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HomeMy WebLinkAboutMINUTES - 11011988 - T.2 ro � T 2. BOARD OF SUPERVISORS /I.AD AMnnN�43 M4 FROM: Internal Operations Committee l.�lJlltra CIJJIQ DATE: October 27, 1988 C J* SUBJECT: Response to the Grand Jury Final Report of 1987-1988 SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS Adopt the Response to the Grand Jury Report of 1987-1988 and direct the Clerk of the Board to file the Response with the Presiding Judge of the Superior Court; and express appreciation to the 1987-1988 Grand Jury for the thorough and professional way in which they approached their duties. BACKGROUND On August 2, 1988, the Board of Supervisors referred to our Committee the Final Report of the 1987-1988 Grand Jury and directed the County Administrator to prepare a proposed response to the Final Report of the 1987-1988 Grand Jury and forward it to our Committee for discussion with the Grand Jury and subsequent review by the full Board. On October 10, 1988, our Committee met with members of the 1987-1988 and 1988-1989 Grand Juries and reviewed the proposed response to the Final Report of the 1987-1988 Grand Jury as prepared by the County Administrator. We had a very thorough and candid discussion of the proposed response with the staff from the County Administrator' s Office and members of the Grand Jury. Also present were James Olsson, County Clerk-Recorder and James McTigue, Chief Deputy District Attorney. Based upon those discussions, revisions were made to the proposed response which are incorporated into the document attached hereto. CONTINUED ON ATTACHMENT: X YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE s : Su ervisor S . W. McPeak Supervisor T. Torlakson ACTION OF BOARD ON November 7 , 1 APPROVED AS RECOMMENDED X OTHER Chris Adams , foreman , 1987-1988 Grand Jury, spoke on the need to respond to the recommendations of the Grand Jury. Following brief comments of the Board , the recommendation as set forth above was approved . VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A TRUE X UNANIMOUS (ABSENT AND CORRECT COPY OF AN ACTION TAKEN AYES; NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. CC: See Attached ATTESTED November 1 , 1988 PHIL BATCHELOR, CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR M382/7-83 BY_� . � _,DEPUTY cc: County Administrator Foreperson, 1987-88 Grand Jury Grand Jury Secretary County Clerk-Recorder District Attorney Sheriff-Coroner County Counsel Social Services Director Health Services- Director Mental Health Director Veterans Service. Officer Community Development Director General Services -Director T. 2 CONTRA COSTA COUNTY BOARD OF SUPERVISORS RESPONSE TO THE GRAND JURY FINAL REPORT 1987- 1988 "REVIEW OF THE COUNTY FINANCIAL AUDITS FOR FISCAL YEAR 1986-87" (Page 13) RECOMMENDATION #1 Employee Retirement System: a. ERS bank and investment accounts be reconciled immediately upon receipt of statements. b. The ERS and Auditor-Controller develop a checklist for accruals and adjustments needed to facilitate preparation of the County' s CAFR. C. The ERS reconcile investment accounts to its general ledger on a periodic and timely basis. d. The ERS general ledger accounts be reconciled to the County records on a periodic and timely basis. RESPONSE ERS Bank and investment accounts are reconciled within 30 days of receipt.. Since both statements are required before reconciliation, that is considered timely. The checklist should be in place before the next County CAFR. Investment accounts are reconciled to the manager report and general ledger within 30 days of receipt of the manager report. The ERS general ledger on case is reconciled to the Treasurer records monthly. RECOMMENDATION #2 Contra Costa Redevelopment Agency a. The RA and County formalize in writing the contracting and financial agreements between them as related to the Pleasant Hill BART Project. b. The RA improve its documentation related to sales of real estate and retain either originals or copies. RESPONSE Procedures for contracting and the development of necessary financial agreements with the County are being developed as part of a larger effort to improve Agency financial and management information systems. The Agency' s goal is to establish these systems in FY 88-89.. Files of real estate transactions are maintained in the Real Property Division of Public Works. -1- RECOMMENDATION #3 Financial Assistance Programs: a. Total cost of all federal. and state financial assistance programs be included in the County' s CAFR. b. The County' s CAFR indicate separately the monies passed through departments or to agencies and that retained for administrative expenses.. RESPONSE There was insufficient lead time to include these program recommendations in the FY 1988-89 County budget. The recommendations will be reviewed with the CAO and department administering the programs to determine the feasibility of making it part of next year' s budget process. RECOMMENDATION #4 Workers' Compensation Trust: a. The County develop and implement a system to investigate all outstanding checks which are older than six months and keep bank reconciliations and cash accounts updated. b. The compensation checks be imprinted with "void After 60 Days" or similar date control. RESPONSE This recommendation has been implemented. RECOMMENDATION #5 EDP Department: a. A development of disaster recovery plan including assignments for personnel, off-site storage of files, an alternate EDP processing facility, and a backup power source for the existing computer. The disaster recovery plan should be developed immediately and tested annually. RESPONSE A disaster contingency task force has been created which meets regularly to develop the recommended plan. -2- RECOMMENDATION #6 Single Audit The Family Support Division of the District Attorney' s Office consider updating the child support manual to align it with its current financial structure. RESPONSE The District Attorney hat submitted a request to the State of California for authorization to install a new computerized management information and accounting system to replace the existing system. Operating manuals will be written for all phases of the new system. RECOMMENDATION #7 The Community Development Department ensure that quarterly reports are received from the subrecipients on a timely basis so that monitoring procedures may be performed. Documentation should be retained in the subrecipient files. RESPONSE The Community Development Department is closely monitoring the submission of quarterly reports by subrecipients. Staff has been assigned to follow-up with subrecipients not submitting reports as required. All contact with the subrecipients is documented in writing. RECOMMENDATION #8 Program income be itemized on the demand forms submitted by the subrecipients to the Community Development Department. The department should then review demand forms to ensure that program income is reported, if applicable. Demand forms should be retained, and the total program income indicated on the demand forms checked to agree with the amount of program income reported in the Grantee Performance Reports. RESPONSE The Community Development Department has developed a new form for the reporting of program income. Each subrecipient which receives program income is now using this form. The reported income is reconciled with the Grantee Performance Reports. RECOMMENDATION #9 The County consider contacting the Department of Housing and Urban Development to determine whether they can include the County-wide allocation plan in their indirect cost proposal. Inclusion of such costs may result in an increased reimbursement for allowable costs. -3- RESPONSE The Community Development Department will include the costs identified in the County-wide cost allocation plan when developing administrative overhead rates. In addition, staff will contact the Department of Housing and Urban Development to determine 'whether the administrative costs claimed in prior years can be retroactively adjusted to include these additional costs. RECOMMENDATION #10 The County determine whether monthly reimbursement requests of the Private Industry Council for program costs be requested on a more frequent basis under the Job Training Program. Alternately, the County should determine whether the forecast method of requesting funds is available under this Program, as opposed to the present cost reimbursement method. Implementation of either of these methods would result in improved cash flow for the County. RESPONSE As recommended, the Private Industry Council has increased the frequency of its drawdown requests. This has improved the cash flow for the program. RECOMMENDATION #11 The County perform a review of