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Findings 14 findings
F1
The overcrowding problem that was addressed in the 2007/2008 San Joaquin County report continues. The continued use of the gymnasium as a large, open dormitory and the use of former day rooms for inmate housing is evidence of the problem. The issue of overcrowding within the prison system is currently under review by the Federal Court as part of the Plata and Coleman litigation against the CDCR. 5
F2
3. Adopt viable contingency plans to maintain the current daily cost for prisoner meals and minimum jail standards in the event that it becomes necessary to close the main kitchen due to mechanical/health problems. RESPONSE REQUIRED Pursuant to Section 933.05 of the California Penal Code: The San Joaquin County Sheriff shall report to the Presiding Judge of the San Joaquin County Superior Court, in writing and within 60 days of publication of this report, with a response as follows: As to each finding in the report a response indicating one of the following: a. The respondent agrees with the finding. b. The respondent disagrees with the finding, with an explanation of the reasons therefore. As to each recommendation, a response indicating one of the following: a. The recommendation has been implemented, with a summary of the action taken. b. The recommendation has not yet been implemented, but will be with a time frame for implementation. c. The recommendation requires further analysis, with an explanation of the scope of analysis and a time frame not to exceed six (6) months. d. The recommendation will not be implemented, with an explanation therefore. F -U OLLOW P R EPORTS San Joaquin County Grand Jury SAN JOAQUIN REGIONAL TRANSIT DISTRICT 2008/2009 San Joaquin County Grand Jury Case No. 01-08A FOLLOW UP FINAL REPORT SUMMARY The 2008/2009 San Joaquin County Grand Jury chose to follow up on prior year Case 07-07, San Joaquin Regional Transit District (RTD). The Grand Jury wanted to determine if RTD had corrected problems of the past and were making informed decisions for the District. The RTD Board of Directors responded to the 2007/2008 Grand Jury report by disagreeing or partially disagreeing with 14 of the 20 Grand Jury findings. However, all 15 recommendations have been implemented. BACKGROUND The 2007/2008 Civil Grand Jury received a complaint containing several issues of concern regarding RTD. The complaint alleged there were many improper management practices and a full investigation was justified. A preliminary examination revealed there was a solid basis for the complaint. With approximately 140 employees and 130 revenue vehicles, RTD provides public transit services in the Stockton Metropolitan area, as well as intercity, interregional and rural areas. The service area population is approximately 545,000 with a District budget of approximately $40,000,000. Major sources of funding are fares (20%), taxpayer funding, and grants from the State of California and the Federal Government. METHOD OF INVESTIGATION Materials Reviewed • Consultant contracts • Labor consultant invoices • Contracts involving retainers • Labor consultant deliverables • Disposition of the RTD police vehicle 10 • American Express credit card statements • Procurement Contract Manager’s contract • Contract and payroll records for security guards • Purchase card records for movie ticket purchases • Contracts awarded by the General Manager/CEO as presented to the RTD Board Interviews Conducted RTD General Manager/CEO FINDINGS 1. The Procurement Department, in coordination with the Accounts Receivable and Accounts Payable Departments, has implemented a process to assure that deliverables are received and correctly invoiced before payment is made. 2. Itemization of consultant deliverables continues to be inadequate. 3. When questioned about the potential improper use of RTD funds for employee gifts, RTD stated that “Personal use would be a use that does not in any way relate to the business or work of RTD, and would be for the non-business benefit of an individual, and consequently have no business purpose.” However, movie tickets continue to be purchased with RTD funds as gifts for employees and to recognize birthdays. 4. A part-time labor relations consultant, being paid approximately $6,000 per month, is still under contract for his fifth consecutive year. 5. RTD procurement staff conducted a comprehensive assessment of all current consultants and positions to analyze their continued benefit to RTD. This analysis has resulted in a reduction of consultants and RTD management staff at a cost savings of over $400,000 for the current fiscal year. 6. Budgeting excessive amounts for expenses, such as legal services ($960,000) and two security staff ($200,000), may influence the entire budget process and could result in unnecessary increased fares and cuts in services. 7. A new police pursuit vehicle was purchased in 2006 and was never utilized. In 2009, the vehicle, with 20 miles on the odometer, was provided to the Stockton Unified School District in exchange for police/security services at the Downtown Transit Station. 11
F3
The recent implementation of the State Offender Management Systems (SOMS) centralized Inmate Trust Accounts. Inmates no longer have to wait for their trust accounts to be transferred when the inmate moves from the sending institution to the receiving institution. The implementation of the SOMS should significantly reduce the many questions to staff and inmate appeals regarding inmate trust accounts.
