Transforming the Yountville Veterans Home Campus

Transforming the Yountville Veterans Home Campus Report #240, September 2017 Milton Marks Commission on California State Government Organization and Economy Letter Report to the Governor and Legislature of California Dedicated to Promoting Economy and Efficiency Little Hoover Commission Pedro Nava in California State Government Chairman Sean Varner Vice Chairman The Little Hoover Commission, formally known as the Milton Marks “Little Hoover” Commission on California State Government Organization and Economy, is an David Beier independent state oversight agency. Iveta Brigis By statute, the Commission is a bipartisan board composed of five public members Anthony Cannella appointed by the governor, four public members appointed by the Legislature, two Senator senators and two assemblymembers. Joshua LaFarga In creating the Commission in 1962, the Legislature declared its p urpose: Chad Mayes Assemblymember ...to secure assistance for the Governor and itself in promoting economy, efficiency and improved services in the transaction of Don Perata the public business in the various departments, agencies and Bill Quirk instrumentalities of the executive branch of the state government, Assemblymember and in making the operation of all state departments, agencies and instrumentalities, and all expenditures of public funds, more directly Richard Roth Senator responsive to the wishes of the people as expressed by their elected representatives... Janna Sidley The Commission fulfills this charge by listening to the public, consulting with Helen Iris Torres the experts and conferring with the wise. In the course of its investigations, the Commission typically empanels advisory committees, conducts public hearings and Former Commissioners Who Served During The Study visits government operations in action. Scott Barnett Its conclusions are submitted to the Governor and the Legislature for their consideration. Recommendations often take the form of legislation, which the Jack Flanigan Commission supports through the legislative process. Sebastian Ridley-Thomas Assemblymember Jonathan Shapiro Contacting the Commission Commission Staff All correspondence should be addressed to the Commission Office: Carole D’Elia Executive Director Little Hoover Commission Terri Hardy 925 L Street, Suite 805, Deputy Executive Director Sacramento, CA 95814 (916) 445-2125 Tamar Lazarus littlehoover@lhc.ca.gov Project Manager This report is available from the Commission’s website at www.lhc.ca.gov. Ciana Gallardo Research Analyst Former Commission Staff Jim Wasserman Deputy Executive Director Letter From The Chair September 5, 2017 The Honorable Kevin de León The Honorable Patricia Bates President pro Tempore of the Senate Senate Minority Leader and members of the Senate The Honorable Anthony Rendon The Honorable Chad Mayes Speaker of the Assembly Assembly Minority Leader and members of the Assembly Dear Governor and Members of the Legislature: With this review, the Commission presents a rare opportunity to re-envision an underutilized and crumbling veterans home campus into a major destination for all Californians. Established in 1884, the Veterans Home of California, Yountville, is the oldest such facility in the state, situated on 615 acres in the heart of Napa Valley. Programs operate out of dilapidated buildings while much of the campus remains undeveloped. Meanwhile, the state struggles to meet health and housing challenges of a changing veteran population. Addressing these needs at Yountville will require creative thinking and bold action. The state must bring together ideas, partners and resources to transform this site, not only for the veterans who live there, but for the local community and other visitors who will undoubtedly come to appreciate the beauty and history of this land. It needs a visionary team, empowered to bring its ideas to life and in doing so, expanding the number of veterans served statewide. When the Commission began its review in late 2015, it set out to do so with an eye towards finding efficiencies to update and modernize the state’s $306 million-a-year veterans homes program. A 16-month review followed, examining the mission, function and financing of the state’s system of eight veterans homes. Throughout the study a fundamental question remained – why did it cost so much to serve so few? The facilities house less than 3,000 of California’s more than 1.7 million veterans, while other states are able to operate high-quality veterans homes at little or no cost to taxpayers. In its March 2017 report, A New Approach to California’s Veterans Homes, the Commission recommended a new strategy to administer this program. Commissioners have been encouraged by the Legislature’s efforts to enact some of these strategies through the budget process and in two bills, currently under consideration. During its review, Commissioners were left confounded by the Yountville campus. It is both a problem – one that the current leadership of the California Department of Veterans Affairs (CalVet) has made a priority – and an incredible opportunity. Yountville is the state’s largest facility, housing approximately 40 percent of veterans home residents. Unlike California’s other veterans homes, the campus offers a range of amenities including a resident-operated television station, a theater, baseball stadium and golf course. The campus includes two reservoirs, one of which provides water for the campus and Town of Yountville and is surrounded by several hundred acres of wildlife. Despite the rich amenities the Yountville campus has to offer, the veterans at the Yountville home for too long have lived in decrepit buildings that, at times, put their health and safety at risk. And year after year, California devotes hundreds of thousands of dollars for deferred maintenance that patch, but do not solve, the Yountville veterans home’s significant infrastructure problems. Letter From The Chair | 1 First and foremost, California must fulfill its commitment to the hundreds of veterans who are honored to call the Yountville veterans campus their home. CalVet leaders must immediately fix the home’s many operational problems and restore the home’s structure to its former status as a “jewel” of the state’s veterans home system. New or revitalized facilities and living quarters to house the state’s veterans homes program could free up CalVet to focus resources and energy on delivering the highest quality of care for its residents. CalVet Secretary Dr. Vito Imbasciani, who was tapped to lead as the Commission began this review, has repeatedly told the Commission that fixing Yountville is one of – if not the highest – priority for his team. CalVet and the leadership team has the skill sets to build new skilled nursing facilities to house the veterans home program on the campus, but current plans should be fast-tracked. The Commission supports Dr. Imbasciani’s efforts and suggests the state help him cut through red tape to renovate and rejuvenate the veterans housing that surrounds the campus’ central Alameda parkway. Meanwhile, outside of the state’s veterans homes, California is facing a veteran population with changing demographics and needs. As highlighted in the Commission’s March 2017 report, CalVet cannot meet increasing demand for skilled nursing care and memory care, as well as mental and behavioral health services, substance use treatment and opportunities for veterans to receive care at home and in their communities. Thousands of veterans are homeless in cities across the state. Some are aging on the streets without access to proper medical care and other necessary supports. Other veterans suffer from mental health and substance abuse challenges that make their reentry into civilian life challenging. State leaders must consider how to leverage limited resources to help more of California’s veterans in need. With this review, the Commission sought to consider: How can California utilize its resources to maximize assistance for California’s veterans? The Yountville campus offers a beacon of possibilities. Underutilized, with hundreds of acres of untapped space, the Commission heard that with imagination and expert management, the prime real estate in Yountville could someday generate revenue to provide resources for veterans statewide as well as a benefit to the community and a destination for visitors. The spacious property offers nearly unbounded opportunities for affordable housing for the people who work in the veterans home and playground and park space for their families. There’s room to build accessible walking trails for veterans home residents, their visiting families, nature enthusiasts and wine country visitors. A hotel and restaurants could offer job training in the hospitality field for returning veterans, while at the same time their services would make it easier for visitors to stay close to the home and give residents another nearby dining option. Modernized office space in formerly underutilized buildings could house new businesses and services – ideally, those whose work has a veterans focus – while generating revenue for California to invest in veterans services elsewhere and at the Yountville campus. In short, the infrastructure itself can enable and facilitate a spectrum of public services. To unleash the promise of the property, however, California needs a new approach. The Yountville campus requires a different type of stewardship than currently exists within state government. It requires a small team of experts with experience in public finance, real estate, construction and historic preservation. This team needs to be able to collaborate with business, industry, nonprofit and public partners and sustain a level of energy and enthusiasm that often gets quashed by government red tape. Creativity will be required to generate a stable revenue stream to fund the necessary improvements and operating expenses on the Yountville campus, and, in the long-term, develop opportunities to reinvest the campus’ revenues in veterans services statewide. The Commission is proud of California’s history of supporting its veterans, in Yountville and elsewhere. We stand ready to assist state leaders as they articulate a new vision of care for our service members and think boldly with new partners about how to turn Yountville into the destination it can be, while staying true to its heritage. Pedro Nava Chair, Little Hoover Commission 2 | Little Hoover Commission Contents 5 Introduction Oversight Hearings and Sight Visits ................................................................................ 5 7 8 Needed Action to Restore a Crumbling Crown Jewel Immediate Action Required to Create a Culture of Quality Improvement Within the Home .............................................................................................................................. 9 Also Urgently Needed: A Safe, Modern Skilled Nursing Facility ..................................... 10 Conclusion .............................................................................................................................. 12 Recommendations 1 – 3 ......................................................................................................... 13 Recommendation 1: CalVet should dedicate a small management team that is empowered to respond nimbly and urgently to critical infrastructure issues on the campus ........................ 13 Recommendation 2: CalVet should evaluate existing procedures for residents and staff members to share concerns and grievances anonymously about the living and working conditions at the Yountville veterans home, and consider opportunities to bolster and improve the process, including establishing a CalVet ombudsman program to provide oversight of the veterans homes ................................................................................................ 13 Recommendation 3: Informed by a needs assessment of California’s veteran population, CalVet should develop a long-term plan for the Yountville veterans home, as part of a strategic planning process for the homes program overall, that accounts for the needs of current and future residents and accordingly adjusts the levels of care currently provided in the Yountville veterans home ..................................................................................................... 13 14 A Bold New Vision For Yountville Opportunities to Expand Veterans and Community Services Abound ........................... 16 Change Will Take More Than Another Plan .................................................................... 20 Leveraging Partnerships to Give New Life to Old Buildings, Untapped Assets ............... 21 Revitalization Effort Demands A New Leadership Strategy ............................................ 24 Conclusion .............................................................................................................................. 26 Recommendations 4 – 5 ......................................................................................................... 27 Recommendation 4: The Governor and Legislature should create a new, independent entity charged with planning, designing and managing the use of the Yountville property ......................................................................................................... 27 Contents | 3 Contents Recommendation 5: The Governor and Legislature should create a new fund to deposit revenue generated from the Yountville campus ............................................................................................... 27 28 Appendices Appendix A: Public Hearing Witnesses .................................................................................. 28 Appendix B: Advisory Committee Meeting Participants ....................................................... 30 Appendix C: Little Hoover Commission December 8, 2015 Letter to the Governor and Legislature regarding the Veterans Home of California Yountville ......................................... 32 Appendix D: Timeline: Property Sales and Acquisitions on the Yountville Veterans Home Campus .................................................................................................................................. 35 Appendix E: Cover Photo Credits ........................................................................................... 