its EDP system . capabilities and determine whether these systems can be enhanced to provide this additional information for its federal financial assistance programs. Departments receiving federal financial assistance should be instructed to monitor and compile this additional disclosure information so that the information may be incorporated in subsequent years' reports. RESPONSE The format of the Schedule of Federal Financial Assistance meets all of the Single Audit Act requirements. The County has not been advised by its cognizant agency to report additional data. Generally, the additional data elements referenced in the recommendation are available within the County departments administering the programs. RECOMMENDATION #12 All County employees be advised annually of their responsibilities under the Hatch Act. RESPONSE Responsibilities under the Hatch Act are reviewed with all employees attending the County' s New Employee Orientation. Reference information is available to all employees through Administrative Bulletin #305.1 Subject: "Political Activities" . -4- RECOMMENDATION #13 PMM&Co. be awarded the 1987-1990 contract for the fiscal and single audit of Contra Costa County in accordance with their proposal of March 17, 1988. RESPONSE This recommendation has been implemented. RECOMMENDATION #14 The audit contracts be reviewed annually to guarantee a continued high level of efficiency. RESPONSE The County Auditor-Controller agrees with this recommendation. "THE OLD COUNTY JAIL" (Page 25) RECOMMENDATION #1 The Old Jail be torn down by the end of fiscal year 1988-89. RESPONSE We agree that the portion of the old jail built in 1944 should be demolished but this does not have a high funding priority. Designation of the 1904 building as a historical site may no longer be possible since efforts to raise funds for necessary restoration were unsuccessful. The County Administrator should review this result and reconsider such designation. RECOMMENDATION #2 The site be made into a small parking area, landscaped open space, or some other low-cost use, until long-range planning can determine the best use for this property. RESPONSE These recommendations can be considered when plans are made to clear the site. RECOMMENDATION #3 The County and the City of Martinez start immediately working together to develop a master plan for the future of the entire downtown area. RESPONSE We agree that the County Civic Center Master Plan needs to be updated. The County Administrator, Community Development Department and General -5- Services Department should propose to the Board a process to coordinate with the City of Martinez to accomplish this update. We offer for consideration a joint City/County Civic Center Task Force chaired by Supervisor Nancy Fanden to study plans for the Civic Center area, update them, and propose recommendations and cost projections to the City Council and Board of Supervisors for their consideration. RECOMMENDATION #4 Serious thought be given to developing plans for construction of an office building. A lease-purchase building agreement should be considered to conserve county capital funds. RESPONSE The small size of the property allows only a very small footprint of a building and probably would be uneconomical project. RECOMMENDATION #5 A study be made of closing the one-block area of Pine Street between the County Administration Building and the Old Jail to see if it could be advantageously used for a larger building on the Old Jail site and for a landscaped courtyard to provide attractive open space. RESPONSE The response to this recommendation is incorporated in the response to Recommendation #3 . "MAINTENANCE OF COUNTY FACILITIES" (Page 33) RECOMMENDATION #1 The Board of Supervisors recognize that allowing small problems to turn into large emergency repairs is not cost-effective. RESPONSE We are fully cognizant that allowing small problems to turn into major emergencies is not cost effective. We request the County Administrator to review the major capital expenditure items and major repairs which have been undertaken over the past five years to determine any instances in which preventive maintenance would have prevented the need for the repair, or would have substantially reduce the cost of the project. We further ask that this report be forwarded by the County Administrator to the Finance Committee and the Grand Jury for their review and discussion as to any policy changes which may be indicated by the review. RECOMMENDATION #2 The most cost-effective maintenance program be adopted, even if an apparent and temporary increase in maintenance costs results. -6- RESPONSE A cost-effective maintenance program has been adopted, and we are very concerned about allocating money to the most critical maintenance needs of the County. RECOMMENDATION #3 The Board of Supervisors encourage Department Heads to insist on adequate maintenance of the facilities they occupy. RESPONSE The overall responsibility for both the maintenance and the means for funding that maintenance rests with the General Services Department. Department Heads are not the least reluctant to bring maintenance problems to the attention of the General Services Department which responds to departments' requests for higher level maintenance to the extent that funds are available. Departments can use their discretionary funds for additional maintenance if they wish. "VETERANS MEMORIAL BUILDINGS" (Page 39) RECOMMENDATION #1 The General Services Department become more than a trustee of the veterans' buildings. It should develop written mission, policy, and goals statements, including what the County sees as the ultimate fate of the buildings and properties. RESPONSE Military and Veterans Code Section 1262 specifics the County' s authority in providing County buildings for use of benefit of Veterans' Associations. The authority is essentially limited to providing sites, buildings, memorial hall, meeting places, memorial parks or recreation centers and for their repair or maintenance. This does not, however, prevent the Board of Supervisors from. initiating discussions on a voluntary basis to determine the best use of all of the Veterans' Buildings in the County. For this purpose, we recommend that the Veterans Service Officer include within his work plan for the calendar year 1989 heading up a Task Force on the Future Use of Veterans' Buildings in Contra Costa County. This Task Force should include County staff, staff from the cities in which Veterans' Buildings are located, representatives of veterans organizations, and members of past Grand Juries who have expressed an interest in this subject and are willing to serve. RECOMMENDATION #2 The General Services Department develop a five-year cost-effective maintenance plan and budget money for it, starting in� the fiscal year 1988-89-. -7- RESPONSE Prioritized lists are developed with estimates of work to be accomplished on the various memorial halls. The amount of money allocated in the budget process dictates the amount of work that will be accomplished in a given year. RECOMMENDATION 43 The General Services Department meet quarterly with the veterans' associations to encourag2 accountability, stay abreast of the veterans' needs, guide them in their planning, help them in attracting leases, assess maintenance problems, and review other items of common interest. RESPONSE As noted in the response to Recommendation 41, the County' s authority is limited. RECOMMENDATION 44 The veterans' associations review their own mission, policy, and goal statements, on a county-wide basis, to help the General Services Department in their obligations to the veterans and the taxpayer. RESPONSE This recommendation is directed to the Veterans' Associations. RECOMMENDATION #5 The General Services Department and the veterans jointly develop a plan for the buildings and properties which will better meet the contemporary needs of the veterans, County, and various communities. RESPONSE General Services will be happy to work with the groups in any new endeavors to enhance the use of the buildings and property. RECOMMENDATION #6 The County and the veterans reexamine the potential for selling the existing properties, pooling the proceeds and constructing a contemporary building(s) suited to today' s business and social needs. RESPONSE Past efforts to combine veterans' groups and assets have not been met with enthusiasm from the veterans. Any renewed efforts will receive our support. -8- "COUNTY OWNED BUILDINGS IN RICHMOND" (Page 47) There were no recommendations in this report. "THE COUN'T'Y CLERK'S DEPARTMENT" (Page 51) RECOMMENDATION #1 A joint study of court filing tasks, work loads, and work methods be undertaken immediately by the Clerk' s