California
Department of Corrections and Rehabilitation

DeWitt Nelson
Youth C orrectional F acility

STAFF SAFETY EVALUATION

August 3 — 18, 2005

C O RRECT I O N S ST A N DA RDS A U T H O RIT Y
6 0 0 BERCU T DRI V E
SA CRA M EN T O , CA LI FO RN I A 9 5 8 1 4
W W W . CSA . CA . GO V

9 1 6 - 4 4 5 -5 0 7 3

BACKGROUND ............................................................................................................................ 1
EVALUATION METHODOLOGY .............................................................................................. 1
FACILITY PROFILE ..................................................................................................................... 3
Current Usage ......................................................................................................................... 3
Population Summary............................................................................................................... 4
Staffing Allocation and Availability....................................................................................... 4
PHYSICAL PLANT ....................................................................................................................... 6
Physical Plant.......................................................................................................................... 7
Staffing.................................................................................................................................... 9
Procedures............................................................................................................................. 11
REVIEW OF DOCUMENTATION............................................................................................. 15
Staff Assault Incident Reports .............................................................................................. 15
Training................................................................................................................................. 17
Safety Equipment.................................................................................................................. 21
STAFF INTERVIEWS ................................................................................................................. 24
Interview Process .................................................................................................................. 24
Custody Staff - Interview with Managers............................................................................. 24
Custody Staff - Interviews with Supervisors ........................................................................ 25
Interviews with Line Staff .................................................................................................... 26
Interviews with Treatment Programs.................................................................................... 26
Interviews with Non-Custody Staff (Central Services) ........................................................ 27
SUMMARY AND CONCLUSION ............................................................................................. 29
ENTRANCE LETTER

Attachment A

DATA MATRIX

Attachment B

DESIGN & CURRENT CAPACITY

Attachment C

STAFF QUESTIONNAIRE

Attachment D

EVALUATION TEAM ROSTER & ASSIGNMENT

Attachment E

BACKGROUND
In March 2005, Secretary Roderick Hickman requested that the Corrections Standards Authority
(CSA), develop a plan to evaluate staff safety issues at all of the state’s adult and youth detention
facilities. At the May 19, 2005 meeting of the CSA, the proposal was presented and accepted.
On May 24-25, 2005, a panel of state and national subject matter experts was convened to
establish the criteria by which the evaluations would be conducted. Based on those criteria, a
team was developed and a timeline of evaluations was established.
On August 3-18, 2005, a team comprised of staff from the California Department of Corrections
and Rehabilitation (CDCR) CSA, Adult Operations and Juvenile Justice Division conducted a
Staff Safety Evaluation at the facilities located in the Northern California Youth Correctional
Center (NCYCC) complex. Four separate youth facilities are located within the NCYCC
including the DeWitt Nelson Youth Correctional Facility (DWNYCF), the O.H. Close Youth
Correctional Facility (OHCYCF), and the N.A. Chaderjian Youth Correctional Facility
(NACYCF). The Karl Holton Youth Correctional Facility (KHYCF) is the fourth facility but it
is currently not being utilized. Each facility was reviewed individually and the results
documented in separate reports.
The evaluation protocol consisted of a request for advance data on staff assaults from each
facility including victim and perpetrator data, a site visit of the physical plant, random interviews
with various custody and non-custody staff, a review of applicable written policies and
procedures governing the operation of the institution and a review of documentation including
incidents of staff assaults, staffing levels, ward population, staff training and safety equipment.
EVALUATION METHODOLOGY
An entrance letter was sent to the DWNYCF Assistant Superintendent, Jeff Harada, informing
him of the August 3-18, 2005 site visit dates and the proposed operational plan (Attachment A).
The criteria panel had suggested using a data matrix to record information from the Serious
Incident Reports for staff assault or attempted assaults (SIR) by wards to determine if any trends
could be identified. The institution staff was asked to review the reports and complete the matrix
before the site visit. (Attachment B). The evaluation team asked that all incident reports and
related documentation be made available during the site visit. As the evaluation progressed, the
team identified other information appropriate for review and staff at the institution provided
copies of existing documents, or researched their records for information.
The Facilities Standards and Operations Division of the CSA led the evaluation team. The team
was divided into three work teams, each comprised of staff from the CSA, Adult Operations and
Juvenile Justice Division (each team had a member from each discipline – see Attachment E for
a roster of team members and assignment).
The evaluation began on August 3, 2005, at the NCYCC, with a joint entrance conference with
that was attended by each facility’s superintendents, appropriate institutional administrative staff
and evaluation team members. The conference included an operational overview of the

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institution by Assistant Superintendent Harada as well as an overview of the evaluation process
by CSA Field Representative Bob Takeshta.
Using the ward visiting room at DWNYCF as the base of operation, the team broke into
workgroups and began the review process but continued to meet daily to discuss their
observations.
Available documentation was reviewed relative to the physical plant
configuration, policies, safety equipment, staffing levels, staff assaults and ward population. The
group looked for any trends or related issues.
The physical plant team reviewed the institution design as it related to staffing, and the ward
population. The purpose was to identify any issues that would affect staff safety such as
crowding, limited visibility, insufficient supervision or lack of communication.
Facility managers as well as staff and supervisors on each of the three watches were interviewed
to provide an opportunity to identify their concerns regarding staff safety issues. A questionnaire
was developed in preparation for the review to ensure some consistency among the interviews
and is included as an attachment to this report (Attachment D). The responses were categorized
and a summary of the responses is included in the Staff Interview section of this report (pages
26-29). Conflicts between the documentation, the staffs’ perception of the practice and staffs’
concerns for safety issues were noted during the interviews and are included in this report. The
review team also made their own observations and those are noted.
A joint exit conference was conducted on August 18, 2005 with Eric Umeda, Acting
Superintendent NACYCF; Steve Gardner, Major NACYCF; Heyman Matlock, Assistant
Superintendent, OHCYCF; Anthony Lucero, Treatment Team Supervisor OHCYCF; Jeff
Harada, Assistant Superintendent, DWNYCF; Michael Minor, Chief of Security, DWNYCF;
Bernard Warner, Chief Deputy Secretary of the Division of Juvenile Justice (DJJ); Yvette MarcAurele, Deputy Director of Institutions and Camps Division of the DJJ; Elizabeth Siggins,
CDCR Juvenile Policy and Sharie Wise, CDCR. The exit conference included a presentation of
the team’s findings and observations as well as a summary of comments made by staff.

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FACILITY PROFILE
DeWitt Nelson Youth Correction Facility (DWNYCF) is located within the Northern California
Youth Correction Center Complex (NCYCC) in Stockton, California. The Center includes three
other youth correctional facilities, each being utilized to provide services to a selected ward
population. The Youth Authority Training Center is located next door to and outside of the
secure perimeter of the NCYCC.
DWNYCF was initially opened in 1971 as a youth forestry fire camp and youth training facility.
Wards were provided necessary fire suppression training as well as educational and vocational
classes. The fire camp operation was discontinued in 1990 but the vocational training continued
with as many as 220 wards leaving the facility each day to participate in work in various trade
programs. Some of wards remained within the NCYCC complex but many were allowed to
leave the complex, either under supervision by staff or as part of a work furlough program
pending release, to participate in trade programs or provide community service.
Current Usage
The ward population at DWNYCF is now limited to males over the age of 18 years. With the
closure of the Northern Youth Correctional Reception Center and Clinic (NYCRCC) in
Sacramento in 2004, DWNYCF became the Northern California reception center for youth
parole violators over 18 years old. The facility remains as an academic and vocational education
institution providing programs to as many as 185 wards attending classes each period.
Following an escape from an outside work crew in December 2004, the number of wards
participating in work programs outside of the facility has been curtailed. Now only about 30
wards are assigned to work programs outside of the facility, and they must remain within the
secure perimeter of the NCYCC. Work crews are no longer provided for community service
projects outside the complex.
This facility utilizes an “Open” program to achieve the Agency’s overall mission of providing a
“Normative Culture” program to wards. The intent is to promote responsibility and bring about
behavior change among wards on regular program. The creation of this social environment
includes the establishment of a community to promote positive peer influence.
While the living units at this facility are not segregated by gang affiliation or by race, careful
attention is given to ensure no single group is allowed to be together in sufficient numbers to
exert control over others. The effort even continues during times of food service when wards are
monitored to ensure that “rainbow” seating (the integration of all groups) is achieved.
The living units are individual buildings with dormitory configurations, separated by large areas
of grass. Each building has one wet room which is not considered a sleeping room and is limited
to short term use. The facility has no capability to provide "close" security living or
administrative segregation housing. Crowding was not an issue at this facility.
DWNYCF offers three specialized programs:

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•

Short Term Substance Abuse Program (STSAP) is a 120-day drug treatment program.

•

Substance Abuse Treatment Program (SATP) is a 6-month drug treatment program.

•

Specialized Counseling Program (SCP) deals with sex offenders and other wards with
severe emotional problems.

Population Summary
The design capacity at DWNYCF for all housing units is 400 including Angeles Hall, a living
unit that was removed from service following a disturbance in February of this year. On the first
day of our evaluation, the facility housed 419 wards. The wards' ages ranged from 18 to 24 and
the average age was 20 years old. Over 100 wards, 25% of the facility’s population was over the
age of 21. Fifty-eight wards have reentered the system as parole violators.
The majority of wards have histories that include documented gang affiliations. Management
staff informed us that many of the wards are older and have distanced themselves from the youth
gang mainstream; however, many wards remain defiant, argumentative and challenging to
authority.
•

A large percentage of wards have histories of substance abuse. Two programs for substance
abuse are offered at DWNYCF and about 110 wards are enrolled.

