minutes.
F10:
Oceano CSD meets the agenda requirement but lacks board minutes. The inclusion of the board package is a significant benefit to the residents, but combining it with the agenda makes finding it awkward.
Related Recommendations (1)
R10:
The Oceano CSD website should include a functional link to its annual budget and approved board minutes.
F11:
San Miguel CSD meets the agenda requirement, but lacks minutes and a budget on its website. District stakeholders benefit from the posting of the board package.
Related Recommendations (1)
R11:
The San Miguel CSD website should include a functional link to its annual budget and approved board minutes.
F12:
San Simeon CSD meets the agenda requirement, but fails to post the budget and board minutes. Providing the board package online is a great service to district residents.
Related Recommendations (1)
R12:
The San Simeon CSD website should include a functional link to its annual budget and approved board minutes.
F13:
Squire Canyon CSD has broken links for its agenda and minutes, and no link for a budget.
Related Recommendations (1)
R13:
The Squire Canyon CSD website should repair the link to its board agendas and minutes, and include a functional link to its annual budget.
F14:
Templeton CSD meets the agenda requirement, but does not post its minutes or budget on its website. It also has insufficient contact information.
Related Recommendations (1)
R14:
The Templeton CSD website should include a functional link to its annual budget and approved board minutes.
F15:
The County’s CSD web page contains several broken links to CSDs, and some CSDs with websites are not listed. 12
Related Recommendations (1)
R15:
The responses shall be submitted to the Presiding Judge of the San Luis Obispo County Superior Court by September 20, 2012. Please provide a paper copy and an electronic version of all responses to the Grand Jury. The mailing addresses for delivery are: Presiding Judge Grand Jury Presiding Judge Barry T. LaBarbera San Luis Obispo County Grand Jury Superior Court of California P.O. Box 4910 1050 Monterey Street San Luis Obispo, CA 93402 San Luis Obispo, CA 93408 The email address for the Grand Jury is: GrandJury@co.slo.ca.us 16
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Findings & Recommendations
11 findings
F1:
A primary responsibility of a governing board is financial oversight and accountability.
F2:
Governing board members overseeing the county’s ten districts, similar to governing board members statewide, are offered education and training in school district budgeting and financial oversight, but seldom take maximum advantage of the workshops offered.
Related Recommendations (2)
R1:
The SLO County Office of Education should develop a minimum two-day mandatory education program for new governing board members with a concentration on budgeting and financial oversight, supplemented by an annual continuing training program.
R2:
Each governing board in the county should establish a policy requiring new board members to attend a minimum of two days of education on school district budgeting and financial oversight. Each governing board should also require follow-up financial training for board members annually.
F3:
All ten school districts in San Luis Obispo County are currently in deficit spending.
Related Recommendations (3)
R3:
The administration and Governing Board of Paso Robles Joint Unified School District should take additional budget cutting steps beyond the 12 annual furlough days scheduled for the next year, in order to be assured of achieving the County Office of Education Superintendent’s recommended reserve at the end of the 2013-2014 fiscal year. 22
R4:
The administration and Governing Boards of Paso Robles, Atascadero, San Miguel and Shandon school districts should establish budget reductions in the coming year that will assure meeting the state’s recommended reserve for districts of their size by the end of 2013- 2014
R5:
The Governing Boards of Atascadero, Lucia Mar, Paso Robles, San Miguel, and Shandon school districts should seriously consider a parcel tax as a revenue source and educate the public about its importance and viability.
F4:
In January 2012, the County Superintendent of Schools agreed with the decision of the Paso Robles Joint Unified School District management to declare negative status.
F5:
The Paso Robles Joint Unified School District and its unions agreed to take six staff furlough days in May of this year, in order to reduce expenditures sufficiently to end the fiscal year with positive reserves.
Related Recommendations (1)
R3:
The administration and Governing Board of Paso Robles Joint Unified School District should take additional budget cutting steps beyond the 12 annual furlough days scheduled for the next year, in order to be assured of achieving the County Office of Education Superintendent’s recommended reserve at the end of the 2013-2014 fiscal year. 22
F6:
The County Superintendent has issued “qualified” warnings to four other school districts, Atascadero, Lucia Mar Unified, San Miguel Joint Unified, and Shandon Joint Unified, and suggested that they make new budget cuts to remain solvent over the next two years.