Department and the County Administrator. Written mission and goal statements should be made, modern job procedures formulated and implemented, space needs identified and provided, information systems created, and other needs identified. Outside consultants should be considered to assist in this task. The recommendations of this study should be speedily implemented by the Clerk-Recorder. RESPONSE A joint study was conducted in 1980 and the Clerk-Recorder has been implementing recommendations as resources and opportunities allow. Five permanent clerical positions have been added offset by reductions in temporary salaries, overtime has been reduced significantly, and additional clerical support is being provided to the court. A change in management staff has had a positive effect on operations. The Clerk-Recorder was instrumental in providing for needed automation support through allocations of fees dedicated to this purpose. With the opening of the A.F. Bray Court Building, space has become available to help meet the Clerk' s needs in reorganizing files. RECOMMENDATION #2 The Clerk-Recorder actively seek opportunities to use services available through other departments and to provide services to others where possible. Examples would be use of mail pickup and delivery by General Services and shared use of microfilm equipment by other departments. RESPONSE The Clerk-Recorder utilizes the inter-office mail and printing services of the General Services Department. The Court Administrator' s Office calendars certain matters. The Clerk-Recorder provides microfilming services to the Clerk of the Board. RECOMMENDATION #3 The Clerk-Recorder establish responsibilities and authority for each supervisory group, to be implemented by delegating both responsibility and authority to lower levels. -9- RESPONSE A recent change in management staff has had a positive impact on operations. The new Assistant County Clerk is having a positive influence on setting work priorities and reallocating staff resources. Consistent improvements in these areas have been noted by the County Administrator. In accordance with Penal Code Section 933, the Clerk-Recorder's comments are attached as Attachment A. "THE DEPARTMMT OF SOCIAL SERVICES AND THE HOMELESS" (Page 63) RECOMMENDATION #1 The following measures be taken to improve coordination of services to the homeless through an improved system of information management. a. Step One: The Department of Social Service provide its intake and social workers with frequently updated listings or available public and private resources which can assist the homeless and the general guidelines for each. The purpose of such a reference source would be to increase the efficiency and accuracy of DSS workers in providing emergency assistance to those in need of shelter. b. Step Two: The Board of Supervisors assign a department, or contract with an agency, to develop and maintain a listing of all public and private resources available to provide assistance to the homeless. This department or agency should be responsible for assembling, interpreting, indexing, updating, and distributing the processed information to all service providers, including DSS workers. Should it be determined that the best agency to perform this role would be a private, nonprofit organization, it should be funded, at least in part, by public funds at a level which would provide staffing sufficient for its function. The purpose of such a program would be to better coordinate the efforts of all providers of services to the homeless. C. Step Three: The Department of Social Service assign a high priority and act promptly to computerize program information. RESPONSE The Social Services Department matched private donations to provide a computer and SHELTER INC. , a non-profit community agency, to assist the homeless. This is used to link County agencies, non-profit service providers, and others to HANDSNET, a State-wide Information Program and to each other. The up-to-date information is then shared among agencies and staff. The Social Worker responsible for the after-hours hotline will be asked to such a presentation to chart and to serve on that team if necessary to affect clear coordination. We feel this is responsive to the Grand Jury. -10- RECOMMENDATION #2 The County seek to contract with more private shelter providers to open and operate, as needed, emergency shelters in the eastern, western, and central portions of the County. The independent organizations should staff and manage the shelters, and the County should provide the building and funding for security, maintenance, and operation. RESPONSE Shelters have recently been opened in West County and East County. The County has designated a non-profit corporation to establish with County funding a facility in Central County. RECOMMENDATION # 33 The Department of Social Service make strong efforts to simplify, clarify, and streamline the application process, wherever possible, and be aggressive in offering assistance in filling out forms. As a matter of course, receptionists should advise applicants that if they have any questions about the applications they should bring them to their appointed eligibility worker who will assist them. RESPONSE The Department has begun efforts to evaluate and simplify the application process. The General Assistance Redesign Task Force is working to clarify and streamline the process for General Assistance applicants whose applications will be processed by specialized Eligibility Workers. The application forms have been revised and simplified. Applicants will be advised by Reception that they are to complete the forms as best they can, and that they will receive assistance and clarification from their Eligibility Worker in an orientation meeting as well as in the Intake interview. The Department contracts with translators and also has bilingual staff to assist non-English speaking applicants. The time between application and granting will be reduced due to this streamline process. An Intake Redesign Task Force has been convened to evaluate and simplify the Intake process for aid programs other than General Assistance. While the Department is not at liberty to change State forms, most of those used in the Intake process, the Task Force will be reviewing and assessing all County Forms. RECOMMENDATION #4 The Department of Social Service develop guidelines for the granting of County Emergency Assistance to allow for a narrower range of discretionary decisions by eligibility workers. -11- RESPONSE The Social Services Department drafted proposed regulation revisions for the County Emergency Assistance program, which are being reviewed. "CONTRA COSTA COUNTY'S ALCOHOL/DRUG ABUSE/MENTAL HEALTH PROGRAMS" (Page 93) RECOMMENDATION #1 The Board of Supervisors take a strong leadership position in: a. Conveying to the appropriate federal and state bodies the need for additional funding for programs in the fields of alcohol, drug abuse, and mental health. b. Encouraging the participation of local governments, school districts, businesses, and community organizations to invest in substance abuse programs on a matching basis. RESPONSE We have provided strong leadership in pulling together a broad network of public and private agencies to address the drug and alcohol problems in Contra Costa County. The Contra Costa County Health Promotion Policy: Focus on Alcohol/Drug Abuse and Violence Prevention, was adopted by the Board of Supervisors and many cities and school districts throughout the County. The Task Force to Support Prevention of Alcohol/Drug Abuse and Violence Among Youth is the group responsible for the development of this policy. The efforts of this bipartisan task force eventually led to the creation of the Challenge Grants which have funded many new and innovative programs to address these issues. The Board of Supervisors has directed that planning take place for a multi-jurisdictional Drug Summit in 1989 to include all of those agencies which are attempting to address the problems of drug abuse in our society. This Summit will attempt to address the cases, treatment for and solutions to the drug problem, both from a human services and law enforcement perspective. We have also taken important steps to generate more revenue for drug and alcohol abuse programs by advocating increasing alcoholic beverage excise taxes. Individual Board members have taken a more visible leadership role in order to stress the substantial public policy issues and decisions which need to be made during this crisis. We have received sincere offers of support from members of the 1987-88 Grand Jury who would like to head up an effort to: recruit more volunteers for County programs. In particular, we would