•

Approximately twenty-five percent of the ward population has been committed for crimes
involving sexual assault. Sixty-two wards are enrolled in the ISCP program.

•

Forty-eight percent of ward population was Hispanic, twenty-nine percent black, fifteen
percent white and eight percent were classified as "other".

Staffing Allocation and Availability
The management ranks at DWNYCF include the following classifications: Assistant
Superintendent, Major, Captain, Treatment Team Supervisor and Parole Agent III. The funded
staffing allocation for all custody personnel is 158, including the management staff, Lieutenants,
Sergeants, Senior Youth Correctional Counselors, Youth Correctional Counselors, Youth
Correctional Officers, Parole Agents and Medical Technical Assistants (MTA). DWNYCF has 4
vacant custody positions and 6 custody personnel are off work or otherwise unavailable for
assignment. Thirty-four permanent/intermittent employees are available for shift coverage. Of
the 256.5 non-custody position allocations, there are currently 59 vacancies and 6 non-custody
employees were off on long-term leave (over 3 months).
Medical services are provided at a central location for all facilities within the NCYCC complex.
The Outpatient Housing Unit (OHU) is staffed with 33 medical personnel. Mental Health
Services are also provided by a staff of nine. Twelve MTAs are assigned to the OHU.
See Table I below for a summary of positions, vacancies, long-term leave and staff availability.

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Table I
Custody Staff
Non-Custody Staff
Total

Allocated
Positions
158
256.5
414.5

Vacancies
4
46
51

5

Long-term Leave
6
6
12

Available Staff
148
204.5
364

PHYSICAL PLANT
DWNYCF is one of four youth correctional facilities located within the secure perimeter of the
NCYCC. DWNYCF has its own secure perimeter fence enclosing many buildings such as the
eight living units, a receiving unit, administrative offices, educational buildings, vocational
shops, gymnasium, and a dining hall. The Assistant Superintendent of DWNYCF also oversees
the central plant area of NCYCC that includes an Outpatient Housing or medical unit (OHU),
medical transportation unit, kitchen, entrance/guard gate, staff training office and plant
operations (maintenance shops).
Seven of the housing units are currently in operation as living areas for wards. The housing units
are separate buildings and are generally aligned around the perimeter of the exercise field. All
living units are open dormitories (see Attachment C for design and current capacities).
Educational services are provided onsite within the secure perimeter. There are twenty
classrooms. Some of these classrooms are vocational education programs. Some of the
vocational programs available to the wards include landscaping, graphics arts, welding,
woodshop, and computer labs.
Each of the living units have similar design configurations. An officer’s station is centrally
located within each living unit. Three dormitories, a shower/restroom area and a dayroom are
located around the control room. A combination of single, double and triple bunks comprise the
bed configurations within each dormitory. One single-occupancy sleeping room is provided on
each living unit. This sleeping room contains a poured in place concrete bunk and a combination
wash basin/toilet unit and a camera that is monitored from within the officer’s station.
Additionally, office space and storage rooms are provided in each living unit.
Each unit has one staff assigned to the first watch, two staff on the second watch and three staff
on the third watch. An additional staff is assigned to overlap the second and third watches. The
Lassen living unit has an enhanced staffing level due to the type of program provided.
The Lassen Dorm contains the 120-day drug program (STSAP). This program targets older
wards returning to custody due to parole violations with identified substance abuse problems.
Several group-counseling sessions are held throughout the day, and acceptance in the program is
limited to wards with a high school diploma GED. The daily group counseling sessions conflict
with the educational program schedule, preventing co-enrollment.
The Modoc Dorm contains a six-month drug program (SATP). Wards participating in this
program regularly attend school.
The Tahoe Dorm provides housing for the wards that have work assignments. These
assignments include forms clerk, public service, janitorial, central warehouse, grounds crew,
landscaping, painting, canteen, kitchen and laundry work within the DWNYCF and within the
NCYCC complex.

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The evaluation team toured the institution, reviewed institutional procedures and interviewed
staff at various classification levels. The evaluation team looked specifically at the overall
conditions of the physical plant, the staffing levels within each area of the institution, and the
number of wards within each building of the institution. The evaluation revealed the following
concerns:
Physical Plant
Finding: The lack of maintenance for the entire complex contributes to an unsafe environment.
Discussion: The lack of maintenance is apparent immediately upon entering the front gate of the
complex. Overflowing trash cans, lawn areas that were brown, flowerbeds overgrown with
weeds, and fields of heavy plant growth were observed driving through the complex to the
facility. These same issues were observed within the facility. The following facility
maintenance issues were observed throughout this facility:
ELECTRICAL
•
•
•

Numerous perimeter fence lights are burned out/not working.
Numerous interior lights are burned out/not working.
The electrical supply is not sufficient for the demands of current equipment. This was
particularly evident in the school area where only half of the computers and copiers could be
turned on at one time without tripping the breaker.
PLUMBING

•
•
•
•
•
•

Standing water was observed on the floors due to leaking pipes.
Standing water and large puddles of mud were observed throughout the facility grounds
created by leaking irrigation water lines.
Team members observed many washbasins and showers that cannot be turned off and
continually run.
Exterior hose bibs continuously leak and create standing puddles.
Numerous showers, toilets, and washbasins within each living unit were observed out of
order.
Each living unit has broken or missing urinals. Plant Operations reports these fixtures are
antiquated and that replacement parts are no longer available. Furthermore, the standardized
plumbing application utilized by modern urinals will not match up to the antiquated
drain/water supply provided. As a result, modern urinals cannot be used as a replacement.
STRUCTURAL

•
•

Window and doorframes are severely rusted in the shower/bathroom area. In some cases,
the frames are no longer able to hold the glass, or allow for pieces of metal to be pried away
and used as a weapon.
There is significant structural damage to walls in the shower areas due to leaky or broken
water pipes and fixtures.

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•

Large holes were observed in the interior walls on several units, as well as peeling paint.
VERMIN/VECTOR CONTROL

•
•

•

Several evaluation team members observed ants and roaches and rodent droppings in the
food preparation areas of the facility kitchen and in the central food service kitchen.
Large populations of ground squirrels inhabit the complex and facility. The burrows create
a significant safety issue for staff responding to emergencies and to the wards utilizing the
outdoor recreation areas. Plant Operations personnel report the three large water storage
tanks that supply water to the entire complex are in jeopardy due to the squirrels burrowing
underneath them.
Skunks inhabit the complex and facility. Evaluation team members observed skunks on the
grounds. Supervisory staff reported occasions where staff were recently sprayed by skunks
and sent home.
HVAC

•

The living units utilize swamp coolers. Staff reports that these coolers provide minimal
cooling during the summer months and that temperatures within the living units typically
exceed eighty-five degrees.
FENCING

•
•

The sliding gate at the entrance to the NCYCC complex is damaged and will not close. This
gate is part of the primary fence that surrounds the complex.
The bottom edge of the perimeter fence is not set in concrete. As a result, there are several
areas where animals have burrowed under and created spaces for unauthorized entrance or
egress.
CENTRAL KITCHEN

•

Walk-in refrigerators, freezers and chillers have deteriorated to the point that some units
cannot keep up and over heat. In some instances this is due to large holes that allow outside
air to exchange with the cool air. In an effort to cool one of these refrigeration units, a
garden hose with a sprinkler head continuously applies water to the unit. The water flows
onto the unit and across a walkway, which is used daily by office staff. Algae have formed
on the sidewalk forming a slip hazard. Standing water provides a breeding area for
mosquitoes and mud is a constant problem as well.
EMERGENCY POWER

•

Central plant operations for the complex utilizes LP gas to fuel the central boiler that
supplies steam, hot water, and heat to central operations buildings within the complex.
Additionally, LP gas is the fuel source for the emergency power generators that operate the
domestic water supply delivery pumps and effluent pumps for the complex. In the event
that the supply of LP gas were lost, a large propane tank is located on site that serves as a

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back up fuel supply. A conversion station is utilized to convert the propane gas into a
compatible fuel for the generators. Plant Operation staff report this conversion station is in
disrepair and the manufacturer will not supply parts for the conversion station due to its age
and disrepair.
Providing proper levels of building maintenance is as important to the overall safe operation of a
secure detention facility as is providing sufficient staffing levels. A seemingly harmless lose or
broken bolt can become a potentially harmful weapon. The affects from many years of neglect
endured by this facility were observed in every building trade. In many instances, it is obvious
that the solution to some maintenance issues has elevated from a simple repair to costly
replacement.
Plant Operations staff reports that the maintenance staffing level is inadequate. Currently, there
are 44.5 maintenance personnel assigned to the complex and only 36 of those positions are filled.
Preventive maintenance does not occur at this facility or at any of the facilities within the
complex. Maintenance occurs only on an emergency basis and the emergencies are prioritized
daily. Due to the constant crisis mode, Plant Operations was unable to provide documentation
regarding the number of work orders finished.
Finding: The work order tracking system currently utilized by Plant Operations and the facility
is ineffective.
Discussion: Evaluation team members were unable to determine which work orders were
addressed and which ones were still outstanding. Evaluation team members observed frustration
with the tracking system by both Plant Operation staff and facility staff. The ineffective tracking
system combined with a lack of communication between Plant Operation staff and facility staff
combines to exacerbate the frustration level. The evaluation team recommends regular meetings
between Plant Operations staff and facility staff to discuss and prioritize maintenance issues.
Additionally, reexamination of the current work order tracking system is needed to ensure
requests for work are addressed to the satisfaction of Plant Operations and facility staff.
Finding: There was heavy plant growth between the perimeter fences that could conceal
contraband or aid in escapes. In some areas, the heavy plant growth is a fire hazard.
Discussion: While this is not necessarily a staff safety issue, the team recommends assigning
regular landscape maintenance personnel to keep plant growth to a minimum.
Staffing
Finding: Direct supervision of security staff is not being adequately accomplished.
Discussion: Currently there is not an assigned security and escort supervisor or recreation field
area supervisor dedicated to the sole supervision of security staff assigned to the housing units or
to the facility’s large recreation yard. Instead, YCOs assigned to these areas are supervised by
security supervisory staff who are assigned other duties and posts that require their constant
presence. The evaluation team recommends assigning a facility Sergeant on both 2nd and 3rd