Related Recommendations (1)
R4:
The administration and Governing Boards of Paso Robles, Atascadero, San Miguel and Shandon school districts should establish budget reductions in the coming year that will assure meeting the state’s recommended reserve for districts of their size by the end of 2013- 2014
F7:
Two districts, Templeton and Pleasant Valley, rely on Revenue Limit funding from the state, have maintained substantial reserves and are expected to weather the current state budget crisis with minimal disruption of their education programs. 21
F8:
Three Basic Aid districts, Cayucos, San Luis Coastal and Coast Unified, which receive revenue from local property taxes and have maintained substantial reserves, are expected to weather the current state budget crisis with minimal disruption of their education programs.
F9:
The County Superintendent of Schools has advised the county school districts to prepare budgets that assume the proposed ballot initiatives to raise state income taxes and sales taxes in order to increase funding for public education statewide will not pass.
F10:
During the current school year, State Lottery proceeds will provide about $4.8 million to the ten school districts in San Luis Obispo County, 17 % less than the previous year and only 1.8% of the total $267 million in annual revenues the ten school districts will receive this year.
F11:
A parcel tax is a viable revenue source for school districts; however, the two-thirds voter approval requirement is a substantial challenge.
Related Recommendations (1)
R5:
The Governing Boards of Atascadero, Lucia Mar, Paso Robles, San Miguel, and Shandon school districts should seriously consider a parcel tax as a revenue source and educate the public about its importance and viability.
Findings & Recommendations
10 findings
F1:
San Luis Obispo County has an ordinance allowing brick and mortar medical marijuana collectives, but the Board of Supervisors has rejected all applications to date.
Related Recommendations (1)
R1:
The County Board of Supervisors should convene a committee comprised of the County Sheriff, County Building and Planning staff, local public health officials, the County Tax Collector, the County Planning Commission, brick and mortar medical marijuana collective and mobile collective delivery service managers, medical marijuana physician providers, and community representatives. The purpose of the committee should be to develop a fair and viable local ordinance for brick and mortar medical marijuana collectives that provide authorized patients with safe access to contaminant-free medical marijuana in accordance with California law.
F2:
Each incorporated city in the county has an ordinance prohibiting brick and mortar medical marijuana collectives within its city limits.
Related Recommendations (1)
R1:
The County Board of Supervisors should convene a committee comprised of the County Sheriff, County Building and Planning staff, local public health officials, the County Tax Collector, the County Planning Commission, brick and mortar medical marijuana collective and mobile collective delivery service managers, medical marijuana physician providers, and community representatives. The purpose of the committee should be to develop a fair and viable local ordinance for brick and mortar medical marijuana collectives that provide authorized patients with safe access to contaminant-free medical marijuana in accordance with California law.
F3:
The county and incorporated cities in the county have not adopted an ordinance regarding medical marijuana mobile collective delivery services operating within their jurisdictions, with the exception of Atascadero.
Related Recommendations (2)
R1:
The County Board of Supervisors should convene a committee comprised of the County Sheriff, County Building and Planning staff, local public health officials, the County Tax Collector, the County Planning Commission, brick and mortar medical marijuana collective and mobile collective delivery service managers, medical marijuana physician providers, and community representatives. The purpose of the committee should be to develop a fair and viable local ordinance for brick and mortar medical marijuana collectives that provide authorized patients with safe access to contaminant-free medical marijuana in accordance with California law.
R2:
The county and incorporated cities in the county should develop an ordinance regarding medical marijuana mobile collective delivery services within their respective jurisdictions.
F4:
Business licenses are required for all businesses operating in the incorporated and unincorporated areas of the county.
F5:
Many medical marijuana mobile collective delivery services operate in the incorporated and unincorporated areas of the county without a business license.
Related Recommendations (1)
R3:
By code or ordinance, the county and each incorporated city in the county should require medical marijuana mobile collective delivery services operating within their jurisdiction to possess a business license and seller’s permit.
F6:
There is currently no way to determine the exact number of medical marijuana mobile collective delivery services operating in the incorporated and unincorporated areas of the county or on the Cal Poly campus.
Related Recommendations (1)
R4:
Using business license records, seller’s permits and sales taxes, the county and each incorporated city in the county should compile a list of medical marijuana mobile collective delivery services operating within their jurisdictions.