37 38 Notes 4 | Little Hoover Commission Introduction The Commission formally launched its review of the request began with a broad hearing in October 2015 that Yountville veterans home to expand on information provided an update on prior Little Hoover Commission gathered as part of the Commission’s 16-month review of recommendations on veterans services, as well as an the state’s veterans homes program. overview of the CalVet home loan and veterans home programs. In November 2015, the Commission first The initial study, requested in July 2015 by visited the Yountville Veterans Home, where it learned Assemblymember Jacqui Irwin, Chair of the Assembly that deferred maintenance and infrastructure neglect at Committee on Veterans Affairs, resulted in the Yountville has created an unsafe and undignified living Commission’s March 2017 report, A New Approach to environment for veterans. So appalled at what it learned California’s Veterans Homes. In it, the Commission called and saw, the Commission in December 2015 wrote the for the California Department of Veterans Affairs (CalVet) Governor and legislative leaders, alerting them to serious to address the changing needs of the veteran population, deficiencies at the Yountville campus and calling for including the growing desire among many individuals to urgent maintenance and repairs. In the letter, included stay at home as long as possible while receiving quality as Appendix C, the Commission also acknowledged care. The report also called for greater self-sufficiency significant progress by CalVet since 2013 to reduce the in the state’s veterans homes program and less reliance backlog of claims and expand outreach to veterans. The on the General Fund to free up resources to serve more letter reiterated the Commission’s intent to continue California veterans. Recommendations from the March reviewing the veterans homes program. Despite CalVet report are included on the following page. attempts to address these deficiencies, many remain. As part of its last review, the Commission also heard The Commission proceeded in its review with a hearing in significant testimony and public comment about both March 2016 to learn more about the organization, cost and the critical infrastructure challenges plaguing the historic quality of care offered in California’s veterans homes. Then, Yountville veterans home campus and also learned of at a June 2016 advisory committee meeting in Los Angeles, opportunities that could allow the expansive campus Commissioners asked a diverse group of experts to consider to flourish. However, when it came time to develop how the state’s veterans home program could be structured recommendations, Commissioners remained perplexed to best meet the needs of current and future generations of by the complexity of challenges facing the Yountville veterans. Stakeholders, including researchers specializing in veterans home stemming from its age and size, as well as long-term care and veterans’ health, representatives from the model of care the home offers. veteran service organizations as well as representatives from CalVet and the U.S. Department of Veterans Affairs, After conducting additional investigations, the Commission also shared ideas about how the state could enhance now offers this review of the Yountville veterans home as partnerships in the state’s eight veterans homes and a chapter in its larger review of the state’s veterans home elsewhere to better serve aging and disabled veterans. program, informed by hearing testimony and site visits, as well as conversations with residents, home officials and Next, in November 2016, the Commission again visited other experts over the past two years. the Yountville Veterans Home and held an advisory meeting to consider the future of the Yountville campus. It heard lessons from successful renovations Oversight Hearings and Site Visits of public facilities, options for innovative financing and opportunities to expand on-campus partnerships. The Commission’s response to Assemblymember Irwin’s Participants included infrastructure financing experts, Introduction | 5 community advocates, representatives from nonprofit organizations serving veterans, public-private partnership A New Approach to California’s experts, locally-elected leaders, legislative and Veterans Homes: Eight congressional staff members, Yountville and West Los Recommendations From the Angeles Allied Council members, and representatives Commission’s March 2017 Report from CalVet and the U.S. Department of Veterans Affairs. The meeting also was well-attended by Yountville home ƒƒRecommendation 1: The members, several of whom provided public comments to Legislature should amend the Commission. the Military and Veterans Code to clarify the homes As the Commission considered recommendations, admissions policies and Commissioners could not reach consensus about how ensure access for the the state should make best use of the Yountville campus. neediest veterans. When the Commission adopted its March 2017 report, it agreed to hold a final hearing to consider the future of the Yountville home. This final hearing took place in Sacramento in June 2017. Commissioners heard from the ƒƒ Recommendation 2: The Legislature should CalVet Secretary and other senior department officials, amend the Military and Veterans Code to representatives from the Department of General Services eliminate domiciliary care from the state’s Real Estate Services Division, residents and Allied Council veterans home program. members and the Yountville Mayor. Executives from the Presidio Trust and the University of California, Merced’s ƒƒ Recommendation 3: To determine whether 2020 Project also discussed lessons learned through CalVet should repurpose or shutter one or any their experiences transforming public spaces through of the veterans homes, CalVet should establish public-private partnerships. Finally, representatives from a process to systematically evaluate and the Department of Developmental Services shared the review each veterans home as it approaches department’s process to close the state’s developmental its 20-year mark, and periodically thereafter, centers which, like the veterans homes, offer long-term and make recommendations to policymakers care for certain Californians and plan for the future use of regarding the future of the home. the state-owned facilities. ƒƒ Recommendation 4: CalVet should conduct Public hearing witnesses and advisory committee an assessment to consider the needs of meeting participants are listed in Appendices A and B. California’s overall veteran population. During this study, Commission staff received valuable ƒƒ Recommendation 5: As CalVet repurposes its input through interviews, meetings and discussions veterans homes program savings should be with countless other veteran service organizations and redirected to home and community-based advocates and members of the Yountville veterans veterans services. home. Though the Commission greatly benefited from the contributions of all who shared their expertise, the findings and recommendations in this report are the ƒƒ Recommendation 6: To streamline and Commission’s own. modernize the state’s veterans home program, the Governor and Legislature should amend the Military and Veterans Code to: Define the scope of benefits included • for veterans home residents. 6 | Little Hoover Commission Empower CalVet to establish daily • costs of care per resident, for each level of care. Clarify that veterans home residents • are charged fees based on the cost of care and may pay for those fees from various sources, including the U.S. Department of Veterans Affairs per diem and other reimbursements, health insurance or private income. Require veterans home residents to • maintain adequate health insurance throughout their residence in a veterans home. ƒƒ Recommendation 7: CalVet should amend regulations to specify consequences for residents who do not maintain adequate insurance coverage or otherwise pay their share of their costs. ƒƒ Recommendation 8: To enhance fiscal transparency, CalVet should make available, online in an accessible format, its financial reports to the Legislature, which should be augmented to include: The amount of state funds budgeted • to each home and the amount of revenue collected, and if necessary, the remaining amount of expected revenue, over a period of several years. The costs of care per resident, by level • of care for each veterans home. The costs of facility maintenance, • as well as projections for future maintenance costs, for each veterans home. Introduction | 7 Needed Action to Restore a Crumbling Crown Jewel Californians were among the first in the nation to honor immediate attention to the problem, rather than waiting those who have served our country by establishing a for its study process to conclude. Yet, nearly two years later, home to care for aging and disabled veterans. In 1884, a many of the same problems continue, leaving veterans to San Francisco veterans’ organization opened a residential live in sub-standard and at times, undignified conditions. and care facility for Mexican War and Civil War veterans The deputy secretary for the veterans homes noted in Yountville, California.1 The Yountville veterans home in a March 2016 hearing that the heating, ventilation is one of the oldest and largest veterans homes facilities and air conditioning (HVAC) system at the Yountville in the nation. In its early years, it served as a model for campus is particularly complicated because buildings others across the nation. Referring to those early years, were constructed over time by different contractors with CalVet Secretary Vito Imbasciani described the home as various energy and building code requirements. He said “a gem that was ahead of its time.”2 CalVet plans to work with the Department of General Services to perform a complete evaluation of the HVAC More than a century after its opening, the campus is system and determine the final overall cost for a full aging and in need of significant renovations and repairs. renovation of the campus’ HVAC system. Anticipated For too long, the Yountville veterans home has been costs are in the millions of dollars.4 overlooked and barely maintained, as the agency’s attention for the past decade was focused on building In April 2016, a routine federal inspection identified 14 its new veterans homes. Meanwhile, the residents fire safety deficiencies at the Yountville veterans home have accepted subpar living conditions in buildings – more than three times the average for nursing homes that, in some cases, put their health and safety at risk. in California.5 In particular, approximately 40 doors were Indeed, on the day of the Commission’s first visit to the identified to be a fire safety risk. The estimated cost Yountville veterans home in November 2015, only one to replace these doors alone: $271,000.6 But residents of the seven elevators in Holderman, the multistory noted at the Commission’s June 2017 hearing that the skilled nursing facility, was functional. According to configuration of residential buildings, which at times residents, the elevators had been broken for months.3 place elderly residents or those with limited mobility The Commission also learned then that many of the in second story rooms, poses health and safety risks to buildings on the campus relied on antiquated heating and residents who would have challenges evacuating in the cooling equipment built between the 1920s and 1930s – event of an emergency. so old that replacement parts had to be found or custom built. The Commission heard that as a result, at least one resident suffered serious burns from illegal space heaters “We can’t and shouldn’t continue to maintain the acquired to make a more comfortable living environment. [Yountville veterans] home by dumping millions of Another risk: heating and hot water throughout the dollars a year in emergency repairs and patches. campus is provided through an underground piping We need to revitalize it.” system fed by two outdated steam boilers. Steam escapes through the aging pipes throughout the campus Secretary Vito Imbasciani10 causing an additional safety hazard. The home’s infrastructure issues were so alarming that in December 2015, after the Commission’s first visit to the Years of these and other deferred maintenance and Yountville veterans home, it took the unprecedented step critical infrastructure issues pose safety risks for residents to submit a letter to the Governor and Legislature drawing and can frequently cost the state hundreds of thousands 8 | Little Hoover Commission of dollars in unexpected repairs. Since 2005, CalVet has Immediate Action Required to Create a Culture of spent more than $80 million on maintenance and repairs Quality Improvement Within the Home at the Yountville veterans home, according to Secretary Imbasciani.7 And the department requested approval CalVet must immediately fix outstanding repairs that in the 2016-17 and 2017-18 budgets to undertake four continue to pose health and safety risks to residents, significant infrastructure projects: a renovation of the particularly the faulty elevators in the skilled nursing facility antiquated underground steam distribution system, and elsewhere on the campus. Secretary Imbasciani repair of the failing chilled water distribution system, in March 2016 testimony to the Commission described renovation of the central power plant and upgrade of the the department’s efforts to declare an emergency and main campus kitchen and the kitchen in the Holderman more rapidly engage a contractor to address the repairs skilled nursing facility. Estimated costs for the projects of the elevators in the Holderman building. At that time, total more than $58 million, with about $6 million from he reported that six of the seven elevators in the skilled the General Fund, $15.1 million from lease revenue bond nursing facility were in service and all would be operational funds, $5.5 million from the Veterans’ Homes Bond Fund by the end of March 2016.11 However, in June 2017, and $31.5 million from the federal government.8 one of the home’s residents testified that one elevator on the campus had been down for eight years and said But beyond the dollars, the true impact, and the greatest that he knew of at least two residents who had recently concern, is the safety risk these challenges pose for been trapped in the Holderman elevators.12 Despite the residents who have to live with these deficiencies every department’s attempts to expedite repairs, the elevators hour of every day. At its June 2017 hearing, Yountville have not yet been fully or permanently repaired. As residents shared with Commissioners the reality of long as the department continues to use the Holderman life under these circumstances. One veteran, the building to house veterans, CalVet must do more than Commission was told, became trapped in an elevator simply respond to the elevator problems as they occur. for 45 minutes, riding from the basement to the third Instead, the department should plan and budget for floor and back, over and over. He now is afraid to use ongoing inspections and repairs of the elevators so that the elevators, but because he relies on a scooter to get frail and elderly residents are much less likely to become around has little choice.9 trapped. Additionally, because of the ongoing nature of Nelson M. Holderman Memorial Hospital Source: California Department of Veterans Affairs. Needed Action to Restore a Crumbling Crown Jewel | 9 these incidents, the department should regularly report Californians Act. Key to the ombudsman’s role is the ability on its progress resolving these issues to the Legislature to confidentially receive and resolve individual complaints and Department of Finance. To monitor the campus’ and services of residents.15 infrastructure issues and ensure timely repairs, the department should establish a small management team Despite existing laws and processes, these resources empowered to respond nimbly and urgently to these and appear insufficient. Those closest to the home, who live other public safety threats. day-to-day with the consequences of these crumbling facilities, could be assets to CalVet and need additional CalVet must bolster its oversight of the Yountville opportunities to report problems without fear of veterans home and monitor operations to ensure retaliation. CalVet should assess existing grievance first and foremost the safety of current residents. procedures for residents and staff, seek feedback on ways Despite the millions of dollars in needed repairs, some to bolster opportunities and improve the process. One improvements need not require capital investment. For such improvement may include establishing one or more example, when a resident leaves the home, CalVet could dedicated ombudsman positions at CalVet to oversee the leverage the freed bed space to reconfigure resident veterans homes. The contact information the ombudsman living arrangements to improve safety. In testimony to could be broadly available, on each home’s website, in the Commission, one resident suggested the home go application materials and other correspondence from so far as to stop the intake of new residents until critical the administrator, for example. Providing pathways infrastructure issues are resolved.13 for residents and staff to anonymously give feedback, and see that their