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watches dedicated to supervise the work of the YCOs assigned to the units and security and
escort.
Finding: At times, there are too few security and escort staff to safely respond to emergencies
within the facility.
Discussion: There are only two security and escort staff assigned to each watch. At times,
multiple alarms occur simultaneously within the facility. An additional security and escort staff
should be assigned to each watch.
Finding: Current staffing patterns do not allow for the Senior Youth Correctional Counselors
(SYCC) to adequately supervise the YCCs assigned to each hall housing wards
Discussion: There are frequently times when there is not an SYCC assigned to a unit to oversee
the staff working in the unit. Also, when SYCCs are present, they are assigned to a posted
position and cannot leave their assigned hall to provide supervisory oversight in the sister hall of
the unit. The evaluation team recommends assigning an SYCC (that does not have post
assignment responsibilities) to each unit on the 2nd and 3rd watches. This would allow for more
effective supervision of YCCs and of the program delivery.
Finding: Staffing levels among teaching staff may be an underlying cause for concern for staff
safety.
Discussion: DWNYCF has 59 vacancies among the allotted 256.5 non-custody positions
(includes food services, business services, plant operations, education, personnel, medical and
mental health personnel). Of particular concern, 8 of the 35 educational staff positions are
vacant. The team was told teachers are not replaced when they are absent from work and classes
are cancelled. When wards are not in the classroom, they remain in the living units where
custody staff is at a minimum (typically two staff until 1200 as opposed to three and four staff on
third watch) and no substitute activity is available. The evaluation team observed several wards
not attending school during school hours.
Supervising these wards creates a safety issue for the housing staff during this time. The team
recommends either increasing the staffing in each living unit to adequately supervise and provide
programming to the wards during the second watch, or provide sufficient numbers of teaching
staff to accommodate the ward population.
Finding: Staffing levels among maintenance staff may be an underlying cause for concern for
staff safety.
Discussion: There are 12 vacancies in plant operations, the unit responsible for maintenance at
all of the facilities located within the NCYCC complex. Lack of maintenance has been a
frequent complaint during our interviews with staff and the review team has personally observed
many examples of overdue deferred maintenance. Budget restrictions may have contributed to
cutbacks on preventative maintenance but in any event, trained professionals are needed to make
the necessary repairs.

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Finding: The staff use of vehicles to monitor ward escort/movement and some “patrol”
functions is ineffective.
Discussion: Rather than walk with the wards, security staff supervise the movement of large
groups by following in a vehicle. Security staff also use vehicle to respond to emergency calls
within the facility.
Consideration should be given to eliminating the use of staff patrol units to escort wards during
ward movements. Staff presence in a vehicle during ward movement ensures the wards report to
the proper areas, but it does not provide interaction or direct supervision of the movement. Staff
assigned to the vehicle cannot hear the conversations of the wards. Staff posted in vehicles are
ineffective in quelling disturbances. The elimination of the vehicle escorts and posting of staff
on foot as escorts would greatly enhance the escort process. This would allow the staff to
communicate with the population, gather intelligence, and identify the victims and assailants
should an incident occur during ward movement.
Additionally, security staff assigned to the large movement yard should be assigned specific
duties to patrol and monitor the units during movement and non-movement periods. These staff
could tour the living units, provide individual escorts, random searches of common areas, ward
cells/rooms and wards themselves. Each position could be responsible for specific housing units
and should remain visible at all times. With specific responsibility for assigned units, security
staff could be in a better position to respond to emergencies, or assist unit staff should the need
arise.
Finding: Current staffing levels have resulted in mandated overtime for custody staff.
Discussion: Volunteers and intermittent employees are usually available to work overtime to
provide vacation, training, and sick leave coverage. An average of 26 correctional
officers/counselors per month have been ordered to work a double shift since January 1, 2005.
Managers explained that the need for overtime backfill stemmed from heightened sick leave
usage. Typically, an average of 60 shifts must be covered each week at DWNYCF. During May,
June and July of 2005 the records reflect as many as 21 custody personnel have been ill on the
weekends.
When shifts cannot be filled with volunteer overtime or part-time intermittent employees, staff
must be “inversed” or order over. The replacement staff person may not be familiar with the
assignment’s post orders, daily program or be aware of any other staff safety issues. When staff
are working double shifts there is an increased opportunity for staff injuries, worker
compensation claims, sick leave usage and a negative effect on employee morale.
Procedures
Finding: The DJJ lacks a formal objective classification system. The current method for
determining ward facility and housing assignments fails to account for the security and custody
needs of the youth.

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Discussion: When asked how the institution managed the ward population, we were told that the
agency had no central classification system. An in depth and detailed assessment of each ward is
performed at intake into the system but the information is not readily available to staff members
dealing with the ward in the living units. Currently the DJJ Headquarters decides placement
based on age and program needs. At the facility level, staff uses several factors to decide
placement. Age, program needs and gang affiliation appear to drive the process of housing
wards. The Parole Agent III constantly monitors the distribution of known gang members
among the lodges to maintain a balance so that no one group is of sufficient numbers to dominate
over others. The role requires constant intelligence gathering as well as frequent monitoring of
current placements.
Program designation for the more difficult to manage wards is also determined at Juvenile
Justice Headquarters and in consultation with mental health services providers. Adjustments are
made depending on the ward's progression in the assigned program.
Another classification related measure is the category level of the ward. Categories 1-7 are
determined at the time of intake into the state system. The levels are based primarily on the
original crime for which the ward is committed. Categories 1-2 are the highest security level and
include wards committing murder and serious assaults. Categories 5-7 are the lowest and
typically include wards failing to complete programs at the local level and the sentencing judge
referred them to the state. This measure is seldom used to determine placement because it is not
a dependable indicator of the ward's conduct while in custody.
Local adult and juvenile detention facilities and the Adult Operations Division of CDCR utilize a
means of identifying those in their care who require different security levels and/or housing
needs to ensure the safety and security of the person in custody, others in custody and the staff.
A formal classification system is planned for the youth correctional system but it is not
operational. The system is expected to include: an intake risk needs assessment, a
custody/security classification and reclassification process, and a parole risk/need assessment.
Staff was unaware of an expected start date for implementation.
The team recommends that the Juvenile Justice Division continue to develop a system for
identifying and reviewing the security needs of each ward in custody and identify specific
housing and programming based on those needs. It is further recommended that policies and
procedures be developed for each type of housing unit based on the classification of wards being
held.
Finding: Staff reported that emergency fire evacuation drills are not being conducted.
Discussion: The First watch staff have indicated they do not conduct any simulated Fire Drills.
The second and third watch staff indicated that the emergency fire evacuation drills are not
consistently conducted. Specifically staff reported that to the best of their memory, these drills
have not been conducted within the last two years. Additionally there was no documentation
within the living units or control center that evacuation drills have been conducted. Emergency

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fire evacuation drills are necessary to ensure the safety of the staff working at this facility as well
as the wards in their care.
Finding: There is no accountability for tools maintained in the units.
Discussion: Staff reported that barber boxes containing scissors and other barber tools, as well
as brooms and mops are not being inventoried. Methods are needed to accurately inventory tools
and equipment to which wards have access.
Finding: The Institutional Policy Manuals need to be reviewed and updated.
Discussion: The Institutions Multi-Hazard Emergency Plan (Restricted Emergency Operational
Procedures) references the emergency plan review and revision process. A copy of these
emergency procedures was reviewed; however, it did not contain origination dates, revision
dates, or signatures of authority on the specific procedures. Absent these indicators in a Forward
acknowledgement, it is difficult for staff to determine if these procedures are outdated, current,
or reflect procedural changes to the emergency operational plans. Some contact phone numbers
are wrong and one contact agency, the Northern California Women’s Facility (NCWF) no longer
has available resources. Mutual Aid agreements are in place, however are vague, not referenced
and included in the Multi-Hazard Emergency Plan. No documentation of practice drills was
available for review.
The review team noted that the institution's Policy and Procedures Manual, and the Youth
Authority Manual (YAM), do not include a written emergency plan for the visual accountability
of on-duty staff. The institution currently utilizes the Log System to process employees in and
out of the institution. However this system does not account for the staff member’s actual
location or well being once inside of the institution.
Policy section 2150, the portion covering escape procedures, has not been reviewed or updated
since January 2002. Two wards, one in custody for murder, escaped from an outside work crew
in December 2004. The outside work programs have since been cancelled and an expected
review of this policy was never performed. It is our understanding a revision of this section is
pending approval.
Finding: Post orders located within each living unit were generic and outdated. They did not
reflect current practice.
Discussion: Of particular concern were post order related to emergency response duties for the
staff posted within the hall. Outdated post orders and uninformed staff lead to a potentially
dangerous situation. The team recommends that post orders are updated and training is provided
to staff regarding emergency response duties.
Finding: Staff were unable to produce current policy and procedures regarding emergency
procedures, deployment of chemical agents, or daily operations procedures.

