Grand Jury

MARIN COUNTY CIVIL GRAND JURY 2014-2015 • AUGUST 2015 MARIN COUNTY CIVIL GRAND JURY REPORT SUMMARY 14 Report issued June 25, 2015 Managing for Results (MFR) is a proven management method used by both government and private organizations to establish strategic priorities and manage progress towards achieving those priorities. MFR allows the organization to communicate its direction, monitor progress towards meeting its goals, invest resources strategically, and provide accountability for results. 1 In place since 2004, Marin County government's MFR program is implemented using six planned community priorities: Safe Communities, Healthy Communities, Sustainable Communities, Environmental Preservation, Community Preservation, and Organizational Summary. ese community priorities should guide departments in setting their supporting goals and performance measurements. Currently, however, each department sets its own goals-- typically quantitative counts of workload and results that do not capture goal-related outcomes. Many of the current MFR performance measurements used by Marin County fall short in measuring key results. If Marin County's MFR program is to be eff ectively used to create According to the California Board of State and Community Corrections, Marin County can satisfy its juvenile detention obligation by contracting with another county for placement of its detainees. e Grand Jury learned from numerous counties that such contracts currently range from $85 to $190 per youth per day. 2 is contracted daily rate may or may not include inter-county transportation costs and certain health care costs, as applicable. FINDINGS F1. e use of risk assessment tools and detention alternatives, and decriminalization of marijuana possession have collectively reduced the number of Marin's juvenile off enders detained in JH. F2. Despite its high Average Daily Cost in 2014 of $901.64 per youth per day and high average daily expenditures in 2014 of $1,128 per youth per day, Marin County's local Juvenile Hall is still used as a secure location for a limited number of Marin youth for short-term detention or awaiting long-term out-of- county placement. F3. Contracting for Marin County's juvenile detention needs with a neighboring county juvenile facility is potentially less expensive than maintaining a full service juvenile hall in Marin, given the high costs of Title 15 mandated staffi ng, and could create savings that would be used to further the best interests of Marin's youth by expanding community-based Alternatives to Detention in Marin. R1. By the end of FY 2016-2017, the Marin County Board of Supervisors and the Marin County Probation Depart- ment, in collaboration and consultation with the Marin County Superior Court and other stakeholders, negoti- ate a contract at the lowest rate possible for all of Marin County's juvenile detention needs with neighboring county juvenile facilities to reduce Marin's costs and re- allocate the savings toward expansion of Alternatives to Detention in the best inter- ests of Marin youth. R2. Once favorable contract- ing arrangements with neighboring county juvenile facilities are secured, the Marin County Board of Supervisors and the Marin County Probation Depart- ment, in collaboration with all other stakeholders, study and determine the cost ef- fectiveness of alternative uses for the current Marin County Juvenile Hall and re- purpose all of the facility to other public programs and services. e study should be completed by the end of FY 2016-2017. Juvenile Hall continued from page 13 MANAGING FOR RESULTS: A Fine Tool in Need of Sharpening RECOMMENDATIONS 1 http://web.pdx.edu/~stipakb/download/PA555/MFRtrainingslides.pdf, 5. Continued on page 15 2 Counties of Alpine, Amador, Colusa, El Dorado, Humboldt, Inyo, Lassen, Mariposa, Modoc, Mono, Napa, Plumas, San Mateo, Santa Cruz, Sonoma, Sutter, Yuba.

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