LAW AND JUSTICE COMMITTEE

Transcription

1 LAW AND JUSTICE COMMITTEE Chairman Frank K.Johnson Vice Chairman Ruth Kranovich Committee Members Anna Cleveland C. Michael Dake Jean Beavers MISSION STATEMENT The California Penal Code is the Basic State Statute for the investigation procedures charged to the Law and Justice Committee of the Grand Jury. Penal Code 919 (b) states that the Grand Jury shall inquire into the condition and management of the Public Prisons within the County. The Law and Justice committee visited these facilities to fulfill our obligations under the statute. During the Grand Jury session, the Law and Justice Committee toured and visited most of the law enforcement and detention facilities in Kern County. The committee also received and responded (by inquiry and investigation) to 27 individual citizens complaints. We sincerely thank all of the employees of the city, county, state, and federal facilities who graciously welcomed us and gave their utmost energy and expertise, so that our job could be more pleasant, exciting, and complete. 75

2 LAW AND JUSTICE COMMITTEE MISSION STATEMENT The California Penal Code is the Basic State Statute for the investigation procedures charged to the Law and Justice Committee of the Grand Jury. Penal Code 919 (b) states that the Grand Jury shall inquire into the condition and management of the Public Prisons within the County. The Law and Justice committee visited these facilities to fulfill our obligations under the statute. During the Grand Jury session, the Law and Justice Committee toured and visited most of the law enforcement and detention facilities in Kern County. The committee also received and responded (by inquiry and investigation) to 27 individual citizens complaints. We sincerely thank all of the employees of the city, county, state, and federal facilities who graciously welcomed us and gave their utmost energy and expertise, so that our job could be more pleasant, exciting, and complete. The Law and Justice Committee toured the following law enforcement agencies (& the Public Defenders Office)* during the fiscal year Sheriff s Headquarters (Norris Road) 2. Sheriff s Comm. Center- CAD System* 3. Sheriff s Communication Specialists* 4. Sheriff s Substation Buttonwillow* 5. Sheriff s Substation-Delano 6. Sheriff s Substation-Frazier Park 7. Sheriff s Substation-Lake Isabella 8. Sheriff s Substation-Lamont 9. Sheriff s Substation-McFarland 10. Sheriff s Substation-Mojave 11. Sheriff s Substation-Ridgecrest 12. Sheriff s Substation-Rosamond 13. Sheriff s Substation-Taft 14. Sheriff s Substation-Tehachapi* 15. Sheriff s Substation-Wasco 16. Sheriff s Volunteer Services* 17. Bakersfield Police Department* 18. California City Police Department 19. Delano Police Department* 20. Ridgecrest Police Department 21. Shafter Police Department 22. Taft Police Department 23. Kern County Probation Dept. 24. Arvin Police Department 25. Kern County Central Jail 26. District Attorney s Crime Lab. The following prison and detention facilities were also visited during the Fiscal year. 1. Camp Erwin Owen* 2. Delano* 3. Juvenile Hall 4. Lerdo Max/Med. Detention Facility 5. Lerdo Minimum Detention Facility 6. McFarland (CCF)* 7. California City Prison (CCA) 8. Mesa Verde (CCF)* 9. North Kern State Prison 10. Taft (CCF) 11. Taft Federal Prison (TCI) 12. Tehachapi State Prison (CC!) 13. Wasco State Prison 14. Shafter (CCF) *Asterisk denotes final report on following pages. (CCF) Community Correctional Facility (CCI) California Correctional Instiution (CCA) Corrections Corp. of America (TCI) Taft Correctional Institution (RC) Reception Center 76

3 BAKERSFIELD POLICE DEPARTMENT PURPOSE OF INQUIRY: The purpose of our visit was to observe the facility, interview personnel and review current activities and procedures. LOCATION: The Bakersfield Police Department is located at 1601 Truxtun Avenue, Bakersfield, CA FINDINGS: Our committee was fortunate to have been given an excellent tour of the department as well as several units therein. Our tour guides were two very enthusiastic and knowledgeable young women, who are community service specialists. They are Janet Riley and Celeste Dhanens. The Bakersfield Police Department is a large department: the annual budget is $36,773,915, they employ four hundred seven people; three hundred of whom are sworn officers, the average monthly payroll is $2,400,000, they generate forty-nine to fifty thousand reports per year, there are approximately one hundred eighty-five patrol vehicles. The facilities and special units which we visited include: Bomb Squad We enjoyed a demonstration that was put on by three of their members, who also gave an informative lecture. It was interesting to see a metal ammunition case being blown apart by one and a half ounces of water in a special gun. While ninety-nine percent of their work is within the city, they do have a mutual aid agreement with the county. Bomb Squad activities are considered to be hazardous; therefore, the members receive an extra stipend of pay. Swat Team This is a specially trained group of twenty officers, whose mission is to save lives. The three officers who met with us were very knowledgeable and enthusiastic. They also appeared to be in great physical condition. They told us about the kind of activities they get involved in and explained their special vehicle. Their activities are also hazardous, but they don t receive extra pay. 77