feedback is heard and considered in Additionally, CalVet must improve opportunities for home administrative decisions – could help improve morale and residents and other concerned individuals to report confidence in the home’s leadership. issues in the home. Despite statutory rules that specify members of veterans homes have the right to complain to the home administrator about home accommodations Also Urgently Needed: A Safe, Modern Skilled and services, the Commission in testimony, as well as in Nursing Facility conversations with residents throughout its study process learned that there is a pervasive sense of fear among Throughout its review, the Commission heard about an those who speak out.14 The Commission heard that increasing demand for skilled nursing care and memory residents are afraid they will risk their spot in the home care, as well as mental and behavioral health services, by speaking out. Some also said they knew of employees substance use treatment and opportunities for veterans afraid of risking their job by pointing out problems. to receive care at home and in their communities. Yet CalVet’s veterans homes program, which received Residents of the veterans homes have several paths for funding in FY 2017-18 to fill just 2,610 beds, is not reporting concerns. CalVet has established grievance designed to fully meet this need – nor should it attempt procedures for the residents of each of the state’s veterans to alone. As described in the Commission’s March 2017 homes. Residents may communicate directly with the report, demographics suggest that now and for the next home administrator or official designee and should several decades, there will be a pipeline of aging veterans expect a prompt response from the home, CalVet officials in need of skilled nursing care but that the overall explained. The procedures are distributed to residents and population of veterans will decline. posted in each home along with points of contact. CalVet also explained that residents of the Yountville home may In deliberating its recommendations, the Little Hoover communicate their concerns with social workers, chaplains Commission and others saw with clarity some of the and other staff, including a member advocate who is drawbacks to constructing additional facilities on empowered to raise issues to the administrator on behalf the Yountville campus. It is not located in a major of the residents. Allied Councils – or resident councils – metropolitan area and access to and from the home is also have statutory and regulatory authority to raise issues limited by often congested two-lane highways. Nor is and concerns to CalVet leadership. Each home also has the region particularly affordable, especially for groups an independent long-term care ombudsman, authorized of skilled workers such as nursing staff and others who by the federal Older Americans Act and California’s Older are vital to the Yountville home operations. However, the 10 | Little Hoover Commission pipeline of veterans in need of skilled nursing care and a This data should inform CalVet’s planning for the veterans new structure, particularly one designed to adapt to the home program at Yountville, and at homes across the needs of future veterans, appears necessary, at least for state. the next two decades and likely beyond. In planning for the revitalization of the Yountville The Commission also found in its last review that veterans home program, CalVet is taking steps to bring researchers have identified additional needs for older more services to Yountville. In 2016 CalVet hired two veterans, particularly for mental and behavioral health researchers to help the department better understand services and memory care. They suggest that some of the needs of future generations of veterans, including the youngest veterans – those recently returned from the continued need for skilled nursing care, the need for service in the Gulf War and Iraq and Afghanistan – may mental and behavioral health services and the need for need assistance earlier in life than their comrades more intensive assistance once veterans have exhausted who served before them. But strong data about how services available at home or in their communities.16 many veterans will need additional services – and where – is not yet available. In its March 2017 report, the Commission recommended CalVet conduct an assessment to consider the needs of California’s veteran population, now and in the future as well as identify the array of services currently available to fill those needs. The Commission also recommended CalVet evaluate its veterans home program to ensure that services offered align with the changing needs of California’s veterans. Source: Beth Muszynski, Chief, Research and Program Review, California Department of Veterans Affairs. August 3, 2017. Personal communication with Commission staff. Needed Action to Restore a Crumbling Crown Jewel | 11 Secretary Imbasciani also told Commissioners in June in order to align services to both account for the 2017 he intends to revitalize the Yountville veterans needs of current residents, but be flexible enough to home. “One of my top priorities is revitalizing the accommodate changing needs for future residents. The Yountville campus to provide the best services possible department’s strategic plan also should take into account while decreasing CalVet’s General Fund footprint,” the array of services offered throughout the state’s the Secretary told the Commission at its June 2017 system of eight veterans homes and the results of a hearing. Towards this end, the department’s 2017 capital needs assessment of the state’s veterans, as proposed in outlay plan includes a proposal to partner with the U.S. AB 1365 (Reyes), which calls for CalVet to assess each of Department of Veterans Affairs to construct a new $400 its veteran homes on a regular basis and AB 1275 (Irwin), million state-of-the-art skilled nursing facility.17 which calls for CalVet to assess the needs of the state’s veteran population and identify service gaps. Conclusion While creating opportunities for skilled nursing care and memory services, CalVet should evaluate demand After years of inattention and tens of millions of dollars at the Yountville home for beds at lower levels of care spent on deferred maintenance at the Yountville veterans and develop a plan for the facility to ensure that any home since 2005, the Yountville question can no longer new services are designed to meet a specific need. As go unanswered. Business as usual no longer works. demand for domiciliary care wanes, CalVet should consider how to shift services offered within the home to CalVet has proven its ability to build and manage long- areas of need for California’s veterans. In testimony to term care facilities – rapidly opening five new properties the Commission, Secretary Imbasciani noted that demand to the state’s system between 2010 and 2013. These for domiciliary beds is less than it is for other programs, new homes added capacity for CalVet to fill an additional especially skilled nursing and memory care.18 Again, the 966 beds in the state’s veterans homes program, offering Commission reiterates its March 2017 recommendation: skilled nursing care, residential care for the elderly though CalVet should not displace current residents, it and domiciliary care. But it is not yet clear how these should develop a plan for the home that accounts for this additional beds helped to close the service gap for gradual ramping down of domiciliary care. California’s overall veteran population. In part, this is because the department’s strategic plan for veterans The Yountville veterans home plan also should account services is not up-to-date and does not clearly delineate for the home’s multiple facilities, which total 1.1 goals and objectives and explain how its programs and million square feet of buildings, to ensure that the right services meet those objectives. infrastructure is in place for the level and types of services needed. Built property on the veterans home campus Still, the Commission commends CalVet’s plans to rebuild ranges in age from the Boiler Plant, Ice Plant and Nurses the Yountville veterans home’s run-down skilled nursing Quarters built in 1898 to the Recreation Building built in facility and create modern living environments for 1965.19 Necessary repairs in the other living quarters also hundreds of residents. This new facility will undoubtedly require a heightened sense of urgency. While moving help a portion of California’s veterans with significant forward with the construction of a new skilled nursing health needs. Revitalizing the home’s skilled nursing facility, CalVet also should develop a long-term plan to facility would provide a better quality of life for hundreds modernize and maintain the other dilapidated facilities of residents and should be undertaken quickly. To that house the Yountville veterans home program. ensure expediency, CalVet should dedicate a team to monitor and prioritize repairs and to plan for and CalVet also should seek partnerships in planning oversee replacing the skilled nursing facility. Meanwhile, for improvements to the Yountville veterans home while residents remain in the Holderman facility, the property. Increasingly, public-private partnerships are department also must take immediate and ongoing demonstrating how large construction or revitalization action to correct the facility’s public safety issues. projects can be executed on time and on budget. With the help of partners in the federal government and CalVet also should evaluate the level and types of care private sector, California could leverage public-private offered within the Yountville veterans home program partnership funding strategies to build new facilities or 12 | Little Hoover Commission renovate the historic buildings that populate the campus Veterans Affairs, it should consider acquiring and attract new organizations to the campus. How CalVet construction funding through a public-private might enter into public-private partnerships is considered partnership. CalVet, working with public and in the next chapter. private partners, should renovate other veterans home structures on the Yountville campus to Meanwhile, the Little Hoover Commission sees a much bring them up to modern standards. The design bigger and broader use for the rest of the Yountville of any new facilities should be flexible in order to property. This unprecedented opportunity – described accommodate changing population needs over in the following chapter – should be synchronized, but the next several decades. separate from planning and oversight of the veterans home portion of the property. ƒƒ As recommended in the Commission’s March 2017 report, the Legislature should amend the Military and Veterans Code to eliminate Recommendations domiciliary care from the state’s veterans home program. Existing domiciliary residents should Recommendation 1: CalVet should dedicate a small be allowed to remain in the veterans homes management team that is empowered to respond program as CalVet develops plans to gradually nimbly and urgently to critical infrastructure issues on move away from offering this level of care. the campus. ƒƒ Specifically, CalVet should develop a plan, and a budget, for ongoing inspections and repairs of the elevators in the Holderman building and other critical public safety issues on the campus. ƒƒ CalVet should share with the Legislature and the Department of Finance, a list of all infrastructure issues on the Yountville campus and regularly report on its progress to address these issues. Recommendation 2: CalVet should evaluate existing procedures for residents and staff members to share concerns and grievances anonymously about the living and working conditions at the Yountville veterans home, and consider opportunities to bolster and improve the process, including establishing a CalVet ombudsman program to provide oversight of the veterans homes. Recommendation 3: Informed by a needs assessment of California’s veteran population, CalVet should develop a long-term plan for the Yountville veterans home, as part of a strategic planning process for the homes program overall, that accounts for the needs of current and future residents and accordingly adjusts the levels of care currently provided in the Yountville veterans home. Specifically: ƒƒ As CalVet moves forward with plans to build a new skilled nursing facility in Yountville, in partnership with the U.S. Department of Needed Action to Restore a Crumbling Crown Jewel | 13 A Bold New Vision For Yountville The question of what can and should be done with or sell the land. State law – specifically provisions of the the aging Yountville property loomed large from the Government Code and Military and Veterans Code – take beginning of the Commission’s review of the veterans precedent over the deed and include rules for the sale or homes program. While it is clear immediate repairs lease of the property. In large part, these findings were are necessary to create safe living environments for based on a 1969 court case that determined the deed did current residents, the majority of the 615-acre property not restrict the state in leasing the veterans home land and represents untapped potential, limited only by the that state statutes guided how the land may be leased.21 imagination of its overseers. Lease of the Yountville veterans home property. Much of the conversation about Yountville’s future has Legislative Counsel determined that state law permits the centered around a 150-year-old document. The deed lease of veterans home property under certain conditions that transferred ownership of the land and buildings to and directs how proceeds should be used. Specifically, the state provided vital details. The Yountville veterans the Military and Veterans Code allows the Department of home was originally financed and constructed by General Services (DGS) to “lease or let any real property veterans groups led by San Francisco’s Lincoln Post of held by the department for the home, and not needed the Grand Army of the Republic; the Veterans’ Home for any direct or immediate purpose of the home, to any Association in San Francisco was responsible for its entity or person upon terms and conditions determined funding and operations. After the federal government to be in the best interests of the home.” The law further introduced a requirement that privately-owned veterans stipulates that primary consideration be granted for use homes would no longer qualify for federal support, the of the property for “agricultural purposes” and specifies Veterans Home Association sold the land and facilities that money received from the lease or rent should be on the Yountville campus to the State of California for a “deposited in the General Fund to the credit of, and shall 10-dollar gold coin. The deed, dated January 31, 1899, augment the current appropriation for the support of, the required the premise to be maintained as “a State Home home.”22 The Military and Veterans Code also specifies for United States ex-soldiers, sailors and marines.” that proceeds from a lease must be deposited in the General Fund to be used to support the home.23 Throughout its review, the Commission heard from residents and others that the Yountville veterans home In practice, both CalVet and DGS have roles in land deed limited considerations for future use of establishing the terms of leases on the Yountville campus. the campus – specifically that the property had to be DGS officials testified to the Commission that terms of maintained for veteran use. Indeed, in accepting the leases are usually set for a five-year duration because of deed on behalf of the State, then-Governor Henry Gage stipulations in Government Code, though state law allows and Attorney General Tirey Ford, again acknowledged for longer terms.24 CalVet officials further explained