note the willingness of Dan Robertson and Ted Green to not only volunteer their time, but to assist the County by recruiting other volunteers. We -12- extend a most sincere invitation to Mr. Robertson and Mr. Green to lead a volunteer effort designed to recruit more volunteers for County programs. RECOMMENDATION #2 The Alcohol/Drug Abuse/Mental Health Division prepare proposals for substance-abuse programs in the County' s detention facilities. RESPONSE The Alcohol Program is currently negotiating with the Probation Department to provide alcohol counseling staff to the juvenile facilities. In addition, Mental Health provides two full-time Mental Health Treatment Specialists to the juvenile facilities and a consulting psychiatrist six hours a week. The Director of the Youth Interagency Assessment and Consultation Team (Y.I .A.C.T. ) is also available on a case by case basis at the juvenile facilities and also provides consultation to the Probation Department' s runaway children shelter, Sherman House. We are hopeful the additional federal funds for incarcerated youth will allow for the development of more services within the criminal justice system. RECOMMENDATION #3 The , Board of Supervisors assign the highest possible priority to budgetary support of substance abuse , treatment programs at County detention facilities for both adults and juveniles. RESPONSE Last year, funding was allocated to hire a Mental Health Treatment Specialist for full time assignment at the juvenile facilities. In addition, the Board approved the allocation of War on Drugs monies to purchase eight residential beds to help provide a specialized group placement for adolescents incarcerated at County juvenile facilities who are polysubstance abusers. We agree that additional funding is needed to provide for the development of increased services within the Criminal Justice System. RECOMMENDATION #4 The Alcohol/Drug Abuse/Mental Health Division conduct a thorough review of their contract programs in an effort to get the greatest benefit from the limited funds available. RESPONSE A/DA/MH Division personnel have been working with our Internal Operations Committee to refine our contract monitoring policy to assure the greatest benefit from our contract funds. This contract -13- monitoring policy has been shared with other counties by the State Department of Mental Health as a model to assure contract compliance. The Drug Program Office is continuing to develop standards whereby reimbursement rates will be more equitable among the various providers. Part of this. standardization process will allow for automating information with regular printouts. RECOMMENDATION #5 The alcohol and drug abuse programs continue their close and cooperative relationship. RESPONSE The Alcohol and Drug Programs will continue their close, cooperative relationship and will include Mental Health. That that end, a consultant was hired to develop a memorandum of understanding to assure clear roles and responsibilities and to help write grants that will be of mutual benefit to these programs. RECOMMENDATION #6 The County immediately complete negotiations to acquire two additional private beds for juvenile acute care psychiatric patients. RESPONSE Contra Costa County has entered into an agreement with Walnut Creek Hospital to acquire additional psychiatric beds for latency age and adolescent severely emotionally disturbed children. The Health Services Department is also negotiating with Herrick Hospital, East Bay Hospital and First Hospital Vallejo to create additional capacity in addition to Walnut Creek Hospital. RECOMMENDATION #7 The Alcohol/Drug Abuse/Mental Health Division explore the possibility of acquiring a computerized information management system for the mental health program. RESPONSE The Health Services Department, following a competitive RFP process, will soon be contracting with the PSP Information Group to implement a state-of-the-art management information system that will include Mental Health, Alcohol and Drug Programs. "LOS MEDANOS HOSPITAL DISTRICT" (Page 103) RECOMMENDATION #1 No recommendations were included. -14- "MT'. DIABLO HOSPITAL DISTRICT TRAVEL EXPENSE ACCOUNTING" (Page 105) RECOMMENDATION #1 Members of the Mt. Diablo Hospital District Board of Directors follow existing policies and procedures for the accounting and payment of their travel expenses. RESPONSE The District Board of Directors should respond to this recommendation. RECOMMENDATION #2 The advice of the Mt. Diablo Hospital district auditors be sought in establishing and implementing procedures which will ensure that travel expenses of the Board of Directors not be paid without proper authorization and supporting documentation. RESPONSE The District Board of Directors should respond to this recommendation. "TRAVEL EXPENSES OF HOSPITAL DISTRICTS" (Page 111) RECOMMENDATION #1 Payment of travel expenses for spouses or companions of hospital district board members be recognized as an unlawful gift of public funds. RESPONSE The Districts ' Governing Board should respond to this recommendation. RECOMMENDATION #2 All hospital districts within Contra Costa County examine their bylaws and policies to ensure they do not pay for travel expenses for spouses or companions. RESPONSE The Districts' governing boards should respond to this recommendation. "THE ESCAPE FROM THE MARTINEZ DETENTION FACILITY ON JULY 23, 1987" (Page 115) RECOMMENDATION #1 Deputy Operations Officers and Sergeants visit each .module at least once a week. "D" Module should be given highest priority for these visits. Ample supervision must be provided to line personnel. -15- RESPONSE The custody sergeants have been instructed to visit D Module at least once each shift, three times each 24-hour period. Module logs indicate that this has been occurring. The Operations Directors (Lieutenants) have been instructed to visit each module, with special emphasis on D Module, several times each week. RECOMMENDATION #2 The Deputy Operations Officer receive permission from the Jail Commander prior to leaving MDF, except at normal shift change. RESPONSE The Operations Directors must receive permission from the Facility Administrator to leave early or miss a shift. RECOMMENDATION #3 At shift change, the Deputy Operations Officer remain in MDF until relieved in person by the oncoming Duty Operations Officer. RESPONSE Operations Directors have been instructed not to leave their posts until properly relieved. Should the Operations Director leave early, he/she provides the processing sergeant with all pertinent information. It then becomes the sergeant' s responsibility to pass the information on to the oncoming Operations Director. If the Operations Director misses a shift, he/she designates a sergeant to assume the responsibilities of the Operations Director. RECOMMENDATION #4 A log be established for all jail employees to sign in or out of MDF, except at normal shift change. RESPONSE All sworn staff re accounted for at the briefing at the beginning of each shift. If an officer must leave the facility for any reason (emergency, court, doctor appointment) during a shift, he/she must have the Operations Director' s approval. -16- RECOMMENDATION #5 Probationary deputies not be assigned floor or control room status unless paired with a deputy who has a minimum 24 months jail duty. RESPONSE This recommendation is not always practical. Many shifts do not have deputies with 24 months of experience in the facility. The Operations Directors are encouraged to assign deputies to D Module who can best handle the unique responsibilities of D Module. RECOMMENDATION #6 All inmates stand by bunks for shift head counts, except during midnight shift. RESPONSE There are five formal counts each 24-hour period: 0330 , 0530, 130, 1730, and 2230. During formal counts, the facility is locked down. Inmates on the modules return to their rooms. While making the count, the deputy must observe the inmate. During the 0330 count, or at any time the deputies check on sleeping inmates, the deputy will confirm respiration. During the escape on July 23 , 1987, deputies failed to observe the inmate or confirm respiration. As a result, they were unaware there was an escape. RECOMMENDATION #7 Inmates on "D" Module not be scheduled to have recreation time together on a regular basis. RESPONSE Administratively segregated inmates are allowed out two at a time. There is not enough time to let them out alone and still get them all out for the amount of time required by law. Many segregated inmates cannot be permitted out with any other prisoner or can only be permitted out with a few select prisoners. Our options are very limited and occasionally the same segregated inmates exercise together on a