4 Laboratory There are five technicians who work in the crime lab. Each of the technicians is oncall once every five weeks. We were given a tour of the facility by one of the technicians. The lab seems to be well equipped. Crime Prevention We toured this unit and visited with several of the employees. They were all knowledgeable and friendly. Communications This department has thirty dispatchers who work in shifts. Unlike some county facilities, they were at full complement when we were there. They handle approximately one thousand, nine hundred calls per day or fourteen thousand per week. It appears to be a division which is well managed. K-9 Unit This unit is now ten years old. They presently have seven patrol dogs and one that works drugs only. The drug dog is a chocolate Labrador Retriever, while the patrol dogs are all German shepherds. The shepherds are all cross-trained on both drugs and attack. A patrol dog is good for about six years on the streets. Each dog costs approximately $10,000. Two handlers and one dog put on a very interesting demonstration for us. It was a good show. RECOMMENDATION: Members of the Swat Team should receive pay that is commensurate with that of the Bomb Squad. RESPONSE REQUIRED WITHIN 90 DAYS TO: PRESIDING JUDGE KERN COUNTY SUPERIOR COURT 1415 TRUXTUN AVENUE BAKERSFIELD, CA

5 KERN COUNTY SHERIFF / BUTTONWILLOW SUBSTATION PURPOSE OF INQUIRY: Annual visitation to observe the facility and review current activities LOCATION: The Buttonwillow Substation is located at 181 First Street, on the corner of Marasol and First Street. FINDINGS: This building was constructed in 1947 with architecture typical of the 1940 s, concrete block and red Spanish tile roof. There is an adequate, paved, fenced parking lot at the rear of the building. The interior is designed so that all offices open onto a hallway that runs the length of the T shaped building. Supervisor Peterson s field office is also connected to the hallway, along with a public rest room, deputy sheriff s locker and change room with rest room, the sergeant s office, and an office for two senior deputies with a rest room in between. The rest of the building, which originally was a court room, houses the reception area with two clerks, a squad room with thirteen desks for deputies, and a metal locker used to store evidence. There is no central air conditioning system to provide comfort during the summer and winter seasons. The present staff consists of one commander (stationed at Wasco), one sergeant, two senior deputies, and nine patrol deputies reinforced with one reserve officer and two Citizen Service Unit (CSU) volunteers. They also have two deputies assigned to court duty at the Shafter and Delano courts. They have seventeen vehicles; twelve are classified as drive-home vehicles by complying with the twenty-five mile limit for deputy home retention. Minor maintenance, such as oil change, etc. is covered by local contract. Major vehicle maintenance is done by the Kern County Fire Department Maintenance Facility on Olive Drive in Bakersfield. The substation s jurisdiction covers an estimated 1500 square miles, which includes all area around the cities of Wasco, Shafter, Lost Hills, and north to the Kings and Tulare county line. The most notable crimes are rural - agricultural theft of equipment, pipe, sprinklers, produce, etc. They have a good, active relationship with the Border Patrol and the 79

6 community at large. Although there are no major drug problems, some gang problems do exist. COMMENTS: This substation appears to be well commanded and the staff is doing a good job. The building is quite old and not designed for efficient staff use. RECOMMENDATIONS: Provide a larger, more modern facility to increase staff efficiency. RESPONSE REQUIRED WITHIN 90 DAYS TO: PRESIDING JUDGE KERN COUNTY SUPERIOR COURT 1415 TRUXTUN AVENUE BAKERSFIELLD, CAL

7 KERN COUNTY SHERIFF S DEPARTMENT COMPUTER-ASSISTED DISPATCH SYSTEM PURPOSE OF INQUIRY: To investigate and evaluate the purchase and implementation of the Kern County Sheriff s computer-assisted dispatch system (hereinafter referred to as CAD. ) FINDINGS: BACKGROUND: In 1995, it was apparent in the sheriff s department that the existing communications system was worn out, overloaded, and technologically obsolete. The communications center, located on Mt. Vernon Ave., is shared by the sheriff s office and the Kern County Fire Department. The sheriff s department chaired a committee consisting of members not only from these two departments, but other departments as well who might be involved in the development of a new system. The committee met regularly for more than a year to develop an RFP (request for proposal) that was distributed nationwide. Seven bids, ranging from $300,000 to $2,000,000 were received. Three of these were chosen for on-site visits, and ultimately Intergraph Public Safety Co., of Harrisburg, PA. was selected. On March 31, 1998, the Board of Supervisors approved a contract in the amount of $1,324,955 for the purchase, installation, training, and fiveyear maintenance of the CAD system. The system was purchased and installed, and went online on December 7, Although it is reasonable to expect problems and resistance when any major change takes place, the shock waves this system created in the operations division are still being felt. Sub-stations were completely unprepared for the impact of the changeover. Major changes included a new case numbering system, mapping system, (which is not yet completely accurate), and the loss of a records management system that was an integral part of the daily field operations. Some supervision capabilities were lost. It became necessary to transfer all calls for service to the communication center, rather than inputting them locally as before. Morale within the department has been adversely affected. The department has spent great effort and time in the last year responding to these issues and trying to resolve the resulting problems. The Grand Jury believes much of this turmoil could have been avoided with better planning, open communication, and much stronger administrative direction. PLANNING: A basic management principle emphasizes that the success of any new program will be greatly enhanced if representatives from all affected entities are represented and participate in the planning process. In developing the CAD system this principle was not mandated. Many law enforcement staff members told us that as a group they are conservative and naturally resistant to change. It would therefore seem even 81