F4
Two DVI inmate escapes within the last year can be traced directly to the failure of staff and/or inadequate release procedures. In the first case, an inmate was released on parole earlier than he should have been, due to one or more errors in calculating his release date. In the second case, two inmates who were related conspired so that one inmate could successfully represent himself as the other. This conspiracy resulted in a mistaken-identity release.
F5
Although DVI has improved its procedure for reviewing files and interviewing inmates, it is impossible to ensure that available staff with be personally acquainted with inmates to the extent that every inmate’s identity will be known to the releasing staff. Electronic fingerprint scan hardware and software is available for scanning state and/or local databases to positively identify inmates prior to release.
F6
Budgeting excessive amounts for expenses, such as legal services ($960,000) and two security staff ($200,000), may influence the entire budget process and could result in unnecessary increased fares and cuts in services.
F7
A new police pursuit vehicle was purchased in 2006 and was never utilized. In 2009, the vehicle, with 20 miles on the odometer, was provided to the Stockton Unified School District in exchange for police/security services at the Downtown Transit Station. 11
F8
This Grand Jury recommends that the Citizens’ Bond Oversight Committee question all changes in projects selected for funding, project plans, or delays in construction. This is a precautionary measure to ensure that Measure L funds are not being wasted. Former Board of Trustees Response: This recommendation is being implemented. 2008/2009 Grand Jury Finding: The Committee has access to much-improved Measure L Team (bond management staff) reports to aid the review. However, the Committee does not exercise its full authority as described in Section 15278 of the Education Code. The Committee appears somewhat restrained by the Bylaws and continues to review expenditures months after they occur.
F9
The Citizens’ Bond Oversight Committee to ensure that all aspects of the Brown Act are adhered to in order to give the public a clear picture of the committees’ workings. The Grand Jury believes that the Brown Act ensures a transparent democracy. The violation of the Brown Act cannot be tolerated. Former Board of Trustees Response: This recommendation has been implemented. 2008/2009 Grand Jury Finding: The only Brown Act violation observed by Jurors was minor. Meeting agenda were posted 72 hours in advance of the meeting, but not at a location accessible 24 hours a day. The Administration is taking steps to comply. 10. (No recommendation #10 from the 2008/2009 Grand Jury) 2008/2009 Grand Jury Finding: The Board of Trustees recently established a policy of self-evaluation for Trustees and periodic evaluation of the Superintendent/President. Regular evaluations of performance are the basis of improvement and positive corrective actions. Implementation of the new policy will unify the Board and Administration and help prevent problems of the past.
F10
Update the parking assignments at least monthly. City of Stockton Response: The recommendation will be implemented in 90 days. 2008/2009 Grand Jury Finding: CPD has implemented this recommendation. Parking assignments are updated weekly.
F11
Develop a backup system for the computer that tracks the automated garages. Have the IT department develop a disaster recovery procedure in the event of a catastrophic failure. City of Stockton Response: The recommendation will be implemented in 90 days. 2008/2009 Grand Jury Finding: CPD has partially implemented this recommendation by performing routine backups to a separate hard drive. Nightly backups to a City of Stockton server have been delayed due to budget constraints. The City anticipates a twelve month delay before the recommendation will be fully implemented.
F12
Insure that all programs are operated on a secure server not accessible by other departments. City of Stockton Response: The recommendation has been implemented. All programs are now operated on a secure server and only accessible by Central Parking District staff. 2008/2009 Grand Jury Finding: CPD has partially implemented this recommendation. Most complex programs reside on a secure server with limited access. Some critical data resides on password protected personal computers and is backed up on a separate hard drive.