regular basis. Every effort is made not to have a set routine. -17- RECOMMENDATION #8 The floor deputy regularly inspect inmate rooms for contraband when rooms are empty. RESPONSE Policy requires that deputies made random room searches during their shifts. The facility search team- has received additional training. The facility search team now does a minimum of five module searches a month. RECOMMENDATION #9 Civilian nonsworn personnel be hired to assist deputies in performing duties' within modules, without reduction or sworn staffing. RESPONSE This recommendation is not practical in the light of the County' s financial problems. RECOMMENDATION #10 All laundry be exchanged on a one-for-one basis. The laundry should be counted upon delivery to and retrieval from modules. RESPONSE Policy requires that no clean article will be issued unless a soiled one is turned in. Since the escape from D Module, an additional officer is sent to D Module to assist in conducting a . one-for-one exchange. RECOMMENDATION #11 A licensed architect be retained by the County to inspect the MDF roof security screen and make recommendations for modification or replacement of the existing system. RESPONSE County maintenance personnel and Sheriff' s personnel inspected the D Module security screens and identified several weaknesses. Modifications to the screen have been completed. RECOMMENDATION #12 On-way- glass be installed in "D" Module control room, allowing deputies to observe inmates but preventing inmates from observing the activity of the deputy in the control room. -18- RESPONSE One-way glass may well lead to less, not more, supervision of inmates. If inmates are not able to see staff members, staff may tend to be less vigilant. The philosophy of a direct supervision facility requires that staff and inmates have the ability to observe and interact with each other. RECOMMENDATION #13 Replacement sheets of high-security glass used in modules be stored at MDF to provide immediate repair if glass is broken. RESPONSE The expense and storage space required make this recommendation impractical. The security glass is extremely expensive. It is not possible to order a large piece of security glass and cut it to size when needed. The glass must be special ordered by size. When ordered, only then is it manufactured. The Main Detention Facility has such a large number of window sizes that it is impractical to have one of each in stock. RECOMMENDATION #14 The Sheriff ' s Department consult with the Martinez Policy Department to establish a policy of contacting MDF when the policy receive such reports as two men running through the night in their underwear a few blocks from the County jail. RESPONSE This issue has been discussed with Martinez Police. In the future, Martinez Policy will notify the Main Detention Facility on similar suspicious circumstances. "OVERCROWDING OF THE COUNTY'S MARTINEZ DETENTION FACILITY" (Page 125) RECOMMENDATION #1 The State of California appoint additional judges in Contra Costa County. RESPONSE Please see response to Recommendation No. 2. -19- RECOMMENDATION #2 The Board of Supervisors provide funding to hire additional assistant district attorneys, public defenders, court officers and associated staff, and jail staff. RESPONSE We concur with the Grand Jury' s recommendations for additional judges and other personnel necessary to operate the courts. Whenever there is an increase in the number of courts, there is an associated need for additional staff for all departments that work with the courts. The Sheriff' s Department would require additional transportation and court security officers. RECOMMENDATION #3 The Sheriff set up a "tickler system" to inform appropriate departments of inmates' time in custody while awaiting court appearances. RESPONSE It is not practical presently to provide this information because it would require a great deal of clerical time to develop. This information will be provided, however, by the new inmate management computer system currently under development. This system will be in operation in approximately twelve months. RECOMMENDATION #4 In-home surveillance be used in lieu of jail custody in selected cases. RESPONSE The County has supported legislation for a Home Detention Pilot Program, which has recently been signed into law by the Governor. This program is one of the few remaining vehicles by which the Sheriff and the County Probation Officer can reduce the overcrowding in the County jails and the Juvenile Hall. The Sheriff ' s Department has implemented the in-home surveillance program on a limited basis. The results of our test period were quite positive. A budget has been submitted to expand the program to include electronic surveillance of selected offenders. The program will continue on a limited basis and be expanded when funding becomes available. RECOMMENDATION #5 Additional hours be added to the court calendar to include night courts and weekend sessions. -20- RESPONSE Please see response to Recommendation No. 2 RECOMMENDATION #6 Video arraignments be established. RESPONSE A video arraignment/teleconferencing task force is currently developing plans to establish a pilot video arraignment system between the main Detention Facility in Martinez and the Delta Municipal Court. In addition, the task force is developing plans to establish a pilot teleconferencing system between the Marsh Creek Detention Facility in Clayton and the Probation and Public Defender Offices in Martinez. RECOMMENDATION #7 Attorneys be used more often as temporary judges. RESPONSE If attorneys were used as temporary judges to provide relief for judges on vacation, this would permit each court to function 52 weeks a year. Any increase in the time courts are available would move prisoners through the system more rapidly. Theoretically, this would reduce the time prisoners are in the County system. RECOMMENDATION #8 The District Attorney and Public Defender join in early disposition of criminal cases to relieve jail overcrowding. RESPONSE We concur with this recommendation. The Probation Department is also vital in the early disposition of criminal cases. "INSPECTION OF DETENTION FACILITIES" (Page 131) RECOMMENDATION #1 (Main Detention Facility) More facilities be provided to expedite processing for both food services and laundry. RESPONSE The recommendation has been implemented. Additional freezer space and larger cooking pots, additional clothes washers and dryers have been purchased. This equipment will provide the capacity to assist in managing the overcrowded situation. -21- RECOMMENDATION #2 (Marsh Creek Facility) A General Services supervisor, skilled in various trades, be assigned to the facility as required to supervise its maintenance and repair. He or she would be responsible to ensure that materials are ordered and on hand when needed, to be accountable for the security of materials ordered, to supervise prisoner work parties, and to ensure the safety of prison labor. RESPONSE The recommended General Services supervisor is in the department 1988-89 budget proposal but remains unfunded. RECOMMENDATION #3 (Marsh Creek Facility) Prison labor be utilized to maintain and repair all walkways, stair walls, buildings, fences, septic tank and leach lines, recreation areas, classrooms, weed abatement, and other related tasks. RESPONSE This recommendation has been implemented with the sole exceptions of electrical, sewage, or other related tasks which require skilled and licensed craftspersons. RECOMMENDATION #4 (Work Furlough Center) The Board of Supervisors establish similar work furlough operations for central and east county areas. RESPONSE We concur with the recommendation. Presently, we could operate a central facility with our current inmate population and classification base. As the County continues to expand, we could also operate an east County facility in future years. RECOMMENDATION #5 (Byron Boys Ranch) A permanent long-term solution to the water problem be sought by the Board of Supervisors. RESPONSE A new well has been drilled and is being tested prior to connection to the water system. This will serve until such time as the appropriate water district provides service to that area. RECOMMENDATION #6 (City Jails) All city council members and representatives of city administration visit their respective police department holding facilities periodically to ensure they are being operated in a proper manner. -22- RESPONSE The appropriate city councils should respond to this recommendation. "COUN'T'Y SERVICE CONTRACTS WITH NONPROFIT CORPORATIONS" (Page 141) RECOMMENDATION #1 The Board of Supervisors allocate a portion of contract funds to those departments that receive no administrative funds to cover the costs