8 more important to include representatives from rank and file staff members when preparing programs that impact them. Although the field operations division and more specifically, the sheriff s substations were the basic end-users of the system as it existed, there were no representatives from this area on the CAD planning committee. There was no input from the field clerical staff about potential impacts on their work. Thus, as the system was developed to make the dispatch center state of the art, the needs of the substations, small cities and contract cities were not given adequate consideration. There was common agreement that the old system was overloaded and technologically obsolete. The proper approach to move forward should have included evaluating the communication and management needs of the entire sheriff s department, and prioritizing what was needed to maintain, support and upgrade those functions. The budget should have been justified based on those needs. In this instance, financial constraints were imposed by control agencies, and a bare-bones, off-the-shelf system with limited components, was purchased. The system has not proven to be adequate to meet all of the management needs of the department. There are now on-going efforts to buy additional programs to correct the deficiencies. As the system changed from a communication system to a dispatch system, many standardized supervision and information capabilities were lost to the sub-stations. This resulted in their developing individual systems for carrying out their duties. This has contributed to inefficiencies, low morale, and extra workload. It would have been much more efficient and less expensive in the long run to incorporate a records management system in the initial purchase. IMPLEMENTATION PROBLEMS: A 1996 internal technology needs assessment in the sheriff s office cited the lack of management control and direction, poor communication throughout the divisions, and the need for adequate training as critical areas needing immediate attention if the efficient development of technology were to be accomplished. In the Grand Jury s study of the development and implementation of the Intergraph CAD system, all of the above problems were still very much in evidence. During the planning phase the decision was made to purchase a state-of-the-art dispatch system. Due to perceived limited resources, the component to maintain records management and supervisory information needed in the field was not included in the request for proposal. This major change was never fully communicated to or understood by the field commanders and staff. Although regular updates were given at command meetings, they were geared to stressing what the new system would do, but not adequately addressing what it would not do. Field commanders did not express concerns, but made the false assumption that the routine way of doing things would not be interrupted, but would only be enhanced. The top administration took no steps to ensure that two-way participation and communication was occurring. 82

9 Training on the use of the new system was focused on dispatchers and carried out in October and November, By the time the system came on-line on December 7, 1998 the impact of the training was lessened. No special training sessions were carried out to familiarize field officers or clerical workers of what to expect from the new system. The system required a new mapping plan to be done by the Kern County Fire Department. Mapping was not ready when the system went on-line, causing many operational problems. The mapping project is still not up-to-date. This issue needs concentrated attention by the fire department. All calls for service were to be transferred immediately from field offices to the communication center for handling. The needed telephone lines to accomplish this automatically were not ready for about three months in some outlying areas. Calls needed to be redialed or the citizen was given the number of the communication center to repeat the request for service. A new case-numbering system went into effect which caused problems not only for field offices, but also for other county offices that regularly interact with the sheriff s office. Taken together, these issues created an extremely traumatic situation when the new system was implemented in December, Tempers rose, accusations flew, and communication between commanders deteriorated until a sincere and united effort to resolve the problems became almost impossible. Complaints became personal as operational problems continued. COMMENTS: Many of these issues could have been handled more expeditiously if control and direction had been exercised by top managers in a timely way. The Grand Jury believes that much stronger management involvement during all phases of the project could have avoided a very destructive period in the department. The intervention of management was seriously lacking until April 1999, when a newly appointed Assistant Sheriff was given the responsibility of bringing the system under control. He has taken steps to assure that communication among the command staff is focused on operational problems, rather than personal relationships. Under his guidance, progress is being made in identifying and resolving issues in a timely manner. New software components are being purchased or planned for. These include: An Intergraph component called I-Net Viewer which will fill some gaps in information retrieval, will be installed in all units during The cost is about $65,000. I-Leads, a records management system, is under consideration. The cost will be between $200,000 and $300,000. The Grand Jury believes the omission of this software in the original purchase was a serious mistake that should be rectified as soon as possible. 83

10 Long range plans call for installing Mobile Data Terminals (MDT s) in every patrol car. Most large law enforcement departments already have this capability. The cost would be about $3,000,000. RECOMMENDATIONS: The top management team in the sheriff s department should assume a more active and visible role in program planning, development, and practice to assure participation, cooperation and two-way communication throughout the department. In future program development, the department should mandate that representatives from all levels of affected programs be included in all stages of development. The sheriff s department should aggressively pursue funding to purchase I-Leads, the Intergraph component for records management. Long range planning should include a method to finance mobile data terminals in patrol cars for both officer and public safety. RESPONSE REQUIRED WITHIN NINETY DAYS TO: PRESIDING JUDGE KERN COUNTY SUPERIOR COURT 1415 TRUXTUN AVENUE BAKERSFIELD CA