legislation enacted in 1897 that reiterated the intent of leases are determined by fair market value set by the the deed: the “property shall continue to be used as a Department of General Services and are usually based on home for aged and indigent United States ex-soldiers, the square footage and condition of the building. Some sailors and marines.”20 of the leases are offered “in-lieu,” meaning, instead of paying rent they provide in-kind services at no cost to the However, an analysis by Legislative Counsel, requested state and rates of these leases are determined by CalVet, by Commissioner and Senator Richard Roth, concluded in collaboration with DGS. All leases on the Yountville that lawmakers have broader authority to determine how campus are approved by CalVet, the lessee and DGS, and the land may be used, including options to either lease at times, by the Department of Finance.25 14 | Little Hoover Commission Currently, the Department of General Services manages 14 generate some rental revenue, the total annual rental leases on the Yountville veterans home property. Through income from these leases is nominal – approximately these leases, campus partners provide U.S. postal service, $125,000. Additionally, the home’s current “in-lieu” access to ATMs and salon services on the campus, as well leases total more than $263,000 annually, but support The as several entertainment options at the campus’ baseball Pathway Home, on-campus U.S. postal service and critical field, golf course or theater, among others. Though most municipal water infrastructure.26 DGS Managed Leases on the Yountville Veterans Home Campus LESSEE ANNUAL RENT LEASE TYPE TERM DATE REVENUE GENERATING LEASES Yountville Golf Club/Vintner’s Golf Club $70,000 Golf Course 2/9/2026 Friends of the Lincoln Theater $20,000 Building Space 10/31/2022 Golden 1 Credit Union/ATM $1,200 Full Service ATM 10/31/2018 Napa County Museum Association/Napa Museum $8,232 Ground 10/31/2020 Yountville Enterprises $16,380 Self Storage 9/30/2017 Veterans Home of Yountville $200 ATM 6/30/2015 TUG McGraw Foundation (Rehab Facility) $3,081 Ground 7/31/2017 Napa Valley Baseball Club/Boreman Field $4,000 Ground 10/31/2021 Sally Bailey $960 Salon 7/31/2020 Dinorah Scroggins $996 Salon 10/31/2016 TOTAL ANNUAL RENT $125,049 IN-LIEU LEASES U.S. Postal Service $10,908 Post Office 7/31/2019 Napa County $10,000 Fire Station 6/30/2022 Napa County/Rector Reservoir $30,000 Fire Training Facility 6/30/2022 The Pathway Home (PTSD program) $212,160 Building Space 12/31/2017 TOTAL IN-LIEU RENT $263,068 Source: Andrew Strumfels, Deputy Director, Legislative Affairs, Department of General Services. July 7, 2017. Personal communication with Commission staff. A Bold New Vision For Yountville | 15 Sale of the Yountville veterans home property. Sale Opportunities to Expand Veterans and Community of the Yountville veterans home property is allowable, Services Abound according to the analysis conducted by Legislative Counsel. However, because there is no specific provision California has a nearly unprecedented opportunity to within state statute to guide the sale of veterans home design a future for the state’s land in Yountville. Planning property, any sale would be treated as other property will require thinking strategically about how to reuse, owned by the state.27 This option seems less attractive repurpose and update historic buildings that surround than leasing parts of the property, as the state would the 15-acre Alameda at the heart of the campus to bring lose this one-of-a-kind opportunity to generate ongoing in new life and new services to the veterans-focused revenue to expand services for veterans. campus. But a redesign will require more than just modernizing the existing infrastructure. It also must Currently, the Department of General Services is include thoughtful, creative plans for the hundreds of responsible for disposing of surplus state property, the untapped acres that surround the veterans home. proceeds of which are diverted to the state’s rainy day fund. These provisions were established in 2004, when With a population of 2,933 at the 2010 census, the California voters approved Proposition 60A to amend residents of the Yountville veterans home comprise nearly the State Constitution to direct how proceeds from one-third of the Town of Yountville’s population. The the sale of state surplus property would be spent. The veterans home campus already provides several critical proposition specified that proceeds were to be used first facilities and public services to the Town, including its to pay down the principal and interest on the state’s 2004 municipal water source, wastewater treatment plant and Economic Recovery Bonds, then to be deposited into the community swimming pool. In addition to expanding Special Fund for Economic Uncertainties28 On August 5, veterans services, thoughtful growth on campus also could 2015, the final payment was made, closing the books on be a boon to the local and regional communities. Imagine: the $15 billion recovery bonds and diverting the proceeds ƒƒ Affordable homes for people who work on the to the state’s rainy day fund.29 campus, their young families bringing new life and energy to the home’s central parkway, The If CalVet were to sell portions of the veterans home Alameda. property, a necessary first step would be to determine the value of the land. The Department of General ƒƒ Accessible walking trails on which veterans, Services currently does not have an estimate of the property’s value.30 However, without an amendment visiting family members and wine country tourists could spend a relaxing afternoon. to the state’s constitution, any proceeds from the sale would be deposited into the state’s rainy day fund and could not be used for the benefit of veterans as intended ƒƒ A new hotel to serve residents’ visiting family in the deed to the Yountville property. as well as tourists to the region, while offering returned veterans hospitality training. In the past, portions of the veterans home property have been sold to other government agencies for public ƒƒ A beautiful, historic chapel to host destination purposes, like expanding highway access or building a weddings. sewage facility for the Town of Yountville. Additionally, in 1956, 298 acres were sold to several individuals for $3,900. ƒƒ Restaurants that provide residents, staff and A timeline of some of the sales, acquisitions and leases visitors additional dining options while staffing that occurred on the property is included as Appendix younger veterans in job training programs. D, however, these transactions occurred prior to the constitutional amendment approved by voters in 2004. ƒƒ Modernized office space to fill formerly underutilized buildings with the aim of attracting some of the Bay Area’s tech companies to the campus, particularly those working on developing new treatments or services for returning soldiers. 16 | Little Hoover Commission ƒƒ A clinical training program to combine direct care (VA) hospitals require a lengthy drive through Bay Area to residents with educational training at a local traffic to San Francisco or Palo Alto. Even for less acute college. needs, some of the nearest VA outpatient clinics are miles away in Santa Rosa, Martinez and Vallejo.32 These trips Building on ideas developed in a 2012 master plan for the can be especially tiring and burdensome for the elderly Yountville Veterans Home, CalVet officials, local leaders veterans home residents, especially those with high levels and others already are taking steps to realize some of these of disability or serious health conditions. opportunities. Many shared with Commissioners additional ideas about how the state could bring more services to the If CalVet partnered with the U.S. Department of Veterans campus, including expanding access to health and mental Affairs to place a federal community-based outpatient health care, expansion of affordable housing options for clinic on the Yountville campus it could improve access veterans and campus staff as well as job training programs to healthcare services for all veterans in the region, for returned soldiers interested in advancing skills in the including those living at the veterans home. At the construction trades and habitat restoration. Commission’s November 2016 advisory meeting, Secretary Imbasciani stated an interest in exploring Access to Health and Mental Health Care. The addition this type of partnership, as have officials with the U.S. of a federal community-based outpatient clinic on the Department of Veterans Affairs in San Francisco.33 campus could make it easier for all veterans in the region to access healthcare. For the estimated 35,000 veterans Additionally, Keith Armstrong, the director of San Francisco’s age 55 or older living in Napa, Solano and Sonoma Veterans Affairs Health Care System Family Therapy counties,31 visits to U.S. Department of Veterans Affairs Program, along with other officials with the U.S. Department Aerial view of the Yountville Veterans Home Campus Source: California Department of Veterans Affairs. A Bold New Vision For Yountville | 17 of Veterans Affairs have said there is a growing need for often driving more than an hour to get to work due specialized programs for veterans with mental health issues to a severe shortage of affordable housing options in and dementia. He expressed an interest in partnering with Napa Valley,” Yountville Town Mayor John Dunbar told CalVet to develop this type of program at the Yountville Commissioners. “This has real consequences on child campus at the November 2016 advisory meeting.34 care, schooling, family life and community balance.” Yet, he noted home ownership, and even rental of single According to Secretary Imbasciani, CalVet is seeking to family residences, is out of reach for many families who partner with the U.S. Department of Veterans Affairs make up the Yountville veterans home workforce.37 in establishing an onsite psychiatric unit to address the emerging behavioral health needs of California’s veterans. SEIU representatives also told Commission staff that the The Secretary said there is need for advanced behavioral availability of affordable on-campus housing options could health services for a growing population of veterans who dramatically improve the quality of life for employees who enter CalVet facilities with multiple complex physical are dedicated to caring for their patients but must endure and cognitive health issues. A new psychiatric unit could added costs of long commutes to get to work.38 assist CalVet in meeting the high demand of veterans for which the department currently has no resources and Mayor Dunbar suggested affordable on-campus housing mechanisms to serve, said Secretary Imbasciani.35 could be a boon to the local school district which has struggled with low enrollment, benefit local businesses Transitional Supportive Housing for Veterans. In its and reduce traffic on the already congested Highway 29 March 2017 report, the Commission highlighted the that runs parallel to the Yountville campus.39 changing needs of California’s veterans population and the alarming rate of veterans among California’s Mayor Dunbar cautioned that the town’s existing homeless population. California could choose to use infrastructure could limit growth on the campus to some of the open space at Yountville to establish between 300-400 additional apartments, unless temporary supportive housing programs that assist able additional investment was included to enhance capacity veterans as they transition back into the workforce and of the existing sewer and wastewater systems. He also their civilian life. noted that some locals are concerned that should the state sell the whole property for a one-time windfall, it For example, if existing dormitory buildings are emptied could dramatically change the character of the town or to move veterans into updated long-term care facilities, county. However, should some of the land be used for some suggest the buildings could be converted into more agricultural purposes he said it would be “synergistic” transitional supportive housing for returning veterans. with what is already happening in the valley.40 Leon Winston, Swords to Plowshares’ Chief Operating Officer, told Commission staff that the transitional model Job Training and Employment. By welcoming new makes sense for the smaller population of recently organizations onto the campus, including government separated veterans. He noted that older veterans are and private partners, the campus could create job unlikely to be looking for employment training offered training opportunities for individuals whose work could in transitional housing situations and need permanent then enhance the quality of life on campus. For example, housing solutions as they age, especially those living in expanded partnerships with the Napa Valley Community the high-cost Bay Area.36 College could enhance services for returning veterans through the nonprofit Pathway Home program, but also Affordable Housing for Home Staff and the Public. could create new career training opportunities to attract Among other options for the campus’ future, the 2012 new clinical staff to the campus. Yountville master plan identified the construction of affordable housing options for veterans home staff as a Similarly, by housing the California Conservation Corps on way to enhance the campus. Since then, this idea has not the campus, CalVet could create job training programs for lost appeal. returning veterans and others interested in advancing skills in the construction trades and habitat restoration. The “Many of the more than 900 employees of the Veterans fruits of their labor also would directly benefit and help Home in Yountville travel from outside Napa County, maintain the campus. Former Yountville veterans home 18 | Little Hoover Commission administrator, Donald Veverka, told Commissioners at the to serve a year providing the state with environmental March 2016 hearing that he was interested in working services and emergency response. At one time, the with the California Conservation Corps to establish a new California Conservation Corps was co-located on the program on the Yountville campus. Secretary Imbasciani Yountville campus. At the November 2016 meeting, Mr. and Bruce Saito, director of the California Conservation Saito stated an interest in renewing a partnership with Corps, reiterated the sentiment at the Commission’s the Yountville veterans home for outdoor restoration November 2016 advisory committee meeting. projects, maintenance services and also potentially building renovations. Mr. Saito thought the effort could The California Conservation Corps provides employment lower campus costs while offering the Corps members and job training for young men and women between the mentoring relationships with older veterans on campus.41 ages of 18 to 25 – and for veterans up to 29 years old – California’s Developmental Centers Offer Example in Planning for Reuse of Old Facilities Insight into ways to reimagine Yountville’s existing infrastructure future may come from California’s Department of Developmental Services. Facing fiscal pressures to maintain sometimes-aging facilities intended to support a dwindling population of residents, the department in 2014 began a process to close the state’s four developmental centers. At their height in 1968, California’s system of developmental centers served approximately 13,400 residents with intellectual and developmental disabilities who also are in need of 24-hour nursing care. But since then the resident population has drastically declined as hundreds of residents have moved out of these institutional settings each year into less restrictive, high-quality residential options in communities across the state. By January 2014, the developmental centers served as few as 1,335 residents, many with significant