F7:
There is no protocol for medical marijuana mobile collective delivery service recordkeeping.
Related Recommendations (1)
R5:
By code or ordinance, the county and each incorporated city in the county should require medical marijuana collectives and mobile collective delivery services to keep current records.
F8:
Medical marijuana, including edibles, is not regulated by the County Health Department.
Related Recommendations (1)
R6:
The County Health Department should consider establishing standards for edible medical marijuana sold in the county.
F9:
Home invasions and homicides have resulted from medical marijuana being present or grown in homes.
Related Recommendations (1)
R1:
The County Board of Supervisors should convene a committee comprised of the County Sheriff, County Building and Planning staff, local public health officials, the County Tax Collector, the County Planning Commission, brick and mortar medical marijuana collective and mobile collective delivery service managers, medical marijuana physician providers, and community representatives. The purpose of the committee should be to develop a fair and viable local ordinance for brick and mortar medical marijuana collectives that provide authorized patients with safe access to contaminant-free medical marijuana in accordance with California law.
F10:
The County Health Department is designated to administer the medical marijuana ID program and it satisfies the requirements set forth in Proposition 215 and SB 420.
Findings & Recommendations
1 findings
F1:
COMMENDATION The Grand Jury generated this report in close cooperation with the management of the County Office of Emergency Services. The almost continuous interaction over many months helped the Grand Jury understand the details and thoroughness of the county's readiness for dealing with a wide range of emergencies. The Grand Jury applauds the county's efforts in emergency preparedness, in both planning and training. This is an informational report that does not require a response. LIST OF ACRONYMS CERT – Community Emergency Response Team CHP – California Highway Patrol DARPA - Defense Advanced Research Projects Agency DOC - Department Operations Center ECC -Emergency Communication Center- Cal Fire EOC – Emergency Operations Center NIMS - National Incident Management System OA - Operational Area OES - Office of Emergency Services PAZ - Protective Action Zone SEMS – Standardized Emergency Management System SWC - Sheriff's Watch Command VOAD - Community Emergency Response Team
Findings & Recommendations
8 findings
F1:
The Police Departments of Pismo Beach and Grover Beach and the Sheriff’s Department have citizen complaint forms on their websites.
F2:
The Police Departments of Arroyo Grande, Atascadero, Paso Robles, San Luis Obispo, and Morro Bay do not have citizen complaint forms available on their websites.
F3:
The Police Departments of Atascadero, Grover Beach, Morro Bay, Paso Robles, and San Luis Obispo have an admonition on their citizen complaint forms.
F4:
The Police Department of Grover Beach and the Sheriff’s Department do not have an admonition on their websites.
F5:
The Police Departments of Paso Robles and San Luis Obispo indicated that they would soon place citizen complaint forms on their websites.
F6:
All Police Departments use the policy guidelines proposed by Lexipol.
F7:
All Police Departments and the Sheriff’s Department adhere to the policy guidelines for citizen complaints proposed by POST. However, the Pismo Beach Police Department also adheres to the guidelines of CALEA, a national organization.
F8:
The Sheriff’s Department has an outdated system of video recording in their vehicles and lacks the ability to store video data efficiently. The storage of DVDs is inefficient, requires too much space and slows retrieval time when it is necessary to utilize the information.
Additional Recommendations
3
Not linked to specific findings.
R1:
The Police Departments of Arroyo Grande, Atascadero, Paso Robles, San Luis Obispo, and Morro Bay should add citizen complaint forms to their websites.
R2:
The Police Departments of Atascadero, Grover Beach, Morro Bay, Paso Robles, and San Luis Obispo should remove the admonition from their complaint forms.
R3:
The responses shall be submitted to the Presiding Judge of the San Luis Obispo County Superior Court by May 19, 2012. Please provide a paper copy and an electronic version of all responses to the Grand Jury. The mailing addresses for delivery are: Presiding Judge Grand Jury Presiding Judge Barry T. LaBarbera San Luis Obispo County Grand Jury Superior Court of California P.O. Box 4910 1050 Monterey Street San Luis Obispo, CA 93402 San Luis Obispo, CA 93408 The e-mail address for the Grand Jury is: GrandJury@co.slo.ca.us
Findings and recommendations not yet extracted.
Findings & Recommendations
6 findings
F1:
CMC is generally clean, safe and managed professionally.