11 CAMP ERWIN OWEN PURPOSE OF INQUIRY: Annual visitation to observe the facility and to review current procedures and practices. We interviewed and enjoyed a tour conducted by the Probation Division Director of Camp Owen. We also enjoyed a lunch with the wards which was both delicious and nutritious. LOCATION: Camp Owen is located a mile north of Kernville, at Sierra Highway, on fifty- six acres of mountainous terrain overlooking the Kern River. FINDINGS: This camp was founded in 1938 and was named for Superior Court Judge Erwin Owen. The camp was developed with minimal funds, a lot of scrounging and a good amount of ward labor. Large buildings were contracted, utilizing concrete blocks made on the site by the boys. Much of the camp s food was and still is raised on the site by camp wards. This is consumed in the camp dining room. This includes milk, beef, pork, eggs, fruit and vegetables. The camp serves under the direction of the County Probation Department. Its two purposes are to remove male juvenile offenders from the public and to attempt to rehabilitate them. The latter purpose is especially difficult, since the ward perhaps was never a contributing member of the family, school, or community. All boys committed to the camp are Juvenile Court wards. They have been committed to Camp Owen by the Superior Court of Kern County. The age range is from fourteen to eighteen. All are delinquent youth with anti-social behavior in home, school and society in general. The monthly average population is just under one hundred twenty-five wards. Wards are held in the program four to nine months, with the average stay of six months. Each ward receives either a three hundred sixty or a seven hundred-point program to complete for release. This is determined by a board which reviews his criminal history. Penalty points will increase a ward s length of stay at camp. Each ward has the opportunity to earn zero to six points on a daily basis. Eighty-two percent of the wards complete the program. There is ten to twenty percent recidivism. Volunteers eighteen years of age or older, provide important help in the camp. At present, volunteers average a total of seven hundred fifty hours per month. They work in both day and evening programs. The camp program is designed to give each ward an opportunity for a successful experience in group living in a stable environment. The program contains six components as follows: 85

12 Work experience Work of maintaining the camp and other projects is meaningful. The wards work and attend school in the camp on a half-time basis per each activity. School All wards are required to attend school unless they have graduated from high school. The high school is operated by the Kern County Superintendent of Schools, and is staffed by seven teachers, six instructional aides, a teaching principal and a school secretary. Curriculum is geared to the individual. Students, on the average, advance two grade levels in four months. Counseling Each counselor has four to seven wards on both an individual and group basis. Wards may advance to less restrictive levels based on conduct and acceptance of responsibilities. Recreation Recreational opportunities include outdoor sports, games and hobbies. Emphasis is on teamwork, sportsmanship and conditioning. Medical Services Complete medical and dental care is available in the area. A registered nurse is on staff. Community Services Wards participate in a variety of community projects and are appreciated by the local townspeople for their help. COMMENTS: The Kern County Board of Supervisors, as well as the society as a whole, should recognize the importance of dealing with young people at a time when they are still susceptible to corrective training. This will result in improved lives and reduced penal costs. More camps similar to this one should be provided. The staff-ward ratio is now set at one to fifteen. Too many time demands on the staff, however, reduce the effectiveness of this relationship. Additional support staff would increase the effectiveness of the staff-ward ratio. Staff members are to be commended for their abilities and willingness to use rather old plant facilities to conduct an essential program. The mess hall was built in the 1940 s to accommodate sixty-five wards. Since it is possible to serve a maximum of ninety-five wards at a time, meals must be served in shifts. This creates additional burdens on staff and food service personnel. 86

13 The camp has an ambitious agricultural program, which includes the raising of sufficient cattle (both beef and dairy), chickens and hogs to supply all the camp s needs. This also furnishes valuable training and the development of responsibilities for the wards. However, due to a lack of refrigeration and freezer storage capacity, the staff can only slaughter and process animals in numbers which fill the immediate or short-term needs of the facility. Additional refrigeration and freezer capacity would allow the staff to slaughter on a far greater economical basis. Slaughter animals that are allowed to grow beyond their optimum slaughter weight do so at a very costly rate. Furthermore, most of that excess weight becomes waste. Currently there are only outdoor visiting areas. During inclement winter conditions or on extremely hot summer days the outdoor environment is not conducive to visiting. RECOMMENDATIONS: Provide a new mess hall large enough to accommodate the existing population, with the design capability to expand if necessary. Provide additional refrigeration and freezer capacity. Provide an indoor visiting center. Provide additional support staff to meet their present needs. The Probation Department should provide more camps similar to this. RESPONSE REQUIRED WITHIN 90 DAYS TO: PRESIDING JUDGE KERN COUNTY SUPERIOR COURT 1415 TRUXTUN AVENUE BAKERSFIELD, CA