of monitoring nonprofit contracts. RECOMMENDATION #2 The Standard Service Contracts (Purchase of Services) with nonprofit corporations be modified to explicitly require that the County and the Grand Jury have access, on demand, to all of a corporation' s financial records, regardless of funding source. RECOMMENDATION #3 All nonprofit . corporations soliciting funds from the County be required to provide a statement or budget showing all current sources of outside funding. RECOMMENDATION #4 The Board of Supervisors study the feasibility of consolidating the financial monitoring of nonprofit contracts into one department. The monitoring of services should continue to be done by the appropriate department. RECOMMENDATION #5 The Board of Supervisors remind all department heads that the County has the ultimate fiduciary responsibility for all state and federal funds that are assigned to their departments. RESPONSE We have requested the County Administrator on August 16, 1988, in response to the Internal Operations Committee, to convene an ad hoc group including County staff whose departments have a structured contract monitoring program, County staff whose departments have few contacts to monitor and, therefore, do not have a highly structured contract monitoring program, staff from the Auditor-Controller' s Office and staff from several contract agencies to review the following: 1. The 1987-88 Grand Jury Report on contract monitoring. . 2.. The current level of contract monitoring in County departments. 3. The potential need to either establish contract monitoring programs in all departments which have contracts with private -23- nonprofit agencies or transfer those contracts to other departments which do have the resources to adequately monitor such programs. 4. The need to review all departments' contract monitoring programs and make them standard county-wide. 5. The feasibility of requiring that all private, nonprofit contract agencies' Board of Directors are representative of the County or portion of the County they serve, both geographically and in terms of racial, ethnic and sexual mix and that they have adequate fiscal expertise on the Board to be able to properly manage the agency. 6. The feasibility of requiring the Boards of Directors of all private, nonprofit contract agencies to undertake long-term goal-setting as a part of their corporate strategy. 7. The feasibility of providing technical assistance to contract agencies, possibly through a partnership involving the United Way of the Bay Area, private foundations, private businesses and the County. 8. The feasibility of coordinating the monitoring of contract agencies where an agency has contracts with multiple County departments in order to avoid unnecessary duplication of effort. We have also requested the County Administrator to report back to our Committee of his findings and recommendations on November 14. "REVIEW OF THE 1986-87 GRAND JURY RECOMMENDATIONS" (Page 159) RECOMMENDATION #1 Each grand jury ensure response to the previous grand jury' s report and determine whether the previous year' s recommendations were implemented. RESPONSE The Grand Jury should respond to this recommendation. RECOMMENDATION #2 The Recommendations Review Committee communicate with those agencies, departments, or districts which have not responded within the required time. RESPONSE The Grand Jury should respond to this recommendation. -24- RECOMMENDATION #3 Copies of the responses to a grand jury report be filed with a copy of that report in the grand jury file. RESPONSE The Grand Jury should respond to this recommendation. RECOMMENDATION #4 Section 933 (c) of the California Penal Code be quoted on a separate page at the beginning of each Grand Jury report. RESPONSE The Grand Jury should respond to this recommendation. RECOMMENDATION #5 A copy of each report be sent to the responsible official of the subject jurisdiction or agency. RESPONSE The Grand Jury should respond to this recommendation. RECOMMENDATION #6 Future Grand Juries follow up to ensure all appropriate actions have been taken or that promised studies have been completed. RESPONSE The Grand Jury should respond to this recommendation. RECOMMENDATION #7 The individual report titles be entered on the County' s response document to identify the responses applying to each separate report. RESPONSE This recommendation has been implemented. "SECURITY IN CONTRA COSTA COUNTY SUPERIOR, MUNICIPAL AND JUVENILE COURTS" (Page 165) RECOMMENDATION #1 The County Supervisors appoint a security manager to have overall authority and responsibility for security in all court - facilities under County jurisdiction. Security includes, but is not limited to, the establishment of a safe environment, prevention of criminal -25- activity, and preparation for fire, bomb, hostage, earthquake, and medical emergencies. RESPONSE The County Board of Supervisors, in cooperation with the Superior Court Judges, Municipal Court Judges, and the Sheriff, has created by law a Court Services Division within the Sheriff ' s Department with specific responsibilities for security in all court facilities under County jurisdiction. RECOMMENDATION #2 The security manager make an immediate survey of existing security arrangements and develop a plan of action for improvement, keeping in mind that security problems are likely to increase rather than decrease. RESPONSE A security survey and plan of action containing short- and long-term improvements is being developed. RECOMMENDATION #3 Because of his interest and expertise in security matters, the person appointed be County Marshal Rodger L. Davis. RESPONSE Marshal Davis was appointed. RECOMMENDATION #4 A person regularly employed in each courthouse be appointed to be responsible for emergency procedures in the building, and for seeing that those using the building are aware of procedures. Where practical, drills for various emergencies should be initiated. RESPONSE A Court Security Sergeant has been assigned to each court facility with responsibility for bailiff and security staffing, emergency procedures, and training of judges, referees, clerks, court reporter, and all other tenants of the court facility. Each of the Clerk' s Offices in the four Municipal Court Judicial Districts has a designated safety coordinator who is an active member of a Countywide Municipal Courts ' Safety Committee. -26- RECOMMENDATION #5 Judges, referees, clerks, court reporters, and other employees receive special training for courtroom emergencies. Judges, referees, and prosecutors, who may be specifically targeted for threat, should be trained for emergencies that may occur out of court. RESPONSE Please see response to Recommendation #4. RECOMMENDATION #6 The security manager be consulted before any court construction or remodeling is planned. RESPONSE We concur with this recommendation. Such consultation is routinely sought from all user departments and servicing agencies with respect to any construction or remodeling. RECOMMENDATION #7 Courtroom assignments be made on the basis of security rather than judges' seniority. RESPONSE Security is a major consideration when assigning high risk cases. In such instances, additional security is provided and a more secure courtroom assigned, if necessary. The Municipal Courts in Contra Costa County are very aware of the need for an effective approach in addressing security issues as they pertain to the courts. The courts have been taking a very active role. In addition, the Clerk' s Office is supporting that commitment through the establishment of a Countywide Safety Committee which provides an ongoing network of communication. RECOMMENDATION #8 Immediate action be taken to improve security arrangements for the high-risk family and juvenile courts. RESPONSE A security survey of all family law and juvenile courts has been completed. Several changes are in the process of implementation. RECOMMENDATION #9 The construction of a high-security courtroom in the A.F. Bray Courts Building not be delayed or eliminated. -27- RESPONSE That decision will be made by the Superior Court. RECOMMENDATION #10 A permanent metal detector be installed at the entrance of the A.F. Bray Courts Building to be manned in high-risk situations and for random checks. RESPONSE A permanent metal detector may not be the long-term solution but is being considered as an alternative. RECOMMENDATION #11 Bailiffs and transportation officers in all court facilities patrol public areas when not otherwise busy. RESPONSE This recommendation has been implemented. RECOMMENDATION #12 Signs notifying visitors that they may be subject to search, such as are posted in municipal courts, be posted at superior and juvenile courts. RESPONSE Signing