Jail Culture and Environment recommendations

The Jail Culture and Environment category includes 32 recommendations. 16 recommendations (50 percent) have been audited and completed, one recommendation (3 percent) is covered by consent decrees and monitored by experts under federal court oversight, and 15 recommendations (47 percent) are not covered by the consent decrees and are subject to audit by OCLEM. 

	Not covered by Consent Decree/subject to audit by OCLEM.
	Covered by Consent Decree and subject to monitoring by federal court appointed experts.
	Completed, audited, and presented to the Board.

Recommendation	Master List Number	Status
Conduct a study to ascertain the values and practices of the Sheriff’s Office to understand and address the current work environment and how it impacts practices and behaviors of both employees and inmates.	9
The Department should immediately place its Operations Manual for both the enforcement and custodial operations online so that it is available to the public.	10
The DOC should give advanced notice of the offender’s release date and time from jail to the offender’s community treatment coordinator as specified in the discharge plan as well as to members of his or her family, as appropriate, and others in his or her support system.	124
When an inmate is ordered released by the Court to a treatment program, eliminate the present use of a process that involves putting the inmate in the street and calling a taxi. Rather, have the person delivered by the Sheriff's Department to the program and accompanied in a welcoming way into the program. This was the prior system years ago and was far more effective and personal than the present taxi system that results in immediate walk aways from treatment far more frequently.	125
Address delays in receiving and forwarding mail to the Courts by assuring. including grievance by prompt receipt and delivery.	162
Develop a written report about the status of all of the recommendations of the Santa Clara County Commission on the Status of Women: Report by Jail Monitors: Female Inmates in Santa Clara County and the Need for a Gender Responsive Protocol (2015). Create an action plan addressing the recommendations of the report.	170
Feminine products should be made available to women as needed, including showers.	173
Create developmentally responsive policies and practices to address the unique needs of transitional age youth and young adult inmates (18 to 27 years old) through correctional officer and other jail staff training, tailored programming offerings, and appropriate classification/housing decisions to lead to longer-term rehabilitation for those incarcerated in the jail system.	176
Create well thought out, well written and reliable policy that guides employees. Help them understand the reason for the policy decisions to develop the culture of a learning organization.	185
Bring sergeants together in an environment that is safe to share thoughts, ideas and concerns about employee expectations, development and leadership. One of the best ways to instill culture is to develop it through peer association and support.	186
Conduct at least a simple job task analysis to determine the current responsibilities of a housing sergeant. The results should be evaluated to ensure there is adequate time for sergeants to provide direction, mentorship and correction to employees.	187
Develop an objective and thorough promotional process that assesses a candidate’s job knowledge, communication skills and ability to apply good supervision practices with employees and inmates.	188
Use a strategic planning process to establish and communicate the most significant outcomes, goals and expected activities for matters that face the jail, then use it to communicate to employees and the community. Ideally, this would include the next three years, but even a process that looks forward one year would be of great help to share throughout the agency.	189
Use the data reports as organizational report cards and moreover, use them to create conversations that reinforce desired trends or create strategies to address undesired trends.	190
Include staff in decision making when practical, especially when changes will affect the operational level of the organization.	192
As new information systems and applications are adopted, the SCCS should ensure there has been proper thought and analysis into the desired operational and management data needed for success. Jail systems should create efficiency and provide important management data through regular reporting.	193
They will also need training on effective coaching and appraisal skills, should the SCCS adopt a true performance appraisal system (discussed later).	194
SCCS leadership should clearly identify the knowledge, skills and abilities needed to be an effective supervisor and create a professional development program for supervisors based on adult learning principles. Curriculum should include an understanding of laws, standards and rules, including inmate rights, and basic operational concepts for the jail. Most importantly, it should include skill development on effectively communicating to employees the positive messages of desired behavior and coaching on how to address undesired behavior. We have found the course of study Crucial Conversations to be helpful to some, in both their personal and professional lives.	196
Ensure that a positive and safe working and custodial environment and culture is established and maintained for staff and inmates.	317
Ensure that the supervision of staff is appropriate, with clear and consistent policies and procedures that reflect Constitutional law, applicable regulations, and human rights standards. Ensure that staff incentives support this same culture and practices.	318
Ensure adequate documentation and accessibility of DOC policies and procedures.	319
Ensure adequate documentation and accessibility of DOC policies and procedures.	320
Any inclinations to intimidate or retaliate against an officer or inmate are swiftly and effectively responded to in a manner based on zero tolerance.	321
Ensure that staffing levels meet best practice standards, effectively support safety and programming, facilitate the delivery of all services, ensure timely transportation of inmates within jail facilities and to necessary service locations, and improve the culture of DOC operations.	322
Review and implement recommendations provided by the U.S. Department of Justice's National Institute of Corrections (NIC). One of the major focuses of the NIC review is to examine organizational culture.	361
To shift the organizational philosophy toward correctional best practices, including the manner in which correctional staff interacts with the changing inmate population.	362
DOC should develop and implement a conflict-of-interest policy to prevent IAU investigators from inappropriately investigating former colleagues.	508
The Internal Audit Unit should create a clear schedule for review of policies and compliance and should prioritize policies regarding review and investigation of serious incidents and allegations.	512
The Jail should review and revise its procedures for review of IAU decisions to conduct a preliminary inquiry rather than a full investigation and to close a matter at intake rather than conduct a preliminary inquiry.	513
The Jail should prioritize addressing other areas of serious concern, including the overreliance on restrictive housing, crowding and conditions in Main Jail South, under- staffing, and PREA compliance.	515
The Jail should abandon its practice of locking inmates down during visits by outside entities.	525
The Jail should abandon its practice of locking inmates down during visits by outside entities.	543