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Discussion: Staff relied on memos issued by the facility management for direction on many of
these policy maters and developed their own procedures for implementation. Secure detention
facilities must have clear policy and procedures that dictate the daily operations of the institution.
Finding: Post orders for the YCC and YCOs do not contain the signature of authority or date of
revision. There is no process in place (in the units) to ensure staff has read and understand the
requirements of the post orders (post order acknowledgement).
Discussion: Updated post orders are essential for the safe operation of detention facilities. The
high number of staff working on units in which they are not normally assigned or familiar,
exacerbates this situation.
Finding: Staff indicated that individuals are assigned to the emergency response teams as they
report to work. The unit post orders did not delineate responsibility for emergency response. In
addition unit staff were uncertain as to who would respond to incidents or emergency situations
and what security equipment to take.
Discussion: Updated post orders and procedures requiring staff to read and understand post
orders are essential for the safe operation of detention facilities.
Finding: No documentation was present to support that area searches are being conducted.
Discussion: Documentation was not present requiring the searching of school classrooms,
maintenance areas, common grounds, vocational education areas etc. Although some searches
were being conducted, there was no documentation indicating that a search had taken place;
what, if anything was found; and what was done with any contraband discovered. Procedures for
ongoing random area searches and documentation of those searches are essential components of
maintaining a safe institution.
Finding: The Chaplain was unaware of duty statements that would provide guidance to the
religious staff working in the chapel. The chapel area did not contain areas clearly marked as out
of bounds.
Discussion: Duty statements or post orders need to be developed for the religious staff to guide
them in their duties and responsibilities. The team recognizes that signs cannot be posted at
every out-of-bounds area; however, the out-of-bounds area around the chapel is not well defined
and the team recommends placing signs in order to better control the movement of wards around
the chapel and hold them accountable for noncompliance.

14

REVIEW OF DOCUMENTATION
Team members reviewed available documentation, including reports, records and policy manuals
to identify any trends or common themes among incidents. The team also noticed some general
areas of concern and included them in the discussion. The items reviewed included:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Serious Incident Reports for staff assault or attempted assaults (SIR) for 12-month period
(2004).
Staff Assault Review Committee Minutes.
State Compensation Reports (SCIF) for assaults on staff.
Safety Committee Meeting minutes including the Risk Management Plan.
Inventories of authorized safety equipment.
Use of Force Executive Review Committee findings.
Facility training records.
Corrective action plans from previous audits and inspections.
Employee safety grievances.
Daily Operations Reports.
Duty Roster Worksheet for first day of site visit.
Involuntary overtime by inverse seniority records.
Staffing information.
Classification records.
Ward files as requested.
Ward Grievances.
Youth Authority Manual (YAM).
Institutions and Camp Manual.
Institution Operation Manual.
Administrative Summary.
OBITS Report.
Summary of the annual Safety and Security review (1800 Report).

Staff Assault Incident Reports
Finding: Insufficient data was available to identify obvious trends relative to the issue of staff
assaults.
Discussion: After a collective review and discussion of the above listed documents, there were a
few notable statistics and no issues were identified as being significantly consistent among the
various incidents.
Five incidents of battery on staff were reported during the 2004-2005 fiscal year at the DeWitt
Nelson Youth Correctional Facility.
•
•

The victims included Senior and Youth Correctional Counselors and Youth Correctional
Officers. No medical staff or non-custody staff were involved.
The victims included 4 males and 1 female.

15

•

The race of the victims included:
o 3 white.
o 1 black.
o 1 hispanic.

•

The average age of the victims was 39.

•

Four of the victims had over 10 years of experience with the department and one had 2 years.
One of the victims had worked at the facility less than 2 months while the others had been at
the facility for 2 or more years.

Finding: Race, age, gang affiliation and length of time in custody shed little light on the profile
of assaultive wards.
Discussion: No significant variance was noted when comparing the race, age or gang affiliation
of the assaultive wards to that of the overall ward population. Hispanic wards were involved in 3
incidents, white wards in 1 and Asian wards were involved in 1, a ratio not inconsistent with the
facility population.
The average age of wards involved was 20, the same as the facility population’s average age.
Three of the wards involved in the incidents have documented gang affiliations. Four of the
wards had been at DWNYCF less than 3 months and the fifth had been there less than 9 months.
Finding: Hours of the day and days of the week may be factors in assaults on staff.
Discussion: The frequency of incidents was highest during the third watch with 3 occurrences
while none occurred during first watch. Three incidents occurred within an 8-day period in
January; however after careful review they were determined to not be related. The remaining 2
were 10 months apart. All of the incidents occurred on a Thursday, Friday or Saturday.
Finding: Insufficient data existed to identify any relationship between the wards involved in
assaultive behavior and their program involvement.
Discussion: Four incidents involved wards on general program status and one incident involved
a ward participating in a drug program.
Finding: Ward manufactured weapons were not a factor in assaults on staff.
Discussion: No ward-manufactured weapons were utilized in the incidents reviewed. None of
the assaults involved gassing. In one of the incidents, a milk carton was used thrown at the staff
person. In four of the cases reviewed, wards used their hands to batter or attempt to batter staff.
Finding: Statistics provided by the safety officer support the need for increased training in areas
including ward relations, officer safety and emergency responses. Reinforcement by supervision
at all levels is needed to ensure the information received during the training is applied in the
workplace

16

Discussion: In the Serious Incident Reports reviewed from fiscal year 2004-2005, the victims
initially reported no serious injuries and few required immediate medical attention following the
initial treatment at the institution’s infirmary. A review of the safety records suggests the
injuries are much worse. The safety officer reported that three victims were off duty as a result
of the assault and one victim remains off duty following a January incident.
Finding: The safety officer has made significant efforts to promote safety among the staff. Only
2 injuries were reported as a result of responding to emergency incidents.
Discussion: The safety officer holds regular safety meetings and includes the appropriate
persons. Recent injuries are discussed. Action plans are developed and reviewed at subsequent
meetings. The safety officer writes and distributes a monthly safety newsletter by e-mail to all
staff discussing relevant safety topics. Within 2 months of any type of an injury, the relevant
topic information is included in the newsletter and shared with other safety officers at the
NCYCC complex.
Finding: Providing computer network and e-mail access to all staff members promotes the
delivery of safety information.
Discussion: The safety officer sends out an e-mail every 2 weeks and includes safety
information. All safety training material, including handouts, bulletins and training curriculum is
available to all staff via a network server. All Material Safety Data Sheet safety information on
hazardous materials is also included. The integrity of the information is protected because all the
documents are presented in “read-only” Adobe PDF format.
Training
Finding: Custody staff appear to be receiving training in safety related issues, but mandated
annual training classes and hours are not being completed.
Discussion: The policy manual sections reviewed by the team specify that custody staff receive a
minimum of 52 hours of annual update training. The policies identified a baseline of training
topics to be included. Institutional-specific training is added to the baseline to achieve a total of
52 hours of required training.
The documentation concerning the delivery of mandated annual update training for both custody
and non-custody staff is provided to a central training officer for NCYCC. The training hours
listed in the documentation reviewed was not in compliance with policy. Custody staff at
DWNYCF was provided 27 hours of annual training during the last fiscal year, July 2004
through June 2005. Selected non-custody staff was also included in the training offerings, if it
was determined the training was related to their duties.
The annual training included the following subjects:
• Water safety, 2 hours
• Fire Safety, 1 hour
• Safety and Emergency, 1 hour

17

•
•
•
•
•
•
•
•
•
•
•
•
•
•

Sexual Harassment, 1 hour
CPR, 4 hours
Inappropriate relationships, 1 hour
Infectious disease, 2 hours
Respirator protection, 3 hours
Use of force, 2 hours
Effective interaction, 2 hours
Signs of mental illness, 1 hour
Suicide prevention, 1 hour
Staff accountability, 1 hour
Workplace violence, 2 hours
Code of Silence, 1 hour
Department reorganization, 1 hour
Education, 1 hour

Finding: Perishable skills training specific to armed assignments has not been documented.
Discussion: Custody staff in specific assignments (those requiring the use of weapons), such as
transportation or tactical team require additional training to maintain perishable skills. For
example, the Institutional and Camps policy manual specifies that designated armed staff are to
receive 4 hours of annual training for use of baton. We were unable to locate documentation that
ongoing baton training is being provided. The firearms training requirements are being satisfied.
Finding: Tracking attendance and ensuring all persons actually attend training as scheduled
remains a challenge for the Training Manager. The team members were concerned that not all
officers were trained on the appropriate subjects. A dedicated training manager may ensure all
staff receive the appropriate training.
Discussion: The one hour training on Code of Silence was the only class that appeared to have
been attended by all staff. CPR was also well attended; however, only 167 out of 180 officers,
52 education staff and 25 support staff were scheduled to attend. The overall attendance rate at
training appeared to be about 76 percent among the officers scheduled to attend. Training
records only track hours, not which classes were actually attended. While the team was told
make up classes are offered and staff needing to attend are scheduled, the records do not reflect
that follow up is done to ensure absentees actually attend the "make-up" classes. Not all officers
were scheduled to attend all of the training classes. The Training Manager said headquarters
determines which training classes are relevant to certain assignments and designates specific
staff to attend. As a result, many officers do not receive needed training. With few exceptions,
because of mandated overtime, all officers have the potential of working all possible assignments
and should receive the appropriate training.
The training manager had several duties other than training. His primary duties included
overseeing the Disciplinary Decision Making System (DDMS)/Ward Grievance Program, DNA
Collection and acting as the facility criminal investigator/court liaison.