14 DELANO POLICE DEPARTMENT PURPOSE: The purpose of this visit was to observe the facility and to review current activities and procedures. LOCATION: The Police Department building is located new the center of town, at th Avenue. It is next door to the building that houses the courts and sheriff s substation. Findings: The committee toured the facility and interviewed the interim chief and their only lieutenant. The chief is a retired chief from the City of Bishop. He now works for the State Commission on Peace Officer Standards and Training (POST). He expects to be in Delano until about mid-january The city has contracted with an outside consulting firm to select a new chief. This facility was constructed in 1973; an attractive seven thousand eight hundred square foot building which was designed for a staff of thirty. They now need room for a staff of sixty. Their current staff consists of one chief, one lieutenant, five sergeants, five senior officers, twenty-two patrol officers, five level one reserves, ten clerical workers, five dispatchers, and four jailers. Their formula calls for forty-one sworn officers; they are currently seven short of that number. To say that this facility is extremely over crowded is a gross understatement. They have records everywhere; in pasteboard boxes stacked seven feet high along walls, in closets, in a storage area accessible only by going outside, and anywhere there is room. This facility includes a type one, nine cell jail, booking area, dispatch office, records office, reception office, evidence room, squad room, a report room with four desks and computers and various offices for top staff. Cameras are mounted throughout the building (as well as outside) at strategic locations to be able to monitor all-important areas such as the booking area, jail cells, hallways, reception areas and the exterior of the building. Detainees, in the jail can only be held for twenty-four hours, then must be transported to the county facility in Bakersfield. The City of Delano has a population of thirty-five thousand and covers approximately thirteen square miles, which is the jurisdiction of the police department. The Department also covers seven schools including a much over-crowded high school. The Department also has a bicycle patrol program The Department presently has seven patrol vehicles which are not assigned to Individuals but as assigned on a shift and weekly basis. None of the cars are considered take-home vehicles. All vehicles are serviced at the Delano City yard. There are now 88

15 twenty-two new vehicles in Sacramento that are allocated to the Delano City Police Department. When these cars arrive, each of the eight officers who live in Delano will be assigned a take-home vehicle to increase the awareness of their presence in the community. Major problems in Delano stem from drug use with the ensuing burglaries and thefts to support the habit; followed by domestic abuse and auto thefts. Gang violence is minor. In the recent past, there were some internal problems concerning the accountability of socalled flash money which was used in drug investigations. These monies are now are now all handled through the financial department with several restrictions and safeguards. COMMENTS: Our committee revisited this department on January 20, The purpose of our visit was to determine what, if any, changes have occurred since our last visit on October 7, We were please to note several positive changes. A new chief has been selected. He will assume command on February 7, Four additional officers have been added to the force. Two have finished their training and are assigned to general duties. Two officers are assigned to a division called problem oriented policing (POP). Other potential officers include one who is re-certifying, three who are in the academy and nine in background checking. The twenty-two new cars have arrived, have received their very attractive logos and eight of them have been assigned as take-home vehicles. Each of these cars is exactly alike. An officer who changes cars will, therefore, have no need to re-orient himself about the equipment. Some of the interior walls and trim have been repainted. No more objectionable pink trim. Two of their surveillance cameras (those in the booking and unloading areas) now have recorders. The Delano Police Department is a well-maintained, organized and commanded agency. Their dispatch center needs to be computerized and moved to a location with better lighting and space. Management does an exemplary job in accommodating necessary staff procedures in such limited space. The Delano Police Department desperately needs a new home. There is a gross lack of space for efficient filing of records. There is a need for more command staff. One more lieutenant is needed. A volunteer program to assist the elderly and disabled should be established. Work needs to be considered on developing a retention program for sworn staff. An up-to-date computer system should be installed throughout the department to facilitate communication and efficient record keeping. 89

16 RECOMMENDATIONS: Members of this committee believe that the need for a new expanded facility, which will adequately accommodate the needs of this department, is paramount. An up-to-date computer system should be installed throughout the department to facilitate communication and efficient record keeping. Add a lieutenant to the staff. Establish a volunteer R.U. OK (telephone acknowledgement to seniors) program. Develop programs in the schools to recruit officers. RESPONSE REQUIRED Respond within 90 days to Presiding Judge Kern County Superior Court 1415 Truxtun Avenue Bakersfield, California

17 DELANO COMMUNITY CORRECTIONAL FACILITY PURPOSE OF INQUIRY: The purpose of this visit was to observe the facility and to review current activities and procedures. LOCATION: This facility is located four miles west of the city of Delano at 2727 W. Industry Way. FINDINGS: The California Department of Corrections (CDC) operates all state prisons, oversees a variety of Community Correctional Facilities (CCF) and supervises all parolees during their re-entry into society. There are 16 CCF s in the state most are operated by public or private agencies under contract to CDC. Parole staff monitors these facilities. The committee toured the facility and interviewed some of the personnel. An administrative officer of the facility was both our tour guide and primary interviewee. The Delano CCF is operated by the City of Delano and is funded by the state, using two distinct methods. Much of their funding comes as flat rate payments either monthly or annually. An annual payment of $1,462,008 is received for facility and program development and a monthly amount of $358,953 is dedicated to operational costs. A smaller portion is generated by their per diem formula. The per diem income pays for food, clothing, and shoes. The per diem formula is the first three hundred eighty beds@ $3.90; the next seventy-five@ $24.38; from four hundred fifty-six to four hundred ninetythree@ $ The allocated capacity of this facility is four hundred ninety-three inmates. The day we were there, there were four hundred eighty-six inmates, all of whom are convicted felons. They are all security level one or two inmates; except for a few which the correctional officer calls soft level threes. Some serious medical conditions will exclude inmates from this facility. The present inmate ethnic breakdown is twenty-eight percent black, thirty-eight percent Hispanic, thirty-two percent white and two percent all other. All inmates are housed in dormitory type rooms. There are some single cells in each unit for special needs. The annual budget for this operation is $7,200,000. There are seventy-two employees, most of whom are correctional officers; four parole officers monitor these facilities. The facility is housed in a well-arranged building that belongs to the city. The building was designed to facilitate this type of prison. The building is fairly well maintained and reasonably clean. Many of the interior walls are covered with outstanding murals, exquisitely done by inmates. A prison population has many talents. The education possibilities seem to be somewhat limited to either General Education diplomas (GED) or computer skills. They are adding references as well as pleasure 91