F2:
Visiting Room is large open space with a moderately raised platform at one end comprises the visiting room at CMC. In addition, inmates and guests may mingle in the adjacent open-air courtyard and foyer. Inmates qualified for visits but restricted to no contact may receive visitors in the closed, partitioned cubicles adjacent to the main room. The visiting room is furnished with portable plastic/metal tables and stacking chairs. Vending machines line a wall. During visiting hours, there are four officers to supervise the three areas provided for visitation. Between inmates and guests, the crowd can include 400 or more people. The four officers assigned to supervision have only two low-resolution video cameras to assist them with monitoring inappropriate contact and the passing of contraband
F3:
Prison Industries Authority (PIA) PIA is composed of two knitting mills, four factories, print plant, laundry, PIA warehouse, and PIA maintenance. They manufacture over $20,000,000.00 worth of products utilized by other state agencies. The t-shirt factory is capable of manufacturing over 6,000 items a day. Recent contracts with Caltrans for high visibility shirts has resulted in the manufacture of 60,000 shirts completed, another 50,000 now under construction and future orders for an additional 50,000 shirts. Grand Jurors toured the shoe manufactory and print shop. The skills taught and practiced here range from fork lift driving to machine operation and printing. All work areas were orderly and efficient. Inmates and staff appear safe and content.
F4:
Kitchen area on West Side: The kitchen appeared neat and clean.
F5:
Educational Programs/Libraries: No inmates were present during the Grand Jury’s inspection of academic settings. The U.S. government and law books do not appear to be up-to-date. Access to law books requires filling out a form with the librarian. The Grand Jury did not see the law librarian during its visit.
F6:
Medical Services: Medical recordkeeping system is being digitized. Dental Care: Inmates filled all chairs at the time of the Grand Jury inspection. Inmates under age 50 get one dental check-up every two years. Over age 50 they get one check-up per year. Outpatient Services: Patients line up outside to make medical appointments. The outpatient services area is small, congested and appears chaotic for staff and patients. Lab tests, X-Rays, a pharmacy, and minor surgery are available. In-Patient Services: There are 2 semi-private wards and one isolated room. It appears there is adequate space for the inmate patients, but not for storage. Families may visit the critically ill. There are 37 beds for acute care, nursing home care and rehabilitation. Building 50 is the “psych ward,” which houses many developmentally disabled inmates. The state pays for most of their care. 215
Findings & Recommendations
6 findings
F1:
CMC is generally clean, safe and managed professionally.
F2:
Visiting Room is large open space with a moderately raised platform at one end comprises the visiting room at CMC. In addition, inmates and guests may mingle in the adjacent open-air courtyard and foyer. Inmates qualified for visits but restricted to no contact may receive visitors in the closed, partitioned cubicles adjacent to the main room. The visiting room is furnished with portable plastic/metal tables and stacking chairs. Vending machines line a wall. During visiting hours, there are four officers to supervise the three areas provided for visitation. Between inmates and guests, the crowd can include 400 or more people. The four officers assigned to supervision have only two low-resolution video cameras to assist them with monitoring inappropriate contact and the passing of contraband
F3:
Prison Industries Authority (PIA) PIA is composed of two knitting mills, four factories, print plant, laundry, PIA warehouse, and PIA maintenance. They manufacture over $20,000,000.00 worth of products utilized by other state agencies. The t-shirt factory is capable of manufacturing over 6,000 items a day. Recent contracts with Caltrans for high visibility shirts has resulted in the manufacture of 60,000 shirts completed, another 50,000 now under construction and future orders for an additional 50,000 shirts. Grand Jurors toured the shoe manufactory and print shop. The skills taught and practiced here range from fork lift driving to machine operation and printing. All work areas were orderly and efficient. Inmates and staff appear safe and content.
F4:
Kitchen area on West Side: The kitchen appeared neat and clean.
F5:
Educational Programs/Libraries: No inmates were present during the Grand Jury’s inspection of academic settings. The U.S. government and law books do not appear to be up-to-date. Access to law books requires filling out a form with the librarian. The Grand Jury did not see the law librarian during its visit.