18

Finding: The Supervisors are not receiving annual refresher training necessary for their positions
including effective supervision, leadership, discipline and contract agreements.
Discussion: After discussions with staff and upon review of the training records, it appears that
any supplemental training or update training regarding supervision issues is dependent on the
interest level of the facility management. No formal training plan was provided to the facilities
to provide direction regarding supplemental supervision training. Instead, it is up to the facility
management to decide appropriate and necessary training.
Finding: Training records do not reflect that Youth Correctional Counselors are receiving
training updates specific to ward counseling and supervision.
Discussion: In the training records reviewed, the team was unable to identify annual training
specific to the subject of ward counseling. The Institutional and Camps policy manual specifies
that all YCC and YCO staff are to receive 16 hours of annual training.
Finding: A minimum of 16 hours of institutional orientation is mandated for all new staff before
assuming ward supervisory duties. The training is being done for the custody staff. It was
unknown if the orientation was being done for non-custody and medical staff.
Discussion: A checklist is used to document the orientation training and is maintained in the
employee’s personnel file. The checklist is in reality a reminder to the person providing the
orientation of some of the topics to include in the orientation. It is not detailed nor is it facility
specific. No review of the orientation is performed by a supervisor. The documentation
information is not shared with the training division as a part of the training record.
Finding: No special training is provided to staff members specific to officer safety in
combative/assaultive situations.
Discussion: A 2-hour update regarding use of force is limited to the policy intent. Actual
application techniques are not included. A review of the training documentation revealed no
annual update classes regarding control holds, restraint application, defensive tactics, weapon
take-aways, weaponless defense, and chemical agents.
Finding: No special training is provided to staff members who act as training officers for
purposes of orientation training.
Discussion: Supervisors and managers interviewed said the orientation training officers are
selected based on the manager’s personal assessment of the staff selected to provide the
orientation. No formal process is used to recruit and select trainers. No special training is
provided to staff members who act as training officers for purposes of orientation training.
Finding: No formal training program is in place to provide “field training” to newly appointed
officers.

19

Discussion: The team asked if a “field training” program was in place to train new recruits
(custody staff). Supervisors and managers interviewed said the orientation provided to new
employees is limited to a 16-hour orientation process. No specialized training officers are
utilized for the training/orientation.
All deputy sheriffs, police officers and the majority of local juvenile and adult correctional
officers are required to complete a formal training program under the direction of a specially
selected and trained officer. The program is designed to ensure the trainee is exposed to most
situations that would be routinely encountered during the assignment and instructed on the
expected performance. The field training program ensures the employee performs within the
applicable law, the department’s policy and in a safe manner. The training officer observes the
employee’s performance at regular intervals, documents the progress, and provides any
necessary remedial instruction. The trainee must demonstrate competence before being allowed
to function alone in the position. The team suggests the DJJ consider developing a formalized
institutional training program for new recruits and an abbreviated program for newly transferred
officers.
Finding: An annual training plan needs to be developed for the facility in concert with an
agency-wide annual training plan. Both training and facility managers need to be kept current on
issues involving development and implementation of the plan.
Discussion: All training directives originate from headquarters. Subject matter, lesson plans
and the names of the designated attendees are included in the directives.
Training is often litigation driven or reactionary to a change in policy, practice or the law. Such
frequent changes make long-term planning difficult. The team was provided a copy of the
Agency's annual training plan by the facility Captain. He understood it was in effect and was
concerned it was not being followed. It was his understanding that the classes included in the
plan were mandated and that overtime would have to be used to ensure all staff were able to
attend.
Finding: Training deficiencies at DWNYCF could be improved through better coordination and
by forming partnerships to maximize the use of all available training resources.
Discussion: The Illness and Injury Prevention Program (SB 198 mandate) training is not
included in the annual training plan. The Illness and Injury Prevention Program (IIPP) training is
coordinated through the Safety Officer at the facility and not the Training Manager. The training
hours for the IIPP program are tracked through the NCYCC training coordinator, but the time is
not credited toward the 52-hour minimum annual update. The team thought, depending on the
subject matter, IIPP training might serve to satisfy both requirements if the programs were
coordinated.
The Training Manager and the team suggested combining training resources with other facilities
within the NCYCC complex and the Galt Training Center, to provide some of the training.

20

The team suggested coordinating and sharing training resources with other neighboring law
enforcement/corrections agencies. For example, materials and trainers could be shared among
the other facilities that exist within the NCYCC complex (NACYCF, and OHCYCF). The
Juvenile Justice Training Center, located next door to the NCYCC complex and the Adult
Training Center, located in nearby Galt, also have many resources available.
Following the recent reorganization, partnerships could be entered into with adult prisons to
provide some of the training. Training materials would be delivered in a consistent manner to all
staff. Duplication of materials and resources would be reduced resulting in significant savings.
Mule Creek State Prison and Deuel Vocational Institute are located near the NCYCC complex.
For example, the Mule Creek facility is able to offer a 40-hour orientation class to all employees
before they assume their duties. If some of the orientation material is relevant to other facilities,
or could be adapted to each; a partnership may result in more consistent and relevant training to
all staff.
Partnerships with neighboring law enforcement/corrections agencies including state prisons, a
sheriff’s department or the local district attorney, might present opportunities to provide
additional training to staff to improve investigative techniques. The training might include
interview techniques, evidence collection and preservation, and other issues related to the
successful prosecution of offenses committed within the facility.
Safety Equipment
Finding: The personal alarm systems used by staff are undependable.
Discussion: Staff reported there are several dead spots throughout the living units that do not
allow reception of the signal when activated. Evaluation team members observed several alarm
tests where staff demonstrated these dead spots. The FM alarms do not provide coverage within
the classrooms and a separate Unisec alarm system is utilized. Teaching and facility staff reports
this alarm system is unreliable as well. If an article of clothing is covering a portion of the
device, the signal will be blocked when activated. Additionally, there are dead spots throughout
the school portion of the facility. Facility and teaching staff that were aware of the shortcomings
of these alarm systems stated they felt reasonably comfortable with the personal alarm system,
however, those that are unaware of these shortcomings are placed in an unsafe situation.
Management staff reports that a new personal alarm system is in the installation process,
however, this process is in its second year and no completion date has been provided.
Finding: Staff reports there are not enough personal radios for all staff and that the batteries in
the personal radios assigned to them do not hold a charge. Furthermore, the staff does not have
the capability of charging the batteries on the unit and must request another battery from central
control. Staff reported that at times, four to five battery changes are needed per shift.
Discussion: Personal radios are the means by which staff communicates with each other.
Sufficient numbers of radios with dependable battery supplies are necessary for the safe
operation of the facility.

21

Finding: Officers are provided safety equipment as specified by policy, but the inventory of
specific items may be insufficient due to the facility size and design.
Discussion: Each officer is issued handcuffs, OC/Mace spray and latex gloves. Respirators are
available in all living units and located in security vehicles. A "911 Rescue Tool", a tool used to
cut a suicide ligature, is available in all living units and is issued to staff in roving assignments.
CPR masks are available in the housing units and security vehicles.
The team recommends that because the facility is so large and many of the buildings occupied by
wards are not living units, some consideration be given to issuing safety items to officers rather
than making equipment available in the living units. A rescue could be delayed because a CPR
mask or 911 Tool needed for an emergency occurring in a location other than a living unit was
not readily available.
Finding: Staff is assigned Oleoresin Capsicum (OC) spray canisters. These canisters are not
checked regularly and there is no procedure in place to ensure the canisters are operable.
Discussion: Staff report that they check OC canisters with the armory sergeant when the think
the canister is near empty. Procedures are needed to ensure the Oleoresin Capsicum (OC) spray
canisters are regularly checked to ensure they are operable.
Finding: The proximity of wards to the armory and the security of the cabinetry containing the
munitions creates an unsafe condition.
Discussion: The DeWitt Nelson Youth Correctional Facility (DWNYCF) munitions, less lethal
weapons and equipment are maintained in the central armory. A supply of chemical agents and
emergency equipment is maintained in the staff entrance control center which is staffed 24/7. An
emergency supply of equipment is located in wooden cabinets directly below the staff mailboxes.
The cabinets are secured with a standard desk type of locking device. During the inspection of
this area the review team observed a ward sorting mail into the staff mailboxes, which are in the
immediate location of the emergency chemicals and equipment. The staff control center is
located in the same immediate area with no barrier, which would prevent their position being
breached. A form generated by the institution is currently utilized to inventory the emergency
ready bags stored at the DWNYCF entrance building.
This equipment should be relocated to an area that wards do not have ready access to is
recommended. Thought should be given to assigning a staff solely responsible for the duties
associated with the armory. Additionally, post orders are needed that clearly define processes for
the inventory, maintenance and inspection of armory related equipment.
Finding: Stab vests have been issued to the members of the tactical team.
Discussion: Only the officers assigned to the tactical team are issued soft body armor stab
resistant vests. This group of officers comprises the specialized unit mobilized for emergency
incidents within the facility. The vests are assigned according to general size and are not fitted to
the individual officer. A supply of vests is stored in Central Control for visitors or shift

22

replacement staff to wear. The vests are not assigned permanently to individual officers and
must be relinquished when the officer changes assignment.
Finding: Some vests will need to be replaced and a replacement program has not been
instituted.
Discussion: A review of the inventory revealed 29 vests labeled with manufacturing dates of
March 1996 and February 1997 making them over 8 years old. These are older “turtle shell”
vests and are not currently being used. The inventory of vests that are being used will soon reach
the end of their serviceable life. Perspiration and cleaning materials can weaken the materials
and reduce the effectiveness of the protective vests. Management at the facility was not aware of
any program designed to replace the vests when the life expectancy has expired.