18 reading materials. Research as well as quiet reading areas are being established. All this is being done by a very enthusiastic and energetic librarian. COMMENTS: The Delano CCF is a well-managed facility, with beautiful interior walls. The physical facility is well arranged to accommodate its purpose. It appears that the morale among the employees and inmates, as well as respect, is good. Outside, yard space for physical activity seems to be too restricted. Educational opportunities are very limited. RECOMMENDATIONS: Continue the improvement and expansion of the library facilities. Expand the yard space for physical activities. Increase the educational opportunities to include vocational programs. RESPONSE REQUIRED WITHIN NINETY DAYS TO: PRESIDING JUDGE KERN COUNTY SUPERIOR COURT 1415 TRUXTUN AVENUE BAKERSFIELD CA

19 KERN COUNTY SHERIFF VOLUNTEER SERVICES DIVISION VOLUNTEER ORGANIZATIONS: SEARCH AND RESCUE 325 RESERVES 185 CITIZEN SERVICE UNIT 220 EXPLORER S 38 TOTAL 768 COMMENTS: A thriving volunteer program cannot exist unless the management and staff of a department support the program. The Grand Jury heartily commends the Kern County Sheriff s Department for maintaining an exemplary volunteer program. The department has eleven hundred paid employees and almost eight hundred volunteers. These volunteers are integrated into every office in the department, providing a myriad of services. Together they average more than one hundred twenty thousand hours per year, which is the equivalent of sixty full-time paid positions. Their dedication not only saves taxpayer money, but also provides services, which could never be available without them. ( THESE SERVICE PROGRAMS ARE DESCRIBED ON THE FOLLOWING PAGES) 93

20 KERN COUNTY SHERIFF / SEARCH & RESCUE The Kern County Sheriff s Department, Search and Rescue Organization is comprised of approximately three hundred and twenty-five citizen volunteers from throughout the county. The mission of these Search and Rescue volunteers is to serve the various communities throughout the county by searching for and rescuing persons in danger. The individuals or their group pay for most of their equipment and training. The funding is obtained through donations from citizens; business owners, corporations and fundraisers that are sponsored by the groups themselves. Very little county funding is provided to these groups to obtain training or equipment. In addition to performing various search and rescue missions, the Search and Rescue volunteers have committed themselves to educate the public in the issues of wilderness and water safety. There are ten Search and Rescue Groups and one Support Group within the County. The Search and Rescue Groups all perform the same types of tasks, such as tracking, navigation, urban and rural searches. However, each group has an expertise unique to the area they normally work in. These areas of expertise include but are not limited to, aviation, desert searches, diving (SCUBA), mine searches and rescues, mountainous searches, snow searches and rescue, technical and high altitude searches and rescues. These groups perform an average of eighty missions per year and contribute more than six thousand, four hundred hours to search and rescue missions each year. These hours do not reflect the thousands of hours of training, public relations events and meetings that the groups are involved in. The Kern County Sheriff s Department, Search and Rescue Organization is comprised of the following groups: Aero Squadron China Lake Mountain Rescue Group Desert Search and Rescue Group Kern Valley Search and Rescue Group Search and Rescue Dive Group Bakersfield Search and Rescue Group Cook Group Indian Wells Valley Search & Rescue Mounted Search & Rescue Group Southern Kern Search & Rescue Tehachapi Mountain Search and Rescue Group RISKING DANGER TO SAVE A STRANGER 94

21 KERN COUNTY SHERIFF S CITIZEN SERVICE UNIT The Kern County Sheriff s Department Citizen Service Unit (CSU) was formed seven and one-half years ago. The unit was initially created to assist the Sheriff s Department as a non-law enforcement patrol program. Through the years it was found that the unit could be very helpful to the department in many other ways. The Citizen Service Unit now not only performs the same patrol functions as in the beginning, they also perform many various duties such as clerical support, transportation of vehicles and paper work, provide lost children services at the Kern County Fair, and other miscellaneous duties. As a program that started with approximately fifteen members in the Lamont area, the Citizen Service Unit has grown today to approximately two hundred-twenty members countywide. The groups raise their own funds to purchase patrol vehicles and other equipment needed to perform their duties. Since its inception in 1992 the CSU has averaged over forty-five thousand donated hours per year to the Kern County Sheriff s Department. Through their involvement CSU performs many tasks that would have to be performed by sworn deputies or other paid members of the department. Additionally many members of the CSU have expanded their interest in the Department by attending additional training to become Reserve Deputies or Detention Officers for the Kern County Sheriff s Department. The Citizen Service Unit has individual groups in the following areas: Frazier Park Kern Valley Lamont Metropolitan Bakersfield Mojave North Area ( Buttonwillow, Wasco, McFarland, Delano ) Ridgecrest Rosamond Taft Tehachapi 95