F6:
Medical Services: Medical recordkeeping system is being digitized. Dental Care: Inmates filled all chairs at the time of the Grand Jury inspection. Inmates under age 50 get one dental check-up every two years. Over age 50 they get one check-up per year. Outpatient Services: Patients line up outside to make medical appointments. The outpatient services area is small, congested and appears chaotic for staff and patients. Lab tests, X-Rays, a pharmacy, and minor surgery are available. In-Patient Services: There are 2 semi-private wards and one isolated room. It appears there is adequate space for the inmate patients, but not for storage. Families may visit the critically ill. There are 37 beds for acute care, nursing home care and rehabilitation. Building 50 is the “psych ward,” which houses many developmentally disabled inmates. The state pays for most of their care.
Findings & Recommendations
25 findings
F1:
Overcrowding at the Jail remains a problem.
F2:
Realignment is causing an increase in the Jail population.
F3:
Many inmates sleep in plastic “boats” on the floor.
F4:
Costs and workload for inmate services are increasing, particularly in the area of medical and mental care.
F5:
Transfers from ASH have substantially increased costs for psychiatric medications. Juvenile Hall:
Related Recommendations (1)
R1:
The Sheriff’s Office should aggressively pursue reimbursement from ASH for medications prescribed for ASH patients who are transferred to the Jail.
F6:
Juveniles and Juvenile Hall management agree that certain identifiable unsanitary conditions are in need of correction. Courthouse Holding Facility:
Related Recommendations (1)
R2:
Juvenile Hall management should take preventive and maintenance measures to address sanitation issues.
F7:
Correctional officers at the Courthouse do not have ready access to restroom facilities.
F8:
Inmates in wheelchairs are transported to holding cells through the public corridors of the Courthouse.
Related Recommendations (1)
R3:
Courthouse Correctional Officers should explore an alternative route for wheel-chair bound prison inmates other than through public corridors.
F9:
Video surveillance systems are out of date in the Courthouse holding area.
F10:
Laundry is open to inmates of the Men and Women’s Honor Farm. Inmates learn the operation of commercial grade washers and driers. Inmates also do cleaning, folding, and minor sewing repairs on inmate clothes.
F11:
Bike Shop is open to Men’s Honor Farm. Inmates work in one of the largest bike repair shops in the County. Inmates repair bikes for donation to underprivileged children within the County at Christmas.
F12:
Landscaping is open to Men’s Honor Farm. Duties include mowing grass, cleaning plant beds and arrangement of landscaping materials.
F13:
Horticulture is open to Men’s Honor Farm. Inmates grow tomatoes, broccoli and bell peppers, among other vegetables.
F14:
Road Work is open to inmates of the Men’s Honor Farm. Inmates learn skills from County road and tree crews and Cal Trans. Cutting trees, clearing roads, and equipment operation are skills translated into employment upon release.
F15:
Communications Shop is open to Men’s Honor Farm. Here inmates learn skills in electronic repairs, such as for radios.
F16:
County Garage and Car Wash is open to Men’s Honor Farm. Inmates clean and detail county automobiles.
F17:
Kennel Worker is open to Men’s Honor Farm. Duties include cleaning kennels, feeding animals and general maintenance.
F18:
Cleaning is open to Men and Women’s Honor Farm. Inmates vacuum and buff floors, dust, and clean windows for the Honor Farm and Court services.
F19:
Alcoholics and Narcotics Anonymous and Ministry Services are open to all inmates.
F20:
Forensic Reentry Services (FRS) is a Community Service/Outreach Program supervised by County Mental Health. FRS has two full time case managers. The FRS team, together with the jail Psychiatric Services, assists inmates scheduled for release who have a primary mental health diagnosis or co-occurring disorder(s). The goal is to bridge the transition from the jail to community services, including but not limited to housing, food, fiscal planning, employment, medical care, mental health follow-ups, and social security/insurance needs.
F21:
Forensic Coordination Team (FCT) is open to mentally ill offenders who require more intensive supervision.
F22:
Police and Corrections Team (PACT) is open to parolees from the jail or state prison. It involves a monthly meeting and “services fair” for parolees in need of community resources and services.
F23:
Drug Court is open to all inmates through Probation. It consists of an 18 month intensive supervision and counseling program to reduce recidivism for lower-risk inmates.
F24:
Mental Health Court is open to mentally ill offenders through the Probation Department. It attempts to find alternatives to incarceration.
F25:
Proposition 36 is open to all inmates. It is similar to Drug Court and offered through the state Parole Department. It directs those arrested for parole violations to participate in alcohol and drug counseling while in the jail.