23

STAFF INTERVIEWS
Interview Process
The Staff Safety Evaluation Team conducted random interviews with custody staff, treatment
staff, and non-custody staff at the DeWitt-Nelson Youth Correctional Facility (DWNYCF) from
Wednesday, August 3 through Friday, August 5. Members of the team interviewed staff about
safety related issues (e.g., safety equipment issued to staff and their perception of personal safety
at the institution). The list of specific questions asked by the interview team is included in the
Attachment D.
The Staff Safety Evaluation Team conducted random interviews with DWNYCF staff, on the
first, second, and third watches at the following dorms: Lassen, Modoc, Sierra, Klamath, Plumas,
Tahoe, and Yosemite. Staff was also interviewed at administration/control and the education
center. Custody staff classifications interviewed included: assistant superintendent, the major,
captain, parole agent III, lieutenants, sergeants, and correctional officers. The Intensive
Treatment Program included: treatment team supervisors, parole agent I, senior youth
correctional counselors, and youth correctional counselors. Non-custody staff was interviewed,
and their responses are included in the section under Central Services.
For purposes of this report, the interview team is highlighting staff safety perceptions that were
shared by staff during our interviews. Responses are grouped for custody staff, the
Specialized/Intensive Treatment Programs, and non-custody staff.
Custody Staff - Interview with Managers
The interview team met with the assistant superintendent, major, captain, and the Parole Agent
III on August 3, 2005. The managers said that three staff injuries occurred in January 2005.
Prior to these incidents, there had been one staff assault in the preceding year. The group agreed
that DeWitt Nelson is a fairly safe facility, however they said that line staff would probably
disagree with their assessment. They said two of their biggest challenges are to remind line staff
not to get complacent with the wards and to be diligent in performing their duties.
They said another significant issue that managers are prohibited from questioning staff about
sick leave abuse due to the last Memorandum of Agreement (MOA) negotiated by Bargaining
Unit 6. Prior to this negotiated MOA, if a manager documented a pattern of sick leave abuse or
extraordinary use by an employee, the manager could inform the employee that a doctor’s note
was necessary to explain his/her absence. Managers could go one step further by documenting
this sick leave abuse in the employees’ annual performance evaluations. The managers said that
the current MOA prohibits them from mentioning this issue in employee performance reports or
in memorandums. The managers believe that this is the cause for the increase in sick leave
usage.
Finding: Low morale has increased the use of sick leave by line staff, which results in staff
being held over to cover vacant shifts.

24

Discussion: The group said that line staff is currently working voluntary overtime on a daily
basis due to staff vacancies. Because staff is working so many extra hours, it appears that they
are calling in sick in order to have a day off. With the increase in sick leave, staff is held over on
mandatory overtime to fill these unscheduled vacant shifts. As a result, staff morale is low.
Finding: The absence of regular staff also results in interruption of programs, as replacement
staff is usually an intermittent employee, who is not trained to facilitate group counseling
sessions with wards.
Discussion: The group also said that mandatory overtime (called inversing) could result in a
permanent intermittent employee (PIE), being assigned to work in an unfamiliar program. While
minimum staff needs are met, the program is impacted because the intermittent is unable to
conduct group or individual counseling sessions, due to a lack of training.
Finding: Effective communication and training of staff has been impacted by the lack of budget
resources (money).
Discussion: The group said that due to budget constraints, they are unable to conduct staff
meetings to ensure that everyone has a clear understanding of operational procedures. This
results in staff writing notes in the log or sending email to other staff members as their primary
method of communication.
Predictably, this mode of communication lends itself to
misinterpretation by the reader. Additionally, these staff meetings allow the managers the
opportunity to share “lessons learned” from other institutions, as it applies to staff safety issues.
Custody Staff - Interviews with Supervisors
The first and second line supervisors (sergeants and lieutenants) were interviewed at various
work locations from August 3-5, 2005.
Finding: The supervisors concurred with the managers. They also said that when regular staff
calls in sick, they try to ensure that two (PIE) are not scheduled to work together.
Discussion: They said this becomes challenging when they must move a post and bid regular to
work with a PIE in another posted position. The union contract requires that management give
seven days advance notice to the employee prior to moving them out of their post and bid
position. If it occurs with less than seven days notice, management must notify the union
representative.
Finding: The supervisors agreed that the “Open Program” model places a priority on letting the
wards out of their rooms.
Discussion: The supervisors were concerned that this emphasis may compromise facility and
staff safety. As an example, they said that if a disruption occurred on the dorm (ward on ward
fight), staff would close programming. They said staff feels that they must restore the “Open
Program”, as soon as possible, and sometimes they restore it prematurely.

25

Finding: The facility does not practice monthly fire drills.
Discussion: Supervisors agreed that there has not been a fire drill in at least two years. They
said many of the line staff has never practiced an emergency drill at the facility.
Interviews with Line Staff
The interview team conducted random interviews with line staff from August 3-5, 2005.
Findings: Line staff concurs with managers and supervisors that staff vacancies and inversing
staff has led to an increase in sick leave.
Discussion: Line staff said due to staff vacancies and inversing of staff, it is difficult to schedule
time off from work, other than regular scheduled days off. They said this is the primary reason
staff will call in sick, in order to get a day off. They added that every staff member is inversed,
and many are working at least two double shifts a month.
Finding: Personal alarms and radios work intermittently, thereby compromising staff safety.
Discussion: Line staff said the FM alarms don’t work in the shower areas or backrooms of the
dorms. They informed us that the alarm might activate in 50% to 80% of the instances that staff
deploy it. They said the radio transmitters are at least ten years old, and the radio batteries fail to
hold a full charge for an entire shift. They said this combination usually results in failed radio
transmissions.
Interviews with Treatment Programs
The interview team conducted interviews with staff assigned to the 120-day Substance Abuse
program (Lassen), the Residential Substance Abuse Treatment program (Modoc), and, the
Sexual Offender program (Yosemite) from August 3-5, 2005.
Findings: These programs are intensified, as they deal with the most difficult and troubled
wards. It is essential that there is a sufficient number of qualified and trained staff available at
all times.
Discussion: Staff said that it is difficult to meet the program goals (i.e. group and individual
counseling sessions). They said due to staff vacancies and illnesses, a counselor is often paired
up with a PIE, who is not familiar with the ward population. Oftentimes, the counselor is not
able to conduct individual or group counseling sessions, because the wards assigned to the PIE
are disruptive on the dorm. The wards take advantage of the PIE, in the same way that students
act out when a substitute teacher is present. Because regular staff on the dorms is constantly
absent, it is difficult to maintain continuity in the program for the wards. Staff said that the
programs require too many services. They said the ward population should be reduced, and/or
increase the number of counselors on the dorm.
Finding: Custody staff needs training in how to deal more effectively with mentally ill wards.

26

Discussion: Treatment team staff said, many times, custody staff is assigned to work in the
specialized treatment programs, and they are not familiar with the needs of this population. They
suggested that In-Service-Training provide a block of training for all staff, in the identification,
recognition, and systematic approach for dealing with mental health issues.
Finding: Some counselors said that staff safety is compromised when a disruptive ward remains
in a dorm.
Discussion: Staff said they frequently have wards in their dorm that refuse to program. They
said that wards can be openly defiant and challenging to staff and their objective is to be
transferred to the N.A. Chaderjian Youth Correctional Facility. After several DDMS, wards are
brought before the Youth Authority Administrative Committee (YAAC), where a finding is
made to transfer them from the program. They said that the transfer might take up to three
weeks, so the ward is returned to the dorm. They said these wards’ presence has a negative
affect on the other wards that want to program, and it is increasingly difficult to manage the ward
because of the pending transfer.
Finding: Some staff said that counselors isolate themselves in the youth counselor station.
Discussion: As a result, these counselors do not interact with the wards on a personal level.
Consequently, they fail to gather intelligence from the wards, which could prevent some
misunderstandings.
Finding: Staff are uncertain of their duties during an emergency because they have not
participated in emergency response drills.
Discussion: Staff said they would expect the lieutenant and the search and escort officers to
show up in the event of an emergency. They indicated they would not know what was expected
of them, since they have not received any on hands training.
Interviews with Non-Custody Staff (Central Services)
The interview team spoke with non-custody staff from August 3-5 at the Central Services.
Finding: Staffing and procedures for ward suicide watch at the Outpatient Housing Unit (OHU)
should be reviewed by the DeWitt Nelson administration.
Discussion: The interview team was informed that during the hours of 2200 to 0600 custody
staff are not routinely assigned to the outpatient-housing unit (OHU). If a ward is placed on
suicide watch, the practice is to assign a peace officer (at overtime) to supervise the suicidal
ward on a one-to-one basis at the OHU. However, if there are no wards on suicide watch, a
custody officer from central services must be present to remove a ward from a room in the
outpatient-housing unit. This procedure is compounded by the fact that only one medical person
(RN) is assigned to the OHU during these hours and the custody staff coming from central
services could be responding to another situation within the three institutional compounds.