22 KERN COUNTY SHERIFF / EXPLORER POST #519 The Kern County Sheriff s Department Explorer Post #519 is an organization affiliated with the Boy Scouts of America to enable students to see the many opportunities within the law enforcement profession. It is also an opportunity for the young men and women to learn more about the Kern County Sheriff s Department. The program is open to high school and college students between the ages of fifteen and twenty-one. To become a member, interested students must pass an oral interview and background check, and maintain a 2.0 GPA while participating in the program. The Kern County Sheriff s Department Explorer Post #519 currently has thirty-eight members. These students come from all areas of Kern County. The Explorers participate in activities such as traffic direction at the Kern County Fair, the Bakersfield Business Conference and parades, as well as assisting at numerous community fairs and expositions. They assist the department with training at the Kern County Sheriff s Department Law Enforcement Academies. The Explorers receive monthly law enforcement training, and are allowed to participate in a ride-along program where they ride as an observer with a patrol deputy. The Explorers average approximately nine thousand hours of donated time to the Sheriff s Department each year. Many of the Explorers have maintained their interest in law enforcement, and gone on to become full time officers with law enforcement agencies throughout the State of California. 96

23 KERN COUNTY SHERIFF S RESERVES The Kern County Sheriff s Reserve Organization is comprised of one hundred eighty-five Level one and Level two Reserve Deputies who work in a variety of locations throughout Kern County. The primary mission of the reserves is to augment the patrol deputies in the performance of their duties. In addition to their primary mission, the reserves do many special events throughout the year. They provide security at the Kern County Fair, the Ridgecrest Fair, and host and provide security at the Stampede Days Rodeo, They also provide security and the noontime meal for Kern County Mental Health s twenty-four hour Relay, and work numerous special events throughout the year at the Kern County Fairgrounds and Pioneer Village. The annual operating budget for this unit is approximately $86,000, which pays for the cost of pre-employment medical and psychological exams, and all mandatory safety equipment such as handguns, leather, ballistic vests and helmets. Additionally, the department must ensure that all reserves receive a minimum of twenty-four hours of continual professional training every two years. The Reserve Organization averages over fifty thousand hours of service a year, and in 1999 donated over sixty thousand hours of service to the citizens of Kern County. The full impact of these hours can be better appreciated by multiplying the number of donated hours by the wage with benefits of a bottom step deputy ($24.76 / hour). This would equate to just under one and one-half million dollars worth of service to the citizens of Kern County. The reserves remain very dedicated to their responsibilities, and many of them put in far more than the required two hundred hours per year. In 1999, there were three reserves that donated over two thousand hours each and twenty-four reserves that donated between five hundred and two thousand hours each. This dedication speaks volumes about the type of men and women we have serving the citizens of Kern County. Within the Reserve Organization there are several special units that work with the Sheriff Department s paid staff. These include gang suppression, vice, rural crimes, and the team. In addition, the reserves also have a Domestic Abuse Response Team ( DART) which is unique to the Reserve Organization. There is a non-profit Reserve Association that all reserves are members of which raises money to help pay for additional equipment and training for the reserves. As an example, the Reserve Association purchased four bikes for the bike team at a cost of $1,000 each. The Association also sponsors two scholarships to local colleges. THE KERN COUNTY SHERIFF S RESERVE ORGANIZATION IS STAFFED BY MANY OUTSTANDING MEN AND WOMEN WHOSE MAIN GOAL IS TO GIVE BACK TO THEIR COMMUNITY IN A UNIQUE AND SATISFYING WAY. COMMENTS: 97

24 KERN COUNTY SHERIFF S DEPARTMENT COMMUNICATION SPECIALISTS PURPOSE OF INQUIRY: To evaluate the needs of Kern County Sheriff s Communication Specialists. The sheriff s department and the Kern County Fire Department carry out their dispatch functions in a shared facility located on Mt. Vernon Ave. Although our committee reviewed the fire department area, our comments here focus on the staff of the sheriff s department. Over one hundred sixtyeight thousand calls per year are handled by the Sheriff s Communication Specialists, commonly known as dispatchers. A successful dispatcher is a person who is able to perform many stressful mental and physical functions simultaneously over extended periods of time. Because very few people can tolerate the stress, the turnover rate nationally is in excess of forty per cent. The rate in the Kern County Sheriff s Department is much higher. FINDINGS: In our review of the dispatcher role, the grand jury identified the following problems: There is a constant critical shortage of qualified staff. Dispatchers work twelve-hour shifts regularly, and because of staff shortages are expected to work overtime. This includes nights, weekends, and holidays. There is limited time for breaks; lunch hours are often spent at the consoles. Dispatchers are required to handle incoming calls for service at the same time they are dispatching patrol units to previous calls. Since the implementation of the new CAD system, they must be proficient in both typing and using the mouse, and make frequent changes from one to the other. Senior dispatchers act as trainers for new recruits. Regular dispatchers are reluctant to apply for promotion to senior positions, because they do not feel the small increase in pay is worth the extra workload. The process to fill vacant positions is long and complicated. The Personnel Board takes applications and schedules each candidate for written, oral, and performance examinations. Successful candidates are placed on an eligible list which is provided to the sheriff s department when requested. This process takes four to five months. Newly hired staff members are required to attend a three-week training course at the sheriff s department academy, and eighteen weeks of on-the-job training at the communication center. Eighty percent of the candidates do not make it through this rigorous training, because they cannot handle the multi-function demands of the job. If they are successful, they must complete a one-hundred-twenty hour Peace Officer StandardsTraining seminar before they are fully qualified to be dispatchers. This process means that under the best circumstances, it takes a minimum of ten months before a fully qualified person is available to work alone at the 98