behavioral support needs.42 The department continues to relocate remaining developmental center residents into communities while developing plans for the future use of the state’s land and facilities. CalVet may pay particular interest to the closure of its 860-acre developmental center in Sonoma, planned for 2018. In Sonoma, as likely will be the case in Yountville, options will be constrained by the old and failing infrastructure that does not meet current building code requirements. Any future use or reuse of the property will potentially require funding and statutory authority, and must be proposed by the administration through the legislative budget process for full public vetting, Amy Wall, the assistant director of developmental center closure told Commissioners. Unlike the veterans homes, which are managed by CalVet, the Department of General Services manages the developmental center properties, which are subject to the state’s surplus property process once the centers close. However, in testimony to the Commission, Ms. Wall reported that community members and local representatives in Sonoma have expressed strong interests for preserving or developing the properties for local and business purposes.43 Any plans for future use of the Yountville campus will likely also generate strong interest from residents, community members and other local officials. As a first step in developing plans for the future of the Sonoma campus, the Department of General Services has initiated a site assessment to include an evaluation of the property’s boundaries and topographical features, building inventory, historical uses, traffic and other transportation data as well as map hydrologic, sewage and ecological systems. Reviewers also will look for lessons from similar reuse of public facilities and government property, including San Francisco’s Presidio. A report with findings is due in December 2017.44 The Legislature also is considering a proposal to establish a working group to examine the potential sale or reuse of developmental center properties, with the intent of allocating revenue to provide services to Californians with developmental disabilities rather than divert monies to the General Fund.45 A Bold New Vision For Yountville | 19 Change Will Take More Than Another Plan found that the department did “not have a formalized process for securing additional partnerships and has not While the California Department of Veterans Affairs must monitored the success of its existing agreement.” And, at plan for the future of the Yountville veterans homes the time of the audit, CalVet had established one public- program – and do so urgently – a different and broader private partnership agreement to serve more veterans planning effort is required to transform this highly on the campus – with the Pathway Home, a nonprofit valuable state land. organization that assists returning veterans with Post Traumatic Stress Disorder and mild Traumatic Brain Injury Past planning efforts hit the marks, but failed to take. transition back to civilian life, including getting an education. For years, California’s veterans leaders have considered The State Auditor recommended CalVet use the Yountville opportunities for growth on the Yountville campus. master plan as a starting point for using unused space at the Indeed, following a comprehensive evaluation of the home.46 Yet, years later, the recommendation has not yet home’s built infrastructure and the surrounding acreage, been fully implemented.47 the Department of Veterans Affairs in 2012 issued a 423- page master plan for the Yountville Veterans Home. The California’s veterans will not be well served by another plan, developed by HOK Architects, identified ongoing master plan that languishes for years as the Yountville facilities needs and called for a long-term plan for the home administrator and CalVet rightfully focus on repairing property that included new and up-to-date residence crumbling infrastructure and respond to the most urgent halls, a new skilled nursing center, additional amenities public safety threats at the veterans home. But, at the for residents and visitors, including a new dining room, same time, Yountville’s master plan has sat largely unused as well as on-campus revenue-generating opportunities for too long, its goals unrealized. Though CalVet officials such as affordable housing for employees and a hotel. say they are now ready to take action – and indeed the Building on the master plan, the department’s most Secretary has tasked staff to review the master plan in recent strategic plan, for the 2013-14 to 2015-16 fiscal order to inform the department’s vision for a vibrant years, included specific performance metrics tied to Yountville campus – there is not yet an actionable plan optimizing and re-evaluating how to use space at the for the campus that includes a timetable for procurement Yountville veterans home. of design and construction services. The dual jobs – of maintaining and managing the veterans home program Despite the department’s intent to serve more veterans and and planning for the long-term future of the campus – are generate additional revenue, a 2013 State Auditor report too large for one organization to do both well. Excerpt from CalVet’s 2013/14 through 2015/16 Strategic Plan Strategic Goal 1: Increase the Accessibility and Utilization of Benefits and Services Through Advocacy and Education. Objective J: Utilize the Veterans Homes’ unbudgeted space to serve more veterans through collaborative relationships with nonprofits, veteran service organizations, and private entities at no additional cost to the State. Performance Metrics ƒ Complete Yountville facility study, a part of the Yountville Master Study, by December 2013. ƒ Generate public-private partnerships to serve more veterans by May 2014. ƒ Develop metrics for monitoring the effectiveness of public-private partnerships by May 2014. 20 | Little Hoover Commission is long-term maintenance. Canadian provinces have to Expanding Veterans Services at date invested in more than 60 public-private partnerships Yountville: The Pathway Home in the health sector that are now operational. Among these is the construction or redevelopment of numerous hospitals, mental health and long-term care facilities.49 Through its partnership with The Pathway Home, CalVet has taken steps to begin to think about how The Commission previously explored public-private to use the Yountville home’s existing infrastructure partnerships in its January 2010 report, Building to expand the availability of services for veterans. California: Infrastructure Choices and Strategy, and found Since 2008, Yountville administrators have leased “though public-private partnerships can be used to help space in Madison Hall to the Pathway Home. finance a project, their main benefits are in speeding The program, operated in partnership with the delivery, saving money by combining the design and U.S. Department of Veterans Affairs (VA) in San building processes, introducing new technology and Francisco, offers wraparound services including management models, and by maintaining the condition housing, academic, social and psychological of a project over the life of the contract or lease.” Based support for veterans returning from recent service. on its findings, the Commission recommended that the Currently up to 20 students can participate in the state increase its capacity for creating public-private nine-month program which is funded primarily partnerships to reduce costs and delivery time, and by donations and grants. While the federal improve project quality and performance. VA funds a psychologist to work with veterans at both the Yountville campus and at the City Again, the Commission returned to public-private College of San Francisco, CalVet provides space to partnerships as a way for the state to efficiently and house participants on-campus at a minimal cost. effectively modernize the Yountville veterans home According to Christine Loeber, executive director of campus. Two different models show how public-private the Pathway Home, the nonprofit would not have partnerships can be used to construct and maintain the space and resources to support the program buildings for use by government partners, like the state’s if not located at the Yountville campus. She said veterans homes program, or to generate revenue through the program was able to materialize more quickly lease of state-owned buildings or property. with the breadth of knowledge and experience of the federal VA. She also added that being able Public-private partnerships to fuel construction. The to ensure the viability of the program will help University of California, Merced’s ambitious expansion veterans. Plans include generating funding to project, dubbed the Merced 2020 Project, offers one increase program staff in order to treat up to 34 veterans at a time.48 example of how a public-private partnership can help move a project quickly from conceptualization to construction. Created in 2012, the Merced 2020 Project is expected to deliver its first new facilities in 2018, and by 2020 it will have constructed an additional 1.2 million- Leveraging Partnerships to Give New Life to Old square-feet to accommodate long-term enrollment Buildings, Untapped Assets growth that will eventually support 10,000 students.50 To bring some of these new programs and others onto To achieve the goals of UC Merced’s 2020 Project, campus the Yountville campus, any entity in charge of revitalizing leaders selected an innovative, long-range financial the Yountville campus must consider how to modernize model, known as an availability payment concession or some of the campus’ existing buildings and identify “design-build-finance-operate-maintain” procurement, where new construction will be needed. Though not as that relies on a single private development team to common in the United States, public-private partnerships design, build, operate and maintain major building are widely used in Australia, Spain, Italy, the United systems and partially finance the project under a single Kingdom and Canada as a way to efficiently, and cost- contract. The benefit of this model is that “it creates effectively finance and complete infrastructure projects. competition for a contract across all lifecycle costs, One of the most significant factors built into the contracts linking the cost of long-term maintenance and operation A Bold New Vision For Yountville | 21 of the facilities to their initial design and construction,” is intended to capture the time and cost advantages of explained Daniel Feitelberg, then-vice chancellor of other public-private partnership funding models while planning and budget, who was responsible for launching maintaining the university’s property rights.53 the Merced 2020 Project.51 Public-private partnerships to generate revenue. The Adopting this procurement model required the university Presidio of San Francisco is a 1,500-acre park and former to first secure broad authority in state law to plan, bid U.S. Army Fort first established in 1776. For decades, and build in a different way than traditional state-funded the Presidio served as the Army’s premiere west coast construction projects, Mr. Feitelberg told Commissioners.52 installation, but in 1989 it made the federal Base How it works: the university entered into a long-term Realignment and Closure Commission’s list of planned contract with a private-sector developer to design closures. The Army left in 1994 and the land was turned and construct the civil infrastructure and buildings, over to the National Park Service.54 Many buildings were secure a portion of the financing, and perform lifecycle unoccupied, infrastructure was in need of significant maintenance and management for the facilities. The modernization and landscapes were degraded. Today, university contributes a portion of financing and also thanks to efforts of the Presidio Trust, a board-run federal employs represented university staff for operating agency created to save the Presidio, the park has been services, such as custodial, dining and parking services transformed to showcase the land’s historical roots as well as groundskeeping. During construction, the while repurposing and revitalizing the space to bring in university makes predetermined “progress payments” thousands of new residents, hundreds of commercial to the developer. Once the buildings become available tenants as well as recreational, hospitality and for use, the university will make performance-based educational programs. And notably, the trust achieved “availability payments” to cover the remaining capital this reform without taxpayer support – as mandated by costs, as well as the operations and maintenance of major Congress – with private financing, generated through building systems. The agreement, which spans 39 years, partnerships.55 Rendering of Future UC Merced Campus Source: University of California, Merced. 22 | Little Hoover Commission Craig Middleton, former director of the Presidio Trust, and the Yountville campus. Namely, the Yountville explained at the Commission’s November 2016 advisory campus is in need of significant capital investment, committee meeting that when trust officials began buildings are constructed to standards that no longer envisioning new life for the Presidio, their challenge was meet current code and living space is cramped and similar to that now facing the Yountville campus. Mr. overcrowded and the state is unable or unwilling to Middleton said the trust began its project with seed money provide sufficient funding to address the campus for 15 years from Congress but no blueprints or maps. It infrastructure needs. He suggested CalVet should be also had to work around restrictions on how to utilize the open to long-term lease contracts to generate capital property. From the beginning of the project, trust officials revenue on the Yountville campus and also advised the knew the entire Presidio property needed to be financially state look for philanthropic partnerships. self-sufficient or it would be sold. Beginning with very little operating capital and not a great amount of public He offered a caution, however. “If we were to create new commitment to support the property, the trust entered into funding streams at Yountville through the establishment some 200 public-private partnerships to create a revenue of public-private partnerships only to see the state then stream to help pay for these and other restorations that reduce its own financial commitment to the facility, we could not have been funded otherwise, Mr. Middleton would not have achieved much for the campus or for its said. Through these types of partnerships, the trust raised veterans population,” Mr. Middleton told Commissioners. approximately $1.6 billion and put in just one dollar for “It is essential that a mechanism be created that will every four dollars that came into the project.56 Now, the ensure that the funds earned at Yountville stay at Presidio Trust generates over $100 million each year and has Yountville.”58 turned a military “ghost town” into a thriving community of 3,500 residents, hundreds of partner organizations and an Should California adopt the Presidio Trust’s approach estimated four million annual visitors, Mr. Middleton said.57 to the Yountville campus, it will be essential that revenue generated on the campus is used to achieve its In his testimony to the Commission in June 2017, Mr. transformation. However, in the long-term, it may not be Middleton noted several similarities between the Presidio appropriate to restrict use of proceeds only to use on the The Presidio Source: Presidio Trust. A Bold New Vision For Yountville | 23 Yountville campus. Instead, while a portion of the funds Veterans-Centric Mission. Because of the campus’ should be used to create and maintain a vibrant campus, origins as an Old Soldier’s