27

It is not uncommon for an at-risk ward to be housed in the OHU. Although this ward may not be
placed on suicide watch, ward behavior is unpredictable. If a ward attempted self-harm and
medical staff walked by the room and observed the act, the medical staff person could not
intervene. The medical response procedure and practice is to request the Central Services Rover
to respond to the OHU. Custody and medical staff believe that the OHU should be staffed by a
custody officer whenever wards are housed there. The evaluation team concurs and suggests that
this issue be reviewed by DJJ Administration.

28

SUMMARY AND CONCLUSION
DeWitt Nelson Youth Correctional Facility (DWNYCF) was the third Division of Juvenile
Justice (DJJ) facility to be evaluated by the Staff Safety Evaluation Team, and immediately
followed the evaluation of the O.H. Close Youth Correctional Facility (OHCYCF) and
immediately preceded the evaluation of the N.A. Chaderjian Youth Correctional Facility
(NACYCF). The three facilities make up the Northern California Youth Correctional Center
complex. There were several issues identified during this evaluation that were common to the
OHCYCF and NACYCF as well as the Preston Youth Correctional Facility (PYCF) which was
the first DJJ facility evaluated by the staff safety evaluation team.
As noted in the OHCYCF report, it is becoming apparent that adequate resources have not been
provided to the Division of Juvenile Justice despite the filing of Budget Change Proposals and
requests for additional funding (or restoration of funding that fell victim to budget cuts). The
lack of resources has negatively impacted staff safety at DJJ institutions. The benign neglect that
the team witnessed at PYCF and OHCYCF appears to permeate the Institutions and Camps
Division.
In a praiseworthy effort to return to the rehabilitative mission of the DJJ, it appears that staff
have lost the authority or ability to discipline wards in a meaningful manner. Many wards
recognize that there is little consequence for negative behavior and as such, there is an
insufficient disincentive for bad behavior. It must be recognized that many of the wards in the
DJJ system are adults who happen to have been adjudicated in the Juvenile Court System. DJJ
management should revisit the policies for correcting undesirable behavior of wards to ensure
that the policies are effective and appropriate for the ward population.
As directed by the Corrections Standards Authority, the findings from this evaluation will be
presented to the CSA at their next scheduled meeting and copies of the report will be provided to
CSA members, CDCR administration and Assistant Superintendent Harada. It is outside the
scope of this project for the CSA to receive and monitor a corrective action plan and appropriate
action will be the responsibility of CDCR Division of Juvenile Justice.

29

ATTACHMENT A
STATE OF CALIFORNIA — DEPARTMENT OF CORRECTIONS AND REHABILITATION

ARNOLD SCHWARZENEGGER, GOVERNOR

CORRECTIONS STANDARDS AUTHORITY
600 Bercut Drive
Sacramento, CA 95814

July19, 2005
Jeff Harada, Asst. Superintendent
DeWitt Nelson Youth Correctional Facility
7650 S. Newcastle Road
Stockton, CA 95213-9002
Dear Superintendent Harada:
CDCR Secretary Roderick Hickman asked the Corrections Standards Authority (CSA) to develop a plan to
evaluate staff safety issues in the Division of Adult Institutions and the Division of Juvenile Facilities. At their
May 19, 2005 meeting, the CSA unanimously approved a proposal to assemble a panel of subject matter experts
to develop criteria for conducting staff safety evaluations.
The panel met on May 24-25, 2005 and established the criteria by which the evaluations will be conducted. As a
result, a team comprised of staff from the CSA, Adult Operations and Juvenile Justice will be conducting the
evaluations over the next 28 months and will be evaluating staff safety at the Northern California Youth
Correctional Center on August 3-12, 2005. We expect to be on site for eight days and plan to observe operations
during all shifts at all three facilities.
We would like to begin with an entrance conference with you and the superintendents from N.A. Chaderjian and
O.H. Close and appropriate administrative staff on August 3, 2005 at 9:00 a.m. to discuss the method by which
the staff safety evaluations will be conducted and to get a general overview of facility operations and any
concerns you may have.
In order to facilitate the process, please provide the following for the evaluation team’s use while at DeWitt
Nelson Youth Correctional Facility: (The evaluation team may ask for additional resources, depending on the
initial assessment.)
•

A contact person with whom the team may coordinate their activities (please call or e-mail this
information when the contact is identified).

•

An office or conference room equipped with a table, chairs, facility map, facility telephone directory
and a telephone. The room should be large enough for a team of nine evaluators.

•

Access to all levels of staff for short interviews. These interviews can take place at their assigned
work areas and we will avoid interrupting their schedules as much as possible.

•

Copies of all documentation relative to each incident of staff assault including: Incident Reports for
Assaults on Staff (CYA 8.403 Behavior Report; CYA 8.412 Serious Incident Report, CYA Use of
Restraint Report); State Compensation Reports (SCIF) generated as a result of each incident; Use of
Force Review findings. It would be helpful if all documentation relative to each incident was
assembled and then indexed in a binder by incident.

1

Attachment A

•

Completion of the data collection form that was sent via e-mail asking that facility staff code staff
assault incident reports for the past year in the identified format, addressing incident information,
inmate information and victim(s) information (please provide an electronic copy of this data as soon
as practical).

•
•

Summaries of State Compensation Reports (SCIF) for injuries on staff.
(Summaries are reportedly available from facility Return to Work Coordinator)

•

Access to copies of applicable operations manuals.
Supplemental Data Sources –

•
•
•
•
•
•
•
•
•
•
•
•
•

Facility Health and Safety Committee Minutes*
o Grievances, Recommendations, Actions
Staff Action Grievance (CYA)*
Daily Operations Report (DOR); Notice of Unusual Incident (NOU) at certain facilities*
Authorized Equipment and Functionality
Use of Force Committee Minutes and responses to recommendations*
Employee Training records including summary of curriculum and attendance for orientation and
annual updates for selected areas*
Corrective Action Plans for previous audits*
Safety Committee Meeting Minutes and Risk Management Action Plans
Program descriptions and locations
Administrative Summary of ward population
Staffing summary including duty roster, allotted positions, vacancies, leave of absence for over 30
days for all staff.
Staffing profile summary including age, sex, years of service and ethnicity
Facility design and current capacity

Upon completion of the on site portion of the evaluation, we would like to schedule an exit conference with you
and/or appropriate members of your staff (on or about August 12, 2005). The results of the evaluation will be
reported to the CSA at its regularly scheduled meeting and a written report will be forwarded to CDCR
Administration with a courtesy copy sent to you.
Thank you in advance for your anticipated cooperation in this matter. If you have any questions, please feel free
to contact Jerry Read, Deputy Director (A), at (916) 445-9435 or jread@bdcorr.ca.gov.
Sincerely,

Karen L. Stoll, Executive Director (A)
*= 2004 and 2005 to date
cc:

Silvia Huerta-Garcia, Director (A)
Division of Juvenile Facilities

1

ASSAULT DATA
Jan 2004 through July 2005

1/18/2004

Time

1753 Sun

Glenn

Type of Assault

Serious
Injury

Inmate
Weapon

IM#/YA#

Rec'd CDCCYA
Rec'd Inst

hands

Native
88634 amer

general

9/22/2002

general

11/19/2003

ward hit staff in head
ward hit YCC station
screen that hit staff in
chin

yes

no

hands

Afr
89517 Amer

yes

VICTIM INFORMATION

Anticipated
Special
Rel
Program/
Date/PBD Age Housing Loc MH Status

Gang

Work
Assign

Gender

Classification
(CO/CCII/Cook,
etc)

Date

Site and
Location

Classification

IR/SIR#

Day of
Week

INMATE/WARD INFORMATION

Ethnicity

INCIDENT INFORMATION

Attachment B

Age

Yrs of
Svs

Race

5/30/2003 12/11/2005

15 Glenn

None

Noreno

F

SYCC

46 13y 8 m white

3/30/2004

3/15/2005

17 Del Norte

None

Crip

F

YCO

46 9y 8m

8/13/2003 10/23/2003

8/14/2006

15 Del Norte

none

Blood

M

YCC

34 3y 11m black

8/24/2004

2335 Tue

Del Norte

9/27/2004

1431 Mon

Del Norte

ward hit staff in head

hands

89136

general

School

ward threw a paperback
book at teacher
no

book

89725 Hisp

general

2/6/2004

6/1/2004

3/15/2007

15 Glenn

MA List

Sureno

F

teacher

58 4y 10m white

1540 Thurs

Glenn

ward accidently hit staff
in head

no

hands

90043 other

general

6/21/2004

12/7/2004

9/14/2005

16 Glenn

none

Sureno

M

YCC

31 7y 6m

black

1640 Mon

Inyo

ward spit in staff face

no

saliva

90251 White

general

9/29/2004 12/13/2004

1/13/2006

17 Fresno

Drug

Pecker
Wood

M

YCO

35 2y 5m

black

Humbolt

ward threw a basketball
& hit staff in back of head yes

ball

89703 Hisp

general

2/18/2004

17 Humbolt

Sex Off

Noreno

F

YCC

40 10y 5m white

ward threw a shoe & hit
staff in chest

shoe

Afr
89136 Amer

general

8/13/2003 10/23/2003

15 calaveras

none

Blood

F

YCC

53 22y 4m white

foreign
substance

90251

Preston 17 Ironwood

Unk

Unk

M

PA

41 17y 7m white

foot

Afr
90426 Amer

15 El Dorado

none

Crip

M

YCO

54 31y 5m black

12/6/2004
12/16/2004

4/4/2005
5/29/2005

1105 Mon

940 Sun

5/30/2005

1918 mon

calaveras

5/20/2005

1710 Wed

Preston Ironwood

7/25/2005

950 Thurs

yes

Battery on Staff (foreign
substance)
no
Escorting restrained
ward he mule kicked
no
school lobby staff

unknown
general

1/11/2005

6/3/2004 11/14/2005

unknown
4/6/2005

8/14/2006

unknown
2/14/2008

white

Attachment C
CORRECTIONS STANDARDS AUTHORITY – STAFF SAFETY EVALUATIONS
Institutional Information
LIVING AREA SPACE EVALUATION
FACILITY: DeWitt Nelson