25 console. This lengthy process contributes to a high vacancy rate because there are not enough trained candidates available when vacancies occur. Even though there may be several vacancies, and an eligible list may exist, the number of candidates who can be hired is limited to the number of senior dispatchers who are available to act as trainers. Since this classification also has a high number of vacancies, the vacancy problem is self-sustaining. During union contract negotiations in 1997, the Kern County Board of Supervisors negotiated a provision that requires all new and transfer-in employees to pay twenty percent of their health benefit premiums. In addition, during the first five years of employment, they must pay one hundred percent of their share of the retirement contribution. This has adversely affected recruitment because the resultant decrease in take home pay makes county positions non-competitive. There are five supervisory positions that have overall shift supervision responsibility. There are no vacancies. These positions are not expected to fill in on the active consoles, except in emergencies. While the implementation of the Intergraph system has provided more capability to handle information, it has also increased the complexity of the work. Experienced dispatchers have found there is a long learning curve to feel proficient in its use. This has increased the stress of an already very demanding job. COMMENTS: The dispatchers in the communication center play an important role in maintaining public safety. Currently, there are many vacancies and the means to fill those vacancies in a timely fashion is not on the immediate horizon. In recent years, the commander at the center and the personnel board have taken steps to try to improve the situation. They developed a promotional ladder, revised the testing procedure to better select candidates who have the emotional stamina to handle the job, and improved the physical working conditions by purchasing ergonomic equipment. Nevertheless, the grand jury believes the high vacancy factor, the excessively long hiring and training period, and the working conditions of the dispatchers are all critical public safety issues. Creative ways must be found to address these problems. RECOMMENDATIONS: The sheriff s department and the personnel board should devise a fast-track testing and hiring process for this class. Develop a training program separate from the working communication center to provide a continuous pool of qualified dispatchers. 99

26 The Board of Supervisors should exempt this class from the provisions requiring new employees to pay for their own benefits. Bring pay scales in line with the demands and responsibilities of the job. RESPONSE REQUIRED Respond within 90 days to Kern County Superior Court Presiding Judge 1415 TRUXTUN AVENUE BAKERSFIELD CA

27 McFARLAND COMMUNITY CORRECTIONAL FACILITY PURPOSE OF INQUIRY: The purpose of this visit to the McFarland Community Correctional Facility (CCF) was to observe the facilities and review their current procedures. The Penal Code 919(b) states that the Grand Jury shall inquire into the condition and management of the public prisons within the county. Committee members visited this facility to fulfill jury obligations under this statue. LOCATION: The McFarland CCF complex is at 1120 Taylor Road, which is at the south edge of the city and west of Highway 99. There are three prisons in this complex. FINDINGS: The California Department of Corrections (CDC) operates all state prisons, oversees a variety of community correctional facilities and supervises all parolees during their re-entry into society. There are sixteen CCF's in the state most are operated by public or private agencies under contract to CDC. Parole staff monitors these facilities. The committee toured the two identical facilities (Golden State and Central Valley) and interviewed some of the personnel. We were very pleased to have had two extremely knowledgeable and pleasant members of the management staff, who were our tour guides and primary interviewees. They are Ms. Wanda Wilson, Chief of Security and Mr. Dan Buckles, Deputy Facility Administrator. The McFarland CCF is a medium security facility designed to house parole violators for the CDC. It is owned and operated by Wackenhut Corrections Corporation and is the first private correctional facility in California to be built, from the beginning, for the purpose of housing inmates. Wackenhut Corrections is a worldwide corporation with facilities in several other countries and states. The Golden State and Central Valley units are identical in size, arrangement and appearance. Each one hundred fourteen thousand, four hundred fifty square foot singlestory masonry building was financed, designed and built by Wackenhut on twenty acres of land. Each has the capacity to house five hundred fifty medium custody male inmates. Each contains a fully equipped health care unit and rooms for classroom instructions, counseling and visitation. Educational areas include a computer laboratory, library and indoor/outdoor recreational areas. A fully equipped kitchen provides meal services for all inmates and staff. Housing units are designed so that inmates can move about freely under the direction of unarmed officers who monitor their activities and movement between areas. The building perimeter and control centers utilize state-of-the-art electronic surveillance and detection techniques. Security enhancement measures include a central control room, which contains monitors allowing staff to survey interior as well as perimeter areas and a microwave detection system to monitor the perimeter fence. 101