Home, the Commission some of the revenue also should be used to support recommends that any future use should honor the veterans services statewide. In creating a new funding historic commitment Californians have made to support stream for services for California’s veterans, so long as veterans in need on the Yountville property. However, it does not supplant existing funds, the state would be the revitalization effort should not be so strict as to honoring the legacy of the Yountville deed’s requirement exclude revenue-generating opportunities that could then to use the property for the benefit of veterans. be reinvested to support veterans services statewide. Start-up Funding. Additionally, the state will need to Revitalization Effort Demands A New Leadership allocate start-up funds to develop clear building goals Strategy and objectives during the project’s pre-development phase. Early in the project’s lifecycle, UC Merced’s As the overseer of California’s veterans home program, 2020 Project received approximately $13 million to CalVet should articulate a strong vision for the Yountville support planning activities that helped articulate project veterans home program, and, as previously described, deliverables, analyze and select the appropriate capital develop a plan for the future of the program based on delivery model for the project, identify projects costs and current and projected veterans’ needs. However, while budget and articulate design strategies. Mr. Feitelberg CalVet has become expert at constructing new skilled told Commissioners that spending on pre-planning nursing facilities – recently building five new veterans activities amounted to less than one percent of the total homes in as many years – it does not currently have the project costs, but helped the project team narrow ideas resources or even the right skills to envision and execute and move more efficiently through the procurement a broader property management strategy. process.60 A redesign of the Yountville campus, too, likely will require upfront funding to support planning activities Indeed, at the Commission’s June 2017 hearing, CalVet that payoff later in terms of selecting the best delivery Assistant Secretary David Gerard candidly explained that model for the project. though they have the resources to build a new skilled nursing facility, building and executing a plan for the Mr. Feitelberg also explained that one unexpected benefit entire campus is a much larger endeavor. “Does CalVet of the project was that it forced university leadership to have the horsepower to do it on its own? No…We’ll need operate out of existing silos and brought together finance some collaborative effort to get there,” Mr. Gerard said. teams, construction experts, designers as well as operations and maintenance staff. By working together and engaging This broader planning effort likely will need to be stakeholders – including faculty, student representatives, spearheaded by a new entity, responsible for stewardship foundation trustees along with the mayor, city manager and of the property, and empowered to take action on other community leaders –the team was able to identify its plans. Learning from the Presidio Trust, California issues early in the process and avoid delays. Mr. Feitelberg could choose to establish a new trust-like state entity observed that a similar process could be fruitful for the state to plan for and oversee transformation of the Yountville in designing new construction projects.61 campus. Mr. Middleton, in testimony to the Commission, suggested that the “organization should be empowered Fiscal Authority. The new entity in charge of developing to make certain transactions in the public interest, in real a plan for the Yountville property also should be given time, so as to be a viable and reliable partner to both the authority to lease some of the land, experts recommended veterans home and the business community.” He also at the Commission’s hearing. But to maximize efficiencies, suggested this organization should be required to operate they suggested it would be critical for this authority in accordance with a plan, developed in conjunction to include the ability to enter into long-term financial with other stakeholders, to ensure that its activities are arrangements with partners and also to broker lease appropriate to the needs of those most affected, and agreements that include performance-based metrics. that the new organization should be held accountable to appropriate state authorities and report to the public.59 As described previously, both CalVet and the Department of General Services (DGS) currently have a role in 24 | Little Hoover Commission establishing leases at the Yountville veterans home. DGS housing to meet campus needs such as maintenance. typically establishes leases for shorter terms – normally Authority to lease back some facilities, such as housing for up to a five-year duration, according to Mr. Gerard, veterans, should also be included in the toolbox, as well as though he said statute allows for longer terms. Mr. some contracting flexibility he explained.65 Gerard also explained to Commissioners that the terms of longer leases, such as the lease to the Vintner’s Golf Club “Lease revenue from a land lease, plus other common to operate a golf course on the Yountville veterans home area charges, could serve to provide a stable source campus, likely were established with specific legislation of revenue that could supplement financial resources that allowed for longer terms. provided by the state,” Mr. Middleton said. “Put another way, a focus on creating new sources of revenue to But, coordination between these agencies could be support operations and maintenance of the campus strengthened. In investigating the current leases on the might free up state money for medical care and other Yountville property, the Commission received from DGS essential programs.”66 three versions of a spreadsheet, each containing different figures for the annual rental income generated through Both the transformation of San Francisco’s Presidio and leases as the Yountville property. Additionally, officials from UC Merced’s 2020 Project demonstrate opportunities for neither CalVet nor DGS could provide a concrete answer to the campus to maximize the value of state investment specific questions about the terms of the golf course lease. through long-term partnerships. Through legislation, Initial figures from DGS showed the lease would generate lawmakers could provide additional guidance in how $50,000 in annual rental income, through 2026, but later leases of the Yountville property and their proceeds documents increased the annual income to $70,000.62 are managed. Further clarification should be added Despite the increase, department officials could not explain to stipulate that the new entity is the lead agency in how the terms of this seemingly generous lease were set. establishing leases on the property, with CalVet and CalVet officials explained that the terms of the lease were DGS serving in a consultative role. There is some created more than 20 years ago and “the assumption is that precedence for this model. According to the Legislative it was based on fair market value at the time.”63 Counsel’s analysis, the Legislature in 1982 temporarily However, shorter-term leases that currently are the norm gave CalVet veto power over how property on the for DGS do not have the benefit of accounting for the Yountville campus was leased by requiring DGS to obtain lifecycle of costs involved in maintaining and operating consent from CalVet prior to leasing land. However, this a new facility in the long-term. In a conversation with authority sunset in 1986. Currently, DGS has discretion Commission staff, Mr. Feitelberg explained that major to determine the terms and structure of leases on the efforts, like UC Merced’s 2020 Project, require long-term campus and is not required to consult with CalVet.67 fiscal and program projections – sometimes looking 40 or 50 years out. Major projects like these become Additionally, should additional property on the campus impossible, he said, without moving out of government’s be leased, the Legislature could establish a special fund traditional one-year budget timeframe.64 This type of to deposit proceeds and direct that funds be used to long-term property management leasing currently falls support California’s veterans, such as programs at the outside the status quo for state government. Leadership Yountville veterans home or in other veterans homes, or with this experience and the authority to develop and statewide programs to address mental health, addiction execute a plan in years, not decades are critical for or homelessness among California’s veterans or to transforming this unique state land for the benefit of all develop new programs that assist veterans who want to Californians, but especially veterans. age in place at home and in their communities. There, too, is some precedence for specifying how proceeds More flexible and longer-term lease agreements could from leases are used. In 1998, the Legislature amended support both growth and renovation on the Yountville the Military and Veterans Code to direct that money campus. Reflecting on lessons learned from his time at the received from the lease of a portion of the home’s Presidio Trust, Mr. Middleton told Commissioners that third property for a golf course be made available annually to party operators could be tasked with providing operations the administrator for special projects that provide a direct and maintenance of new on-campus housing, as is the case benefit to members of the home.68 in the Presidio, using net operating income from rental A Bold New Vision For Yountville | 25 Conclusion To do the work, this new entity also must be afforded statutory authority to operate differently, and specifically California has an unprecedented opportunity to create to procure the contracts needed to design, build and a new vision for the hundreds of acres it owns in Napa bid in ways that offer more flexibility than traditional Valley. As previously recommended, CalVet should be government processes. The UC Merced project’s design- empowered to move quickly to address public safety build-finance-operate-maintain procurement model, issues in the veterans housing and to partner to build a as well as other infrastructure projects identified in new skilled nursing facility. But for the remainder of the the Commission’s 2010 report – and numerous others property, California needs an expert team with the ability developed since – offer some models for successful and authority to plan and execute a new vision. development of public infrastructure through public- private partnerships. Unlike previous planning efforts that were largely conducted by outsiders, the plan for the future of the The new entity also will require sufficient funding Yountville property must be developed in a collaborative to develop a realistic plan and timeframe for fashion, with input from residents, veterans home staff, implementation. This monumental effort requires a local community members and their representatives, team of experts with experience in public finance, real business owners and veterans service organizations. State estate, construction and historic renovation. State agencies, including CalVet and the Department of General veterans leaders at CalVet and in other state-level Services also should have a role in the planning and design partner organizations also should be part of the process, process. But, to achieve the bolder possibilities, neither but as contributors to the plan, not its architects. Like department currently has the right resources to achieve a the Presidio Trust, the new entity should develop much larger vision for the Yountville campus. a reasonable timeline for the Yountville property to become more financially self-sufficient – though A plan for the campus also should take into account the without diminishing California’s existing commitment needs of the region and the community in which it is to the veterans home program. Like the UC Merced located. Considerations must be given to how changes 2020 Project, the project should use creative financing to the campus might add traffic to the already congested partnerships to ensure that the construction – and highways or benefit the local school district by bringing ongoing maintenance – of new facilities is done by a in families with children. Creative strategies, such as partner entity so that the state, and particularly CalVet, building employee housing – should employees indicate can focus on fulfilling its mission: providing the right such an option would be desirable, constructing new kind of care within the veterans home. The project health care clinics or co-locating community college will require seed funding to start, but ongoing financial resources or classrooms on the campus should be support for the project should be generated by leveraging considered for their benefit to the campus as well as partnerships and creative leasing strategies to bring in community residents. new business and services to the campus. Increasingly, public-private partnerships are Revenue generated on the campus should be used to demonstrating how large construction or revitalization attract and build strategic partnerships and fund on- projects can be executed on time and on budget. With site projects, but a portion of proceeds also should be the help of partners in the federal government and set aside in a special fund for CalVet to use to invest in private sector, California could leverage public-private veterans services. The value of the land in Yountville is partnership funding strategies to build new facilities such that if fully utilized, it could benefit veterans locally and to renovate the historic buildings that populate the and statewide. Coupled with CalVet’s assessment of campus and attract new organizations to the campus. statewide veterans’ needs and services, funds generated Additional partnerships with other state agencies and on the Yountville campus could be targeted to help fill nonprofit organizations could use the revitalized buildings gaps in services, bolster existing programs or develop to house a range of additional services for residents of new ones. This type of investment would only extend the the campus as well as those in the local community. property’s 150-year old legacy of serving the honorable men and women who served our country. 