of the respective courts is under discussion. RECOMMENDATION #13 Occasional random searches be conducted. RESPONSE Random searches are currently being done. RECOMMENDATION #14 All bailiffs within a courthouse be equipped with two-way radios linking them with each other and a central station. RESPONSE The use of portable radios is being expanded. -28- RECOMMENDATION #15 All vehicles used for the transportation of persons in custody be equipped with emergency radios. RESPONSE All vehicles are fully equipped with emergency equipment, cages, and radios. RECOMMENDATION #16 Bailiffs be consulted on additional equipment and methods they feel would enhance their ability to control emergencies. RESPONSE Facility sergeants hold monthly meetings with bailiffs to discuss training and security strategy. RECOMMENDATION #17 All court bailiffs and security officers attend the special court security schools now attended by Marshal' s deputies, or an in-county school be established to provide such training. RESPONSE The 1988-89 training schedule includes a requirement for all court security personnel to attend such a school. RECOMMENDATION #18 Fire alarms be installed in the Contra Costa County Courthouse and any County court facility that lacks them. The wooden module adjacent to the court at Juvenile Hall should be inspected for fire safety. RESPONSE Fire safety requirements are being addressed in individual facility remodels. All court buildings are routinely inspected by the fire district having jurisdiction. RECOMMENDATION #19 Court bailiffs conduct regular emergency drills for bomb, hostage, building evacuation, and similar events. Bailiffs be reassigned other activities after five years in the courts to avoid complacency. RESPONSE The facility supervisor is required to hold such exercises- regularly. Complacency can be dealt with in ways other than transferring. -29- RECOMMENDATION #20 The Sheriff ' s Department appoint a supervising bailiff to work in the courthouse. Bailiffs should hold regular meetings. RESPONSE The Superior Court has a facility sergeant who is required to hold monthly bailiff meetings. RECOMMENDATION #21 When the new A.F. Bray Courts Building is operational, the family courts be permanently moved out of the crowded ground floor area of the old courthouse to the new facility. RESPONSE Both family law departments have been moved to the second floor of the old courthouse, greatly improving general security. RECOMMENDATION #22 Space be provided in the old and new courthouses as a haven for litigants and witnesses who fear for their safety while awaiting court appearances. RESPONSE Allocation of space is determined after consultation with users. General Services will alter space as needed. RECOMMENDATION #23 The court in the Martinez Veterans Building be permanently abandoned. RESPONSE The Veterans Building is no longer being used by the Superior Court. RECOMMENDATION #24 Public and employees ' entry to the County courthouse be restricted to the main doors on Court Street or the handicapped entrance on Main Street. RESPONSE Closing the entrance on Ward Street would prove to be a great inconvenience to both the public and employees since this is the main entrance/exit between the two courthouses. Such action would pose serious problems during inclement weather. -30- RECOMMENDATION #25 To avoid the general public mixing with persons in custody, the Ward Street door of the County Courthouse be reserved for use by Sheriff' s deputies escorting prisoners and form court. RESPONSE It is unclear how this would eliminate "mixing" once inside the door since there are no security corridors in the building and prisoners must be moved through public hallways. RECOMMENDATION #26 The two ground-floor doors on Court Street and the door in the County Clerk' s Office be secured for emergency exit only. Exit alarms be installed on these doors. RESPONSE Recommendations 24, 25, and 26 are all being considered as important recommendations in an overall security plan currently being developed for the old courthouse and the A.F. Bray Courts Building. RECOMMENDATION #27 A bailiff be assigned to each juvenile court. RESPONSE Recommendations 27 through 36 will be reconsidered together. RECOMMENDATION #28 The bailiffs concentrate on the security and safety of the court and not be asked to perform duties which routinely take them away from their courtrooms. RECOMMENDATION #29 Probation officers at Juvenile Hall who respond to courtroom emergencies receive specific training in handling such emergencies. They should not, however, be expected to do the work of a bailiff or to replace a bailiff. RECOMMENDATION #30 An emergency buzzer be installed directly from the West County juvenile courtroom to the E1 Cerrito Police Department in the same building. E1 Cerrito Police be requested to provide immediate response. RECOMMENDATION #31 In consultation with the referee, the West County juvenile court be remodeled, in particular to separate males and females in the court -31- holding facility. The ceiling needs attention, as tiles falling onto the heads of those using the courtroom does not promote general health, safety, 'respect for the court, or the overall dignity of the proceedings. RECOMMENDATION #32 The receptionist at Juvenile Hall court be provided with an emergency buzzer or intercom and a floor-to-ceiling partition that includes bullet-resistant glass. RECOMMENDATION #33 No armed officer, other than the bailiff on duty, be permitted to enter the juvenile court, the offices or adjacent hallways at Juvenile Hall except in response to emergency. Weapons lockers are provided and should be used. RECOMMENDATION #34 The traffic patterns at each juvenile court be analyzed and arranged so that the referee and bailiff have absolute control over who enters the court and who has direct contact with persons in custody. RECOMMENDATION #35 The roving juvenile court referee be provided with adequate, permanent, and secure court space in each of the three locations he visits each week. Further, he should be provided with a clerk and bailiff. RECOMMENDATION #36 If microphones accessible to defendants in any court remain in use, they be equipped with lightweight plastic stands. RESPONSE We concur with the concerns of the Grand Jury for the safety of the court, staff and citizens. Recommendations 27 through 36 should be considered in their entirety to provide a safe environment. We will continue to work with the courts and relevant departments and agencies to make appropriate corrections. RECOMMENDATION #37 With the merger of the Marshal' s Office and Sheriff' s Department, the standards of security consciousness, training, and equipment now used in municipal courts be adopted as the minimum standards acceptable for all Contra Costa County court facilities. RESPONSE We concur with this recommendation. -32- RECOMMENDATION #38 Every effort be expended by county administrators, judges, and those concerned with court security to ensure that overall court security is enhanced, not diluted, when two departments merge. RESPONSE With the continued cooperation of the Superior Court bench and the municipal court bench, a Countywide security plan will become a reality. In accordance with Penal Code Section 933, the Sheriff's comments are attached as Attachment B. "THE DELTA MUNICIPAL COURT" (Page 181) RECOMMENDATION #1 Activities not directly related to the Delta Court not take place in the overcrowded building. The methadone clinic should be moved to other quarters to free space for court uses. RESPONSE The Health Services Department, in conjunction with lease management, is exploring several options for the relocation of the Methadone Clinic. The relocation of this clinic is a priority. RECOMMENDATION #2 Until new quarters can be found for the clinic, security be provided for the building beginning at the hour the clinic opens. During the day, deputies should patrol the public area of the building when not otherwise busy. RESPONSE Relocation of the clinic is imminent. The deputies on duty patrol all public areas. RECOMMENDATION #3 Safe, private space be provided for defense attorneys and prosecutors to confer with clients, victims, and witnesses. Ample private space should be provided for judges' chambers. If necessary, temporary modules should be leased and placed at the rear of the courthouse in a fenced area to provide storage, meeting space, or employee break area until Phase One is complete. -33- RESPONSE The General Services Department is working with the Court on an interim remodel of the facility. RECOMMENDATION #4 Courthouse employees make a concerted effort to remove all unnecessary files and redundant storage from the building. RESPONSE Records destruction is done