F13
Develop a program that allows online applications, payments, and issuance of parking passes to accommodate anticipated future growth. City of Stockton Response: The recommendation requires further analysis. The City’s Information Technology Director is now researching software programs to replace the City’s existing financial management software. Central Parking District staff will work with the Information Technology Director to investigate available technology to implement an on-line program that will allow for on-line applications, payments and issuance of parking passes. Staff will work to accomplish this within six months, although the City’s process, as well as identifying a funding source, may result in additional time to install the program, train staff to use the new software, etc. 23 2008/2009 Grand Jury Finding: CPD has partially implemented this recommendation. Much of the application, notification and complaint process are available on line. Payments are billed automatically. However, the City of Stockton operates eighteen year-old financial software that has no provision for online payment. 14. (No recommendation #14 from the 2007/2008 Grand Jury) 2008/2009 Grand Jury Finding: A large number of unused parking spaces in highly utilized structures exist on any given day. Most unused parking spaces are sold to individuals and government departments who choose not to use them on a particular day. Grand Jurors regularly observed one structure that never operated at greater than 75% capacity.
F14
In 2008 the Authority received a favorable Public Housing Assessment (PHA) score on the physical condition of its properties.
Recommendations 14
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R1The Grand Jury understands the City of Stockton’s projected budget deficit. However, when funds become available, a high priority should be given to the restoration of police officer positions.
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R2Develop a committee of elected officials and community leaders to participate with the City Manager and facilitate the recruitment and retention of a new Police Chief.
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R3Develop a comprehensive plan for relocating the 911/Dispatch Center to a more suitable site.
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R4Review existing emergency contingency plans for the 911/Dispatch Center and revise them as necessary.
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R5Re-institute the Street Camera Monitoring, previously manned by retired officers, by utilizing the Volunteers in Police Service (VIPS). RESPONSE REQUIRED Pursuant to Section 933.05 of the California Penal Code: The Stockton City Council shall report to the Presiding Judge of the San Joaquin County Superior Court, in writing and of publication of this report, with a response as follows: As to each finding in the report a response indicating one of the following: a. The respondent agrees with the finding. b. The respondent disagrees with the finding, with an explanation of the reasons therefore. As to each recommendation, a response indicating one of the following: a. The recommendation has been implemented, with a summary of the action taken. b. The recommendation has not yet been implemented, but will be with a time frame for implementation. c. The recommendation requires further analysis, with an explanation of the scope of analysis and a time frame not to exceed six (6) months. d. The recommendation will not be implemented, with an explanation therefore. San Joaquin County Grand Jury DEUEL VOCATIONAL INSTITUTION 2008/2009 San Joaquin County Grand Jury OBSERVATIONS Deuel Vocational Institution (DVI) is a men’s prison facility operated by the California Department of Corrections and Rehabilitation (CDCR) on about 900 acres just east of the City of Tracy, California. The facility is over 50 years old. It is severely overcrowded with approximately 4,000 inmates, more than twice the number for which it was originally designed. The 2008/2009 San Joaquin County Grand Jury toured DVI in October 2008, and the Law and Justice Committee made an additional visit in December 2008. In October 2002, DVI’s mission changed from vocational education to reception center. As a reception center, sentenced felons from the courts are medically screened and classified for placement and programming within other CDCR institutions. A small number of General Population inmates are assigned landscape maintenance, farm and dairy operations, and other Prison Industries programs. Inmates are also assigned to the kitchen and do much of the plant operations work. The Grand Jury toured the institution’s medical/infirmary area and had the opportunity to talk with on-duty medical staff. General information was shared on the healthcare services currently provided to the facility’s inmates. The CDCR is involved in Federal litigation on two major lawsuits, Coleman and Plata, involving the adequacy of mental and physical healthcare provided to the inmates. These lawsuits have been ongoing for over ten years and seven years respectively. The Court has appointed a Special Master and Receiver to take control of the CDCR’s medical program. Final adjudication is pending.
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R6The Delta College Board of Trustees to comply with the Brown Act. Further training on the Brown Act to be given to ensure understanding and compliance. Former Board of Trustees Response: This recommendation is being implemented. 2008/2009 Grand Jury Finding: The only Brown Act violation observed by Jurors was minor. Meeting agenda were posted 72 hours in advance of the meeting, but not at a location accessible 24 hours a day. The Administration is taking steps to comply.