26 | Little Hoover Commission Recommendations ƒƒ The new entity should report its activities to the Legislature annually, including a fiscal report and Recommendation 4: The Governor and Legislature a description of progress on planned activities. should create a new, independent entity charged with All reports also should be made easily available to planning, designing and managing the use of the the public online. Yountville property. ƒƒ The Governor and Legislature should allocate Recommendation 5: The Governor and Legislature one-time funds for planning and seed money to should create a new fund to deposit revenue generated develop an overarching property management from the Yountville campus. strategy. ƒƒ Revenue generated from on-campus leases should be deposited into a new fund for the ƒƒ The new entity should be led by experts in public benefit of the California Department of Veterans financing, real estate development, construction Affairs to use to fund veterans services statewide, and historic preservation. including services offered at the Yountville veterans home. Investment decisions should ƒƒ In developing its long-term strategy, the be based on an assessment of the needs of new entity should include the California California’s veterans and the services available Department of Veterans Affairs and other state to them so that money supports programs and agencies with a role on the campus, as well services that fill service gaps. as local government officials, veterans home residents and staff, local community members, historic preservationists and veterans service organizations. ƒƒ The plan should honor the campus’ history as an Old Soldier’s Home, but also should look for synergistic uses that could be leveraged to benefit the local community and also provide for veterans statewide. ƒƒ The new entity should be authorized to manage the leasing, maintenance, rehabilitation, repair and improvement of the Yountville property. Specifically, it also should be authorized to establish and manage long-term lease agreements on the campus, including those developed through innovative public-private partnerships, that both support growth and renovation of existing facilities. The California Department of Veterans Affairs should maintain responsibility for managing the Yountville veterans home program on the campus. ƒƒ The new entity should submit its plan to the Legislature after one year. The plan should include anticipated milestones. A Bold New Vision For Yountville | 27 Appendices Appendix A Public Hearing Witnesses The lists below reflects the titles and positions of witnesses as the time of the hearings. Public Hearing on Veterans Home of California, Yountville June 22, 2017 Sacramento, California Tiffani Andrade, Assistant Deputy Director of Robert McKinnon, Assistant Chief, Asset Management Community Development and Housing, California Branch, Department of General Services Department of Developmental Services Craig Middleton, Former Executive Director, The John Dunbar, Mayor, Town of Yountville Presidio Trust Daniel Feitelberg, Senior Advisor to the Chancellor, James Musson, Treasurer, Yountville Allied Council University of California, Merced James Peifer, Resident, Yountville Veterans Home Dr. Vito Imbasciani, Secretary, California Department of Veterans Affairs Ed Warren, Chair, Yountville Allied Council Jim Martone, Chief, Asset Management Branch, Amy Wall, Assistant Director of Developmental Center Department of General Services Closure, California Department of Developmental Services Prior hearings related to this report. Public Hearing on CalVet Veterans Homes October 22, 2015 Sacramento, California Keith Boylan, Deputy Secretary, Veterans Services Coby Petersen, Deputy Secretary, Veterans Homes, Division, California Department of Veterans Affairs California Department of Veterans Affairs Marina Fisher, Graduate Student Researcher, Berkeley Ted Puntillo, Director of Veterans Services, Solano Center for Health Technology County Theresa Gunn, Deputy Secretary, Farm and Home Loan Division, California Department of Veterans Affairs 28 | Little Hoover Commission Public Hearing on CalVet Veterans Homes March 3, 2016 Sacramento, California Timothy Bouseman, Administrator, Veterans Home of Coby Petersen, Deputy Secretary, Veterans Homes, California, Redding California Department of Veterans Affairs Ed Harries, Executive Director, Tennessee State Charlene Taylor, Chair, California Veterans Board Veterans Home Board Donald Veverka, Administrator, Veterans Home of Lael Hepworth, Administrator, Veterans Home of California, Yountville California, Chula Vista Dr. Vito Imbasciani, Secretary, California Department of Veterans Affairs Appendices | 29 Appendix B Advisory Committee Meeting Participants The lists below reflect the titles and positions of participants at the time of the meetings. Advisory Committee Meeting on the Future of the Veterans Homes Program June 17, 2016 West Los Angeles, California Monica Banken, Outreach Programs Coordinator, Mike McManus, Veteran Services Officer, County of RAND Corporation Ventura Inna Berger, President and Chief Executive Officer, Caroline Morales, Member, California Veterans Board Oxnard Family Circle ADHC and Lieutenant Colonel, U.S. Army Ann Brown, Director, VA Greater Los Angeles Stephen Peck, President and Chief Executive Officer, Healthcare System U.S. Vets Jessica Brown-Mason, Director, The Salvation Army Milo Peinemann, Senior Director of Housing and Haven Public Policy, New Directions for Veterans Hugh Crooks, Vice Chair, California Veterans Board Dr. Jonathan Sherin, Executive Vice President for Military Communities and Chief Medical Officer, Kathy Gaither, Retired Annuitant, California Volunteers of America Department of Veterans Affairs Pouneh Simpson, Chief Financial Officer of Veterans Scotte Hartronft, Chief of Staff, VA Greater Los Homes, California Department of Veterans Affairs Angeles Healthcare System Paul Sullivan, Deputy Secretary, Communications Ted Howells, Chief Executive Officer, New Directions and Public Affairs, California Department of Veterans for Veterans Affairs Sarah Hunter, Senior Behavioral Scientist, RAND Fernando Torres-Gil, Professor of Social Welfare and Corporation Public Policy at UCLA and Director of the UCLA Center for Policy Research on Aging Dr. Vito Imbasciani, Secretary, California Department of Veterans Affairs Richard Valdez, Department Legislative Director, Disabled American Veterans Department of California Elizabeth Laughton, Associate, Munger, Tolles & Olson LLP Julian Manalo, Administrator, Veterans Home of California, West Los Angeles 30 | Little Hoover Commission Advisory Committee Meeting on the Future of the Yountville Veterans Homme November 17, 2016 Yountville, California Keith Armstrong, Director, San Francisco Veterans Lourdes Morales, Senior Fiscal & Policy Analyst, Affairs Health Care System Family Therapy Program, Legislative Analyst’s Office U.S. Department of Veterans Affairs John Moreno, Consultant, Office of Assemblymember Lorena Barrera, Field Representative, Office of U.S. Bill Dodd Congressman Mike Thompson Coby Petersen, Deputy Secretary, Veterans Homes of California, California Department of Veterans Affairs Thomas Bucci, Director of Long-Term Care, California Department of Veterans Affairs Neil Remnant, Member, Allied Council Pete Conaty, Lieutenant Colonel, U.S. Army (Retired) Bruce Saito, Director, California Conservation Corps John Dunbar, Mayor of Yountville Pouneh Simpson, Chief Financial Officer of Veterans Homes, California Department of Veterans Affairs Callie Freitas, Fiscal & Policy Analyst, Legislative Analyst’s Office John Spangler, Chief Consultant, Assembly Committee on Veterans Affairs David Gerard, Director, Capitol Development & Construction Division, California Department of Ursula Stuter, Deputy Administrator, Veterans Home Veterans Affairs of California, Yountville Dr. Vito Imbasciani, Secretary, California Department John Swensson, Veterans Advocate, De Anza College of Veterans Affairs J.P. Tremblay, Deputy Secretary, Legislation & Liam Kelly, Principal, KPMG Infrastructure Advisory Government Relations, California Department of Veterans Affairs Tracy Krumpen, District Director, Office of Senator Lois Wolk Donald Veverka, Administrator, Veterans Home of California, Yountville Christine Loeber, Executive Director, The Pathway Home, Inc. Ed Warren, Chair, Yountville Allied Council Julian Manalo, Administrator, Veterans Home of Leon Winston, Chief Operating Officer and Housing California, West Los Angeles Director, Swords to Plowshares Craig Middleton, Former Executive Director, The Presidio Trust Appendices | 31 Appendix C Little Hoover Commission December 8, 2015 Letter to the Governor and Legislature regarding the Veterans Home of California, Yountville. 32 | Little Hoover Commission State of California LITTLE HO OV ER COMMIS S ION December 8, 2015 Pedro Nava The Honorable Edmund G. Brown Jr. Chairman Governor of California Loren Kaye Vice Chairman The Honorable Kevin de León The Honorable Jean Fuller David Beier President pro Tempore of the Senate Senate Minority Leader Anthony Cannella and members of the Senate Senator Jack Flanigan The Honorable Toni G. Atkins The Honorable Kristin Olsen Chad Mayes Speaker of the Assembly Assembly Minority Leader Assemblymember and members of the Assembly Don Perata Sebastian Ridley-Thomas Dear Governor and Members of the Legislature: Assemblymember Richard Roth With this letter, the Little Hoover Commission is taking an unprecedented step in drawing Senator immediate attention to critical infrastructure issues raised in a current review of the David Schwarz California Department of Veterans Affairs (CalVet) that began with a public hearing in Jonathan Shapiro October 2015, followed by a November site visit to the Yountville Veterans Home. At the Sumi Sousa hearing and on the site visit, the Commission learned that the Yountville Veterans Home, Carole D’Elia through deferred maintenance and neglect, is failing to provide the safe and dignified Executive Director living environment that California veterans deserve. There are critical infrastructure repairs requiring immediate and ongoing attention at this once crown jewel of the state’s veterans home program. On the day of the Commission’s visit, only one of the five elevators in the N.M. Holderman building – a multi-story skilled nursing facility housing 230 veterans – was functional. According to residents, the elevators have been broken for many months. It is unconscionable that these veterans who served our nation and now require wheelchairs, scooters and walkers for mobility, are seemingly trapped indoors waiting for the sole functioning elevator while state bureaucracy fails to move on timely repairs. It is our understanding that the department is now addressing this issue, but the length of time required for action reflects a systemic issue with facility management. The Commission also learned that the antiquated heating system was out in one building at the home for more than a month. Because the state has not invested in new equipment, repairs take longer when parts are hard to find or have to be custom built. It is unacceptable that the men and women who risked their lives for our freedom should have to face additional health and safety hazards while living in a California veterans home. For Yountville to remain a safe, viable home, repairs and infrastructure upgrades are desperately needed. The Commission urges immediate action. The Commission’s review of CalVet stems in part from the Commission’s work two years ago. In its 2013 report, An Agenda for Veterans: The State’s Turn to Serve, the Commission called on policymakers to improve outreach to the state’s nearly two million veterans and assist the federal government in reducing an unreasonably excessive backlog in processing claims. The Commission convened the October 2015 public hearing to assess the progress that CalVet has made implementing the recommendations from its 2013 report. I am pleased to report significant progress has been made in reducing the backlog of claims and expanding outreach to veterans. Testimony provided at the October 2015 hearing indicates the CalVet strike teams’ assistance in claims processing has brought in nearly $87 million in one-time payments to California veterans and additional annual payments of $141 million. Milton Marks Commission on California State Government Organization and Economy  http://www.lhc.ca.gov/ 925 L Street, Suite 805  Sacramento, CA 95814  916-445-2125  fax 916-322-7709  e-mail littlehoover@lhc.ca.gov Additional state funding provided to the County Veterans Service Officers helped hire more than 60 additional county-level staff who assisted in submitting over 13,000 new claims for veterans. This resulted in $32 million in new federal benefits. The Commission commends policymakers for making these investments and recommends the state continue to measure and report the results of these efforts to the Legislature. The October 2015 hearing served another purpose – to respond to a letter from Assemblymember Jacqui Irwin, Chair of the Assembly Committee on Veterans Affairs, asking the Commission to conduct a new assessment and provide “much needed recommendations to guide CalVet toward the standards of excellence our veterans deserve.” She noted “the extremely high degree of turnover in the very leadership team noted by the Commission as critical to progress and the continued lack of a systemic approach” to managing the state’s veterans homes. She specifically asked the Commission to assess the veterans home and home loan programs. Since the Commission’s 2013 report, two secretaries have stepped down, three undersecretaries have left and there has been significant turnover in top administrators at a majority of the state’s eight veterans homes. The Commission welcomes the September appointment of Vito Imbasciani as the new Secretary and commends his willingness to accept the difficult challenge in restoring leadership and confidence in the department, particularly in the veterans homes division. At the October 2015 hearing, the Commission learned that the once-beleaguered home loan program has overcome various challenges, including low utilization during the Great Recession, and is now providing needed and valuable lending services to a growing number of veterans. It is a self-sufficient program that likely will need voter approval for additional bond funding to continue to provide affordable home loans to California veterans. Clearly the state can and must do better with its veterans homes program, which has grown in the past several years from three to eight homes. The program consumes approximately 80 percent of the department’s $426.6 million budget, yet serves less than one percent – approximately 2,500 – of the state’s 1.8 million veterans. Much of the budget for the homes, approximately two-thirds, comes from the state General Fund. More importantly, the Commission learned that the quality of care, as measured by the Centers for Medicaid and Medicare Services, has fallen at all three of the older skilled nursing facilities from four- and five-star ratings – the highest possible – to two- and three-star ratings. On the health inspection rating, the only portion of the rating system that is not self-reported, two facilities scored one star, the lowest possible rating, while the third facility scored a two-star rating. This is not acceptable. The Commission intends to continue its review of the veterans home program with additional research, site visits and another public hearing in the State Capitol in 2016 and will provide recommendations later next year. But the Commission could not stand by as the study proceeds without drawing attention to the urgent maintenance and infrastructure issues at the Yountville home. The Commission looks forward to assisting the Administration and the Legislature as it continues its review of the veterans home program and particularly looks forward to a timely update on the progress on the urgently needed infrastructure repairs at the Yountville home. Sincerely, Pedro Nava Chairman c: Assemblymember Jacqui Irwin Secretary Vito Imbasciani Appendix D Timeline: Property Sales and Acquisitions on the Yountville Veterans Home Campus The following timeline includes a selection of property sales and acquisitions of the Yountville veterans home property. It is not intended to be a comprehensive list, but is as inclusive as records allow. 