TYPE:

Building/Housing Unit
#
EACH CELL
Cell
Beds
E Beds
s

Design
Capacity

DATE: 8-3-05

Each Building

Location

Cell
Type

Pop on
this day

Lassen

Dorm

50

3

50

7

51

Modoc

Dorm

50

3

50

18

Tahoe

Dorm

50

3

50

Yosemite

Dorm

50

3

Plumas

Dorm

50

Klamath

Dorm

Sierra

Angeles

Program/Security Level

Staffing
1st

2nd

3rd

120 day drug treatment
program

1

3

3

58

6 month drug treatment
program

1

2

3

25

61

Work experience program.
One additional staff works a
crossover shift between 2nd
and 3rd watch.

1

2

3

50

25

63

Sex offender program. One
additional staff works a
crossover shift between 2nd
and 3rd watch.

1

2

3

3

50

22

57

Parole violator program.
One additional staff works a
crossover shift between 2nd
and 3rd watch.

1

2

3

50

3

50

22

59

General population unit.
One additional staff works a
crossover shift between 2nd
and 3rd watch.

1

2

3

Dorm

50

3

50

10

60

General population unit.
One additional staff works a
crossover shift between 2nd
and 3rd watch.

1

2

3

Dorm

50

3

50

25

0

This unit was closed due to
damage sustained in riot.

0

0

0

2

2

2

Security and
Escort
Note:
Each unit contains one locked single cell. Each cell contains a combination unit and a camera.

DeWitt Nelson Report

Attachment D
DeWitt Nelson Youth Correctional Facility
August 3 – 5, 2005
Line Staff:
1.

What is your current job title?

2.

What is your assignment? What are your primary duties (Post Orders)?

3.

When did you start working for the department as…?

4.

How long have you been assigned to this facility?

5.

How many wards do you supervise? What is their program assignment?

6.

What safety equipment is issued to you? What safety equipment do you utilize at all times, otherwise
have access to, or have to check out from a central location?

7.

Do you have a stab vest? Have you been fitted for one? Do you wear it at all times?

8.

What is the general condition of your safety equipment?

9.

Is the safety equipment issued to you adequate for your job duties?

10.

If the answer is no, what additional safety equipment is necessary?

11.
On a scale of 1 to 10, with 1 as the lowest score and 10 as the highest score, how safe do you feel
working at this facility? Why do you feel that way?

DeWitt Nelson Report

12.

Attachment D
Where do you feel the least safe? Can you describe why that is? Where and when do you feel the most
safe? How do other staff feel about this?

13.

What staff safety issue are you most concerned about? What worries you the most as you are
performing your duties?

14.

Do you have any general suggestions or comments relating to staff safety?

15.

What most would you like to do or see changed to improve staff safety?

16.

How often do you see and/or speak with your supervisor? Your supervisor’s supervisor? The
superintendent?

17.

Are protocols in place for emergency responses?

18.

(Policy?)What happens when a staff member is assaulted? If the staff person is injured, where do they
go for first aid or for emergency treatment in more serious cases? How long might that take? Who
investigates? Are criminal charges filed?

Supervisors:
1.

How many years do you have as a supervisor?

2.

How long have you been assigned to this facility as a supervisor?

3.

Have you worked as a supervisor at any other CYA institution?

4.

Describe your duties and responsibilities, and how you carry them out during a routine shift.

DeWitt Nelson Report

Attachment D
5.

How many staff do you directly supervise?

6.

How many do you indirectly supervise?

7.

What is the percentage of time (shift) do you spend personally observing your subordinates?

8.

What safety equipment is issued and carried by your staff?

9.

Is there any other safety equipment, which you know of, available for staff’s use? What is it?

10.

Do you have a stab vest? Have you been fitted for one? Do you wear it at all times?

11.

Does your staff have stab vests? Have they been fitted for one? Do you ensure that they wear it at all
times?

12.

How often do you see your supervisors?

13.

On a scale of 1 to 10, with 1 as the lowest score and 10 as the highest score, how safe do you feel
working at this facility?

14.

What is your greatest concern about staff safety for your subordinates?

15.

What kind of complaints do you get from staff? Are there any patterns that emerge? How do you
handle them?

16.

What do you do to ensure a safe working environment for your staff?

DeWitt Nelson Report

Attachment D
17.

What would you like to do or see changed to improve staff safety and reduce staff assaults?

18.

What protocols in place for emergency responses?

19.

What happens when a staff member is assaulted? If the staff person is injured, where do they go for first
aid or for emergency treatment in more serious cases? How long might that take? Who investigates?
Are criminal charges filed?

Managers:
1.

How many years experience do you have as a manager?

2.

How long have you been assigned to this facility as a manager?

3.

Have you been a manager at any other CYA institution?

4.

Describe your duties and responsibilities, and how you carry them out during a routine shift.

5.

Have often do you walk through the facility to talk with staff and observe general staff safety practices?

6.

Can you describe the safety equipment that is issued to line staff?

7.

Is there any other safety equipment, which you know of, available for staff’s use? What is it?

8.

How many of your staff have been issued stab vests? How many have been fitted? What is the timeline
for issuing vests? Who has been identified to receive them?

DeWitt Nelson Report

9.

Attachment D
On a scale of 1 to 10, with 1 as the lowest score and 10 as the highest score, how safe do you feel
working at this facility?

10.

From your perspective, what carries the greatest potential for staff injury?

11.

What might mitigate or reduce staff assaults?

12.

What kinds of complaints do you get from staff? Are there any patterns that emerge?

14.

Do you have any long range plans to ensure staff safety and to reduce staff assaults?

15.

Do you have anyone assigned to monitor staff assaults or track occurrences to identify trends?

16.

If you had sufficient resources (money and staff), what changes would you make to your operation to
reduce staff assaults or the potential for assaults? Physical plant, service and supply, operational
changes and/or staff changes?

17.

Have the number of vacancies, SCIF 3301, other leave of absences affected staff safety? Do you have
mandated overtime for staff and supervisors?

18

Do you have any staff off duty as a result of an assault? How long? Have you had contact with them
while they were off duty?

19.

What level of repair is your facility? Have you made requests for service or special projects that affect
the level of staff safety? Have those requests been approved?

20.

What protocols in place for emergency responses?

DeWitt Nelson Report

21.

Attachment D
What happens when a staff member is assaulted? If the person is injured, where do they go for first aid
or for emergency treatment in more serious cases? How long might that take? Who investigates? Are
criminal charges filed

DeWitt Nelson Report

Attachment E
Evaluation Team Members
Northern California Youth Correctional Center

Team 1
Staff Interviews:
Robert Takeshta, CSA Field Representative
John McAuliffe, Adult Operations, Correctional Counselor II
Jeff Plunkett, Division of Juvenile Justice, Captain
Team 2
Physical Plant, Staffing and Population:
Gary Wion, CSA Field Representative
Mark Perkins, Adult Operations, Facility Captain
Mark Miller, Division of Juvenile Justice, Lieutenant
Team 3
Facility Profile, Documentation Review and Data Analysis:
Don Allen, CSA Field Representative
Dave Stark, Adult Operations, Lieutenant
David Finley, Division of Juvenile Justice, Major

Robert Takeshta, Field Representative
Corrections Stadards Authority
Phone: 916-322-8346
Fax:
916-327-3317
E-Mail: btakeshta@bdcorr.ca.gov

Mark Perkins, Captain

Gary Wion, Field Representative

Jeff Plunkett, Captain

Corrections Stadards Authority
Phone: 916-324-1641
Fax:
916-327-3317
E-Mail: gwion@bdcorr.ca.gov

Division of Juvenile Justice
Phone: 916-262-0802
Fax:
916-262-1767
E-Mail: jplunkett@cya.ca.gov

Don Allen, Field Representative

David Finley, Major
Division of Juvenile Justice Division
Phone: 805-278-3710
Fax: 805-278-1499
E-Mail: dfinley@cya.ca.gov

Corrections Stadards Authority
Phone: 916-324-9153
Fax:
916-327-3317
E-Mail: dallen@bdcorr.ca.gov

John McAuliffe, Correctional Counselor II
Adult Operations
Phone: 916-358-2628
Fax:
916-358-2636
E-Mail: john.mcauliffe@corr.ca.gov
Dave Stark, Lieutenant
Adult Operations
Phone: 916-358-2473
Fax:
916-358-2499
E-Mail: dave.stark@corr.ca.gov

DeWitt Nelson Report

Adult Operations
Phone: 916-358-2626
Fax:
916-358-2499
E-Mail: mperkins@corr.ca.gov

Mark Miller, Lieutenant
Division of Juvenile Justice Division
Phone: 209-274-8394
Fax: 916-262-1525
E-Mail: mmiller@cya.ca.gov