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R7The Bond Oversight Committee meet once per month in an effort to pre-approve all expenses charged to Measure L funds. Former Board of Trustees Response: This recommendation will not be implemented. 2008/2009 Grand Jury Finding: The committee continues to schedule quarterly meetings but has met more frequently. In October 2008, the State Controller issued a 15 report following the audit of Measure L. Finding (3) states “…oversight by the Citizens’ Oversight Committee (COC) was passive, perfunctory and ineffective.” The Board has yet to pass an amendment to the Citizens’ Oversight Committee Bylaws that will allow pre-approval of expenses charged to Measure L.
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R8This Grand Jury recommends that the Citizens’ Bond Oversight Committee question all changes in projects selected for funding, project plans, or delays in construction. This is a precautionary measure to ensure that Measure L funds are not being wasted. Former Board of Trustees Response: This recommendation is being implemented. 2008/2009 Grand Jury Finding: The Committee has access to much-improved Measure L Team (bond management staff) reports to aid the review. However, the Committee does not exercise its full authority as described in Section 15278 of the Education Code. The Committee appears somewhat restrained by the Bylaws and continues to review expenditures months after they occur.
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R9The Citizens’ Bond Oversight Committee to ensure that all aspects of the Brown Act are adhered to in order to give the public a clear picture of the committees’ workings. The Grand Jury believes that the Brown Act ensures a transparent democracy. The violation of the Brown Act cannot be tolerated. Former Board of Trustees Response: This recommendation has been implemented. 2008/2009 Grand Jury Finding: The only Brown Act violation observed by Jurors was minor. Meeting agenda were posted 72 hours in advance of the meeting, but not at a location accessible 24 hours a day. The Administration is taking steps to comply.
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R10(No recommendation #10 from the 2008/2009 Grand Jury) 2008/2009 Grand Jury Finding: The Board of Trustees recently established a policy of self-evaluation for Trustees and periodic evaluation of the Superintendent/President. Regular evaluations of performance are the basis of improvement and positive corrective actions. Implementation of the new policy will unify the Board and Administration and help prevent problems of the past. RECOMMENDATIONS: 2008/2009 GRAND JURY
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R11The Executive Director of the Authority submit a monthly activity summary report to the San Joaquin County Board of Supervisors. RESPONSE REQUIRED Pursuant to Section 933.05 of the California Penal Code: The San Joaquin County Board of Supervisors shall report on all Findings and Recommendations, where applicable, to the Presiding Judge of the San Joaquin County Superior Court, in writing and of publication of this report, with a response as follows: The Housing Authority Board of Commissioners shall report on all Findings and Recommendations, where applicable, to the Presiding Judge of the San Joaquin County Superior Court, in writing and of publication of this report, with a response as follows: As to each finding in the report a response indicating one of the following: a. The respondent agrees with the finding. b. The respondent disagrees with the finding, with an explanation of the reasons therefore. As to each recommendation, a response indicating one of the following: a. The recommendation has been implemented, with a summary of the action taken. b. The recommendation has not yet been implemented, but will be with a time frame for implementation. c. The recommendation requires further analysis, with an explanation of the scope of analysis and a time frame not to exceed six (6) months. d. The recommendation will not be implemented, with an explanation therefore. San Joaquin County Grand Jury SAN JOAQUIN COUNTY HUMAN RESOURCES DEPARTMENT Hiring Practices and Employee Performance Evaluation 2008/2009 San Joaquin County Grand Jury Case No. 09-08 SUMMARY The 2008/2009 San Joaquin County Grand Jury found that a significant number of county employees are not receiving timely performance evaluations. In accordance with County policy, Department Heads are responsible for the completion of performance reviews, under the supervision of the Director of Human Resources. The Grand Jury reviewed citizen complaints in relation to county employment. Among the allegations against the Director of Human Resources are: the improper hiring of a three-time convicted felon as a civil service employee; policies are being manipulated and unfairly applied. The allegation that yearly performance evaluation reports are not being prepared for civil service and exempt-position employees was found to have merit. REASON FOR INVESTIGATION This Grand Jury received citizen complaints alleging a three-time convicted felon was hired as a civil service employee. Yearly performance reports are not being prepared; and policies and procedures regarding outside employment are being manipulated and unfairly applied by the Human Resources Director.
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R12Insure that all programs are operated on a secure server not accessible by other departments. City of Stockton Response: The recommendation has been implemented. All programs are now operated on a secure server and only accessible by Central Parking District staff. 2008/2009 Grand Jury Finding: CPD has partially implemented this recommendation. Most complex programs reside on a secure server with limited access. Some critical data resides on password protected personal computers and is backed up on a separate hard drive.
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R13Develop a program that allows online applications, payments, and issuance of parking passes to accommodate anticipated future growth. City of Stockton Response: The recommendation requires further analysis. The City’s Information Technology Director is now researching software programs to replace the City’s existing financial management software. Central Parking District staff will work with the Information Technology Director to investigate available technology to implement an on-line program that will allow for on-line applications, payments and issuance of parking passes. Staff will work to accomplish this , although the City’s process, as well as identifying a funding source, may result in additional time to install the program, train staff to use the new software, etc. 23 2008/2009 Grand Jury Finding: CPD has partially implemented this recommendation. Much of the application, notification and complaint process are available on line. Payments are billed automatically. However, the City of Stockton operates eighteen year-old financial software that has no provision for online payment.
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R14(No recommendation #14 from the 2007/2008 Grand Jury) 2008/2009 Grand Jury Finding: A large number of unused parking spaces in highly utilized structures exist on any given day. Most unused parking spaces are sold to individuals and government departments who choose not to use them on a particular day. Grand Jurors regularly observed one structure that never operated at greater than 75% capacity. RECOMMENDATIONS: 2008/2009 GRAND JURY
Conclusions 3
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CL1Human Resources best practices suggest that employees receive performance evaluations once per year. Evaluations should be completed annually whether a step increase is available or not. The formal evaluation interview is of great importance since it focuses on employee performance and future potential with the County. One aspect of performance evaluation is providing employees with performance feedback. Such feedback should reinforce the link between employee performance and employer expectations. It encourages supervisors to clearly set and communicate expectations for every position, gather data, and communicate how well employees are meeting expectations on an ongoing basis. An ideal performance evaluation system would provide a key means of communicating how employees are successfully achieving the organization’s goals. Evaluations should reflect an employee’s contributions and performance. They may also identify areas for 1 San Joaquin County Civil Service Rules and Regulations 2 San Joaquin County Civil Service Rules and Regulations 3 San Joaquin County Work Rules 61 improvement. Key judgments for professional development should result from the evaluation. There may be no mechanism to gather all important information in any system of performance evaluation. One must consider the benefits of an effective system and the consequences of an ineffective system. Creating a system that addresses the needs and expectations of most employees is worth doing.
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CL2Truancy Rates Truancy reporting, as defined, is a moving target and schools vary widely in applying the law, especially as it relates to tardiness and period absences. The truancy rate, like the drop-out rate, compels schools and districts to make negative reports on themselves. Truancy prevention starts with an effective school board policy on attendance supervision and a process for investigating school attendance problems. The vigilant supervision is vital to the learning and achievement of children on the margins of the educational system. Inaccurate Reporting of Truancy According to a California Department of Education (CDE) report, “Most school districts are now funded based on their attendance, excused or not. But truancy is poorly policed in many regions where schools fail to track it accurately. Districts report the data themselves and we do not audit the information.” High truancy rates can be embarrassing to a school district. Average Daily Attendance money (the funds doled out by the SCO for each child who attends class) is generally 80% of a district’s revenue. Reporting a lower rate to the CDE than what is reported to the SCO could mean the district wants the money, but they don’t want to look bad when the community views the public information. As the State School Attendance Review Board (SARB) Chair, David Kopperud has stated, “I think the issue of the truancy rate is crucial to the mission of the SARB. Until the truancy rate and dropout rate are accurate measures, we cannot expect policymakers to take the matter seriously.” Truancy rates must be clearly and accurately defined. Truancy has been identified as one of the early warning signs of students headed for potential delinquent activity, social isolation or educational failure. Therefore, it is important for a