1884: A San Francisco veterans’ organization opened a residential and care facility for Mexican War and Civil War veterans in Yountville, California.1 1897, March 11: Legislation was enacted to authorize the Governor and State Attorney General to acquire the property on behalf of the State of California, with the specification that it would “continue to be used as a home for aged and indigent United States ex-soldiers, sailors, and marines.”2 1899, January 17: The Veterans Home Association sold the land and facilities on the Yountville campus to California Governor Henry Gage and Attorney General Tirey Ford for a 10-dollar gold coin. The deed again reiterated that property would be maintained as a home for veterans.3 [The deed does not specify the size of the land acquisition, but estimates from the Department of General Services place it around 910-acres.]4 1905, June 14: The Department of Veterans Affairs acquires a 1.78 acre parcel from the Veterans Home Association for $3,000.5 1939, April 24: The Department of Veterans Affairs acquires a 10-acre parcel from Hotchkiss Estate Co. for $1,020.6 1956, September 11: The State sold a parcel containing approximately 298 acres of the Yountville property to H.L. Page, Dan S. Page and Sidney I. Volz for a sum of $3,900. This sale included an easement and right-of-way across the Veterans home campus in order to establish roads to access the property.7 1958, October 20: The Department of Veterans Affairs transfers a 14.051-acre parcel of the Yountville property to the Department of Public Works, Division of Highways and a 0.098-acre parcel for a utility easement for $31,270.30, in order to widen and improve the existing state highway located adjacent to the property.8 1959: The Department of Veterans Affairs transfers a 0.925 acre parcel of the Yountville property to the Division of Highways. 1974, July 1: The Department of General Services quitclaims a portion of the property (does not specify size of parcel) to F.R. Didion. A quitclaim deed is a legal vehicle used to transfer real estate property ownership. 1975, March 13: The Department of General Services quitclaims a portion of the property (does not specify size of parcel) to the Town of Yountville under the condition that the property be “used only for public park recreational purposes for a period of 25 years.” The deed specifies that any violation may result in the reversion of property to the State. 1978, January 13: The Department of Veterans Affairs quitclaims a parcel of 6.88 acres, including several easements, to the Town of Yountville to be used to develop a sewer facility. The quitclaim deed specifies that “the real property herein conveyed shall be used for public purposes,” and the property may be reverted to the State should there be any violations of this stipulation. 2017: The Department of General Services Statewide Property Inventory indicates that the Yountville Veterans Home Property comprises of three parcels totaling 615.67 acres. Appendices | 35 Notes For Appendix D 1 The Virtual Museum of the City of San Francisco. “Veterans Home of California, Yountville, California. A Brief History: In the Beginning.” Accessed February 6, 2017. http://www.sfmuseum. org/hist1/vets.html. 2 Statutes of 1897, Chapter 101. 3 California State Archives. State Land Deed, Yountville, #69- 00006. 4 Department of General Services, Real Estate Services Division. Parcel Report for Parcel 6900006. 5 Department of General Services, Real Estate Services Division. Parcel Report for Parcel 6900008. 6 Department of General Services, Real Estate Services Division. Parcel Report for Parcel 6900034. 7 California State Archives. State Land Deed, Yountville, #69- 00006, E8101. 8 California State Archives. State Land Deed, Yountville, #69- 00006, IV-Nap-49-B, #19119. 36 | Little Hoover Commission Appendix E Cover Photo Credits Photo: Courtesy of the California Department of Veterans Affairs. Appendices | 37 Notes http://web1a.esd.dof.ca.gov/dofpublic/ 20 Statutes of 1897, Chapter 101. viewBcp.html?yr=1617. 21 Legislative Counsel Bureau. May 1 The Virtual Museum of the City 9 James Peifer, Resident, Yountville 26, 2017. Veterans’ Home of California - of San Francisco. “Veterans Home Veterans Home. June 22, 2017. #1711469. Citing Heinly v. Lolli (1969). of California, Yountville, California. Testimony to the Commission. A Brief History: In the Beginning.” 22 Military and Veterans Code, Accessed February 6, 2017. http://www. 10 Dr. Vito Imbasciani, Secretary, Section 1023, Statutes of 2009, Chapter sfmuseum.org/hist1/vets.html. California Department of Veterans 140, Section 138. Affairs. March 21, 2017. Joint 2 Dr. Vito Imbasciani, Secretary, Legislative Oversight Hearing: California 23 Military and Veterans Code, California Department of Veterans Department of Veterans Affairs Section 1023. Affairs. May 24, 2016. Assembly (CalVet): Policy Priorities for Year 2017. Veterans Affairs Committee. Accessed Sacramento, CA. 24 Government Code Section 14670. September 1, 2016 at http://calchannel. Also, Jim Martone, Asset Management granicus.com/MediaPlayer.php?view_ 11 Dr. Vito Imbasciani, Secretary, Branch Chief, Real Estate Services id=7&clip_id=3746. California Department of Veterans Division, Department of General Affairs. March 3, 2016. Written Services. June 22, 2017. Testimony to 3 Members of the Allied Council, testimony to the Commission. the Commission. Yountville Veterans Home. November 13, 2015. Personal communication with 12 James Peifer. See endnote 9. 25 Beth Muszynski, Chief, Research Commission staff. and Program Review, California 13 James Peifer. See endnote 9. Department of Veterans Affairs. July 4 Coby Petersen, Deputy Secretary for 10, 2017. Personal communication with Veterans Homes, California Department 14 Military and Veterans Code, Commission staff. of Veterans Affairs. March 3, 2016. Section 1044.5. Written testimony to the Commission. 26 Andrew Sturmfels, Deputy 15 Beth Muszynski, Chief, Research Director, Legislative Affairs, Department 5 Nursing Home Compare, Medicare. and Program Review, California of General Services. July 11, 2017. gov. “Fire Safety Inspection Summary Department of Veterans Affairs. August Personal communication with for Veterans Home of California – 9, 2017. Personal communication Commission staff. Yountville – SNF.” Accessed September with Commission staff. Also, California 1, 2016 at https://www.medicare. Department of Aging, Long-Term Care 27 Legislative Counsel Bureau. See gov/nursinghomecompare/previ- Ombudsman Program. Overview. endnote 21. ousInspections.html?ID=555095&In- Accessed on August 25, 2017 at http:// spn=FIRE&profTab=1&Dist- www.aging.ca.gov/programs/ltcop/. 28 California Constitution, Article 3, n=0.7&loc=YOUNTVILLE%2C%20 Section 9. Also, California Secretary of CA&lat=38.4015781&lng=-122.3608105. 16 Dr. Vito Imbasciani, Secretary, State. November 2004 Official Voter California Department of Veterans Information Guide. Proposition 60A 6 Dr. Vito Imbasciani, Secretary, Affairs. June 22, 2017. Written (2004). Accessed May 18, 2017 at California Department of Veterans testimony to the Commission. http://vig.cdn.sos.ca.gov/2004/general/ Affairs. June 13, 2016. Personal propositions/prop60atext.pdf. communication with Commission staff. 17 Edmund G. Brown Jr., Governor, State of California. “2017 California 29 Department of General 7 Dr. Vito Imbasciani, Secretary, Five-Year Infrastructure Plan.” Services. December 29, 2015. 2015 California Department of Veterans http://www.ebudget.ca.gov/2017- Surplus Real Property Annual Report Affairs. June 22, 2017. Testimony to the Infrastructure-Plan.pdf. to the State Legislature. Accessed Commission. on May 18, 2017 at https://www. 18 Dr. Vito Imbasciani. See endnote 16. documents.dgs.ca.gov/Legi/ 8 Department of Finance. Budget Publications/2015LegislativeReports/ Change Proposals and Finance Letters. 19 California Department of Veterans SurplusPropertyReport2015.pdf. Fiscal Years 2016-17 and 2017-18. Affairs. December 10, 2012. Veterans BCPs for the Department of Veterans Home of California Yountville Facilities Affairs. Accessed August 25, 2017 at Master Plan Evaluation. 38 | Little Hoover Commission 30 Robert McKinnon, Assistant 41 Little Hoover Commission. See 50 University of California, Chief, Asset Management Branch; Tony endnote 33. Merced. Merced 2020: Project Psihopaidas, Manager, State Owned Objectives. Accessed May 16, 2017 Leasing and Development Unit; and 42 California Health and Human at http://merced2020.ucmerced.edu/ Leslie McBride, Deputy Director, Real Services Agency. January 13, 2014. component%20overview. Estate Services Division, Department “Plan for the Future of Developmental of General Services. March 27, Centers in California: Report to the 51 Daniel Feitelberg, Vice Chancellor 2017. Personal communication with Legislature pursuant to Assembly Bill 89, of Planning and Budget, UC Merced. Commission staff. Section 14(a) (Chapter 25, Statutes of June 22, 2017. Written testimony to the 2013).” Commission. 31 Jessica Gundy Cuneo, Ph.D. May 5, 2016. “The Pathway Home: A Needs 43 Amy Wall, Assistant Director 52 Daniel Feitelberg. See endnote 51. Assessment for Future Direction.” Using of Developmental Center Closure, data from the American Community Department of Developmental Services. 53 Daniel Feitelberg. See endnote Survey. June 22, 2017. Testimony to the 51. Also, University of California, Commission. Merced. Merced 2020: Project 32 U.S. Department of Veterans Affairs. Funding. Accessed May 16, 2017 at “Facilities in California.” Accessed 44 Christian Kallen, Index-Tribune http://merced2020.ucmerced.edu/ September 16, 2016 at http://www. Staff Writer, Sonoma Index-Tribune. financestructure. va.gov/DIRECTORY/GUIDE/fac_list_by_ May 15, 2017. “State launches Sonoma state.cfm?State=CA&dnum=All. Developmental Center site assessment.” 54 The Presidio Trust. Mission and Accessed May 19, 2017 at http://www. History. Accessed May 17, 2017 at 33 Little Hoover Commission Advisory sonomanews.com/news/6988831-181/ http://www.presidio.gov/presidio-trust/ Meeting. November 17, 2016. state-orders-sonoma-developmental- about/mission-and-history. Yountville, CA. center?artslide=0. 55 Craig Middleton, Former Executive 34 Little Hoover Commission. See 45 ACR 77 (Lackey). April 26, 2017. Director, The Presidio Trust. June 22, endnote 33. Developmental centers. 2017. Testimony to the Commission. Also, the Presidio Trust. 2015. Strategy 35 Little Hoover Commission. See 46 California State Auditor. Report 2020: Unleashing the Promise of the endnote 33. 2012-119. “California Department of Presidio. Accessed May 17, 2017 at Veterans Affairs: It Has Initiated Plans http://www.presidio.gov/presidio-trust/ 36 Leon Winston, Chief Operating to Serve Veterans Better and More Cost Shared%20Documents/Strategy%20 Officer, Swords to Plowshares. Efficiently, but Further Improvements 2020.pdf. September 21, 2016. Personal Are Needed.” Page 33 communication with Commission staff. 56 Craig Middleton, former director, 47 California State Auditor. Report Presidio Trust. September 21, 37 John Dunbar, Mayor, Town of 2012-119 Recommendation 5 2016. Personal communication with Yountville. June 22, 2017. Testimony to Responses. Accessed August 25, Commission staff. the Commission. 2017 at http://auditor.ca.gov/reports/ responses/2012-119/5. 57 Craig Middleton. See endnote 55. 38 Tim Kamermayer, Legislative Advocate, and Ashley Martinez, 48 Little Hoover Commission. See 58 Craig Middleton. See endnote 55. Legislative Advocate, SEIU Local 1000. endnote 33. July 5, 2017. Personal communication 59 Craig Middleton. See endnote 55. with Commission staff. 49 The Canadian Council for Public- Private Partnerships. Canadian PPP 60 Daniel Feitelberg. See endnote 51. 39 John Dunbar, Mayor, Town of Project Database. Search: Sector – Yountville. June 22, 2017. Testimony to Health, Current State – Operational, 61 Daniel Feitelberg, Senior Advisor the Commission. Government Level – Provincial/ to the Chancellor, UC Merced. May 11, Territorial. Accessed September 20, 2017. Personal communication with 40 John Dunbar, Mayor, Town of 2016 at http://projects.pppcouncil.ca/ Commission staff. Yountville. March 20, 2017. Personal ccppp/src/public/search-project. communication with Commission staff. Notes | 39 62 Andrew Sturmfels, Deputy Director, Legislative Affairs, Department of General Services. July 7, 2017. Personal communication with Commission staff. Also, Robert McKinnon, Assistant Branch Chief, Asset Management Branch, Department of General Services. March 27, 2017. Personal communication with Commission staff. 63 Beth Muszynski. See endnote 25. 64 Daniel Feitelberg. See endnote 61. 65 Craig Middleton. See endnote 55. 66 Craig Middleton. See endnote 55. 67 Military and Veterans Code, Section 1023. 68 SB 2189 (Knight). Chapter 1071, Statutes of 1998. 40 | Little Hoover Commission Little Hoover Commission Members Chairman Pedro Nava (D-Santa Barbara) Appointed to the Commission by former Speaker of the Assembly John Pérez in April 2013 and reappointed by Speaker of the Assembly Anthony Rendon in 2017. Government relations advisor. Former state Assemblymember from 2004 to 2010. Former civil litigator, deputy district attorney and member of the state Coastal Commission. Elected chair of the Commission in March 2014. Vice Chairman Sean Varner (R-Riverside) Appointed to the Commission by Governor Edmund Brown Jr. in April 2016. Managing partner at Varner & Brandt LLP where he practices as a transactional attorney focusing on mergers and acquisitions, finance, real estate and general counsel work. David Beier (D-San Francisco) Appointed to the Commission by Governor Edmund G. Brown Jr. in June 2014. Managing director of Bay City Capital. Former senior officer of Genentech and Amgen. Former counsel to the U.S. House of Representatives Committee on the Judiciary. Serves on the board of directors for the Constitution Project. Iveta Brigis (D-Los Gatos) Appointed to the Commission by Governor Edmund G. Brown Jr. in April 2017. Open Sourcing People Operations Program lead at Google Inc. since 2014, and looks after re:Work, Google’s initiative to open source data-driven HR practices. Senator Anthony Cannella (R-Ceres) Appointed to the Commission by the Senate Rules Committee in January 2014. Elected in November 2010 and re-elected in 2014 to represent the 12th Senate District. Represents Merced and San Benito counties and a portion of Fresno, Madera, Monterey and Stanislaus counties. Joshua LaFarga (NPP-Wilmington) Appointed to the Commission by Speaker of the Assembly Anthony Rendon in June 2017. Director of public and government affairs and as recording secretary and executive board member at LiUNA! Local 1309. Assemblymember Chad Mayes (R-Yucca Valley) Appointed to the Commission by former Speaker of the Assembly Toni Atkins in September 2015. Elected in November 2014 to represent the 42nd Assembly District. Represents Beaumont, Hemet, La Quinta, Palm Desert, Palm Springs, San Jacinto, Twentynine Palms, Yucaipa, Yucca Valley and surrounding areas. Don Perata (D-Orinda) Appointed to the Commission in February 2014 and reappointed in January 2015 by the Senate Rules Committee. Political consultant. Former president pro tempore of the state Senate, from 2004 to 2008. Former Assemblymember, Alameda County supervisor and high school teacher. Assemblymember Bill Quirk (D-Hayward) Appointed to the Commission by Speaker of the Assembly Anthony Rendon in 2017. Elected in November 2012 to represent the 20th Assembly District. Represents Hayward, Union City, Castro Valley, San Lorenzo, Ashland, Cherryland, Fairview, Sunol and North Fremont. Senator Richard Roth (D-Riverside) Appointed to the Commission by the Senate Rules Committee in February 2013. Elected in November 2012 to represent the 31st Senate District. Represents Corona, Coronita, Eastvale, El Cerrito, Highgrove, Home Gardens, Jurupa Valley, March Air Reserve Base, Mead Valley, Moreno Valley, Norco, Perris and Riverside. Janna Sidley (D-Los Angeles) Appointed to the Commission by Governor Edmund Brown Jr. in April 2016. General counsel at the Port of Los Angeles since 2013. Former deputy city attorney at the Los Angeles City Attorney’s Office from 2003 to 2013. Helen Torres (NPP-San Bernardino) Appointed to the Commission by Governor Edmund Brown Jr. in April 2016. Executive director of Hispanas Organized for Political Equality (HOPE), a women’s leadership and advocacy organization. Full biographies available on the Commission’s website at www.lhc.ca.gov. “Democracy itself is a process of change, and satisfaction and complacency are enemies of good government.” Governor Edmund G. “Pat” Brown, addressing the inaugural meeting of the Little Hoover Commission, April 24, 1962, Sacramento, California