continuously to remove inactive files as permitted by Government Code Sections 71007, 71008 and 71009. Temporary arrangements have been made to utilize the gardener' s shed for additional storage space pending completion of the proposed Phase I remodeling. Additional storage space is being coordinated by the Municipal Courts Administration for use by all four judicial districts. RECOMMENDATION #5 As part of Phase One construction, a sally port of 12 foot high cyclone fence sides, with roof and locked gates, be erected between the courthouse and the Pittsburg Police Department so that prisoners can be delivered to either building in a secure manner. RESPONSE Preliminary designs and estimates to accomplish this work have been provided. RECOMMENDATION #6 Phase One remodeling include see-through panels on courtroom railings to discourage friends and relatives from making physical contact with those in custody. RESPONSE Phase One construction can be modified at additional cost. RECOMMENDATION #7 High priority be placed on all aspects of Phase One remodeling in an effort to decrease the one-year estimated construction time. RESPONSE Construction has begun on this project and it is to be- completed, under the terms of the contract, by February, 1989. -34- RECOMMENDATION #8 Plans for improvement to the existing building beyond Phase One be abandoned. RESPONSE There are no current plans for remodeling this building beyond Phase One. A replacement facility is under consideration. RECOMMENDATION #9 An immediate decision be reached to construct new court facilities so that planning, land acquisition, and construction can begin as soon as possible to meet short- and long-term needs in East County. Every effort should be expended to reduce the three-to-five-year span estimated- for completion of the new courthouse. RESPONSE Proposals are under consideration for a new facility at a new location. "LIVING CONDITIONS AT JUVENILE HALL" (Page 191) RECOMMENDATION #1 The interior maintenance work recommended in the Building Inspection reports be performed. RESPONSE Minor items will be corrected within the next 90 days, using maintenance funds allocated to the building. Major renovation of the shower rooms will be done as part of a series of projects funded with Proposition 52 funds. RECOMMENDATION #2 A sequential plan of repairs to the roof be developed immediately, to be followed by a schedule of ongoing, frequent inspections to locate future deterioration. RESPONSE The roofs are inspected annually and repaired as necessary. In fiscal year 1989-90, General Services anticipates requesting plant acquisition funds to replace the roofs. RECOMMENDATION #3 An earthquake preparedness review be performed. -35- RESPONSE An earthquake (disaster) evacuation plan is posted in each living unit and on bulletin boards in strategic areas of the building. On July 21, 1988 Federal and State representatives conducted an on-site inspection of the Juvenile .Hall. Storage of emergency supplies at the hall and the use of the kitchen and sleeping facilities by members of the County Office of Emergency Services in the event of a major disaster was approved. RECOMMENDATION #4 Juvenile Hall staff: a. Record air temperatures in the communal and sleeping areas during daily periods of temperature extremes. b. When temperatures reach excessive levels, develop alternative routines, such as transferring minors to the air-conditioned Monticello unit. C. Purchase ice machines with ample capacity for all minors and staff. RESPONSE a. A procedure for recording air temperatures will be in place prior to the summer of 1989. b. The air conditioned unit is currently utilized during summer heat spells; however, only 20 residents may participate due to the unit rated capacity. The three living units are able to participate on a shared rotation schedule. C. Purchasing additional ice machines is not necessary as Pride House and Lion' s Gate now provide their own ice. The living units are furnished ice upon request. Authorization to purchase ice during mechanical failure of ice machines is approved. RECOMMENDATION #5 The process of purchasing new, durable furniture for communal living areas be continued. RESPONSE Authorization to purchase new (Modu-Form) durable furniture has been approved and purchase orders have been requested. RECOMMENDATION #6 The multicolored materials, which partially or totally- cover the interior safety glass partitions and windows, be removed to enable staff. to observe minors clearly at all times. -36- RESPONSE The multicolored material covering glass partitions and windows was established as the outcome of the County' s affirmative action survey when living units began coed staffing. The multi-colored material enhances the, privacy of . the residents, but has not compromised security. Approval was also obtained from the California Youth Authority, an agency responsible for annual inspection of the Juvenile Hall. RECOMMENDATION #7 A project be developed for minors to learn about nutrition and to help plan their daily menus. RESPONSE Juvenile Hall residents learn about nutrition when attending the Health Science curriculum, which provides a nutritional unit several times during the school year. The meals served meet or exceed dietary requirements as set by the California Youth Authority Standards, the State of California nutritional requirements and the national guidelines. All meals are approved by the County's registered dietician - M.P.H. Nutritionist. RECOMMENDATION #8 The "Juvenile Hall Five-Year Maintenance and Equipment Schedule" be revised to ' be made comprehensive and prioritized, and to include recommendations made by all inspecting agencies. RESPONSE We concur with this recommendation. "THE EAST COUNTY RAPE CRISIS UNIT" (Page 199) RECOMMENDATION #1 The County immediately terminate the existing contract with the ECRCU and select a qualified organization to provide these services. RESPONSE The contract was terminated. Negotiations are underway to provide services to East County. RECOMMENDATION #2 The District Attorney' s Office establish adequate procedures to monitor the finances of the other rape crisis centers the - County has placed in that office' s budget. -37- RESPONSE The District Attorney' s Office has established procedures to improve financial monitoring of the County contract for the Rape Crisis Center of West Contra Costa, which provides services in West and Central County. These improvements are built into the agency' s contract with the County for fiscal year 1988-89. RECOMMENDATION #3 The Board of Supervisors allocate a portion of rape crisis contract funding to the District Attorney' s Office to cover the costs of monitoring the contracts. RESPONSE Please see our response to Recommendation #6. RECOMMENDATION #4 Standard service contracts with rape crisis centers be modified to explicitly require that the County have access, on demand, to all of the centers' financial records regardless of funding source. RESPONSE The contracts have been modified as recommended. RECOMMENDATION #5 The County require that the rape crisis centers receiving County funding meet the same standards as those described in the State' s Office of Criminal Justice Planning document for rape crisis centers. RESPONSE The County requires the contractors to meet OCJP standards. RECOMMENDATION #6 The County develop a program for monitoring the performance and quality of service provided by rape crisis centers throughout the County. RESPONSE It is the District Attorney' s intent to jointly monitor this program in cooperation with the city funding agencies involved, as well as with the staff of the State Office of Criminal Justice Planning. This coordinated approach to monitoring should be extremely beneficial to the funding agencies and to the Rape Crisis Center itself. In addition, the agency will continue to submit its detailed progress reports as required by the State, but modified so as to clearly identify services provided in both west and central County. A -38- requirement for an independent audit by a Certified Public Accountant will be included in the contract. This audit will cover not only County funds, but the total funding of the agency. This will give us a total fiscal picture that we have lacked in the past. RECOMMENDATION #7 The County explore the option of contracting all rape crisis services through one agency for the purpose of improved accountability, administration, and service delivery. RESPONSE We concur with this recommendation and presently contract with one agency. In accordance with Penal Code Section 922, the District Attorney's response is attached as Attachment C. "HERCULES MEASURE A" (Page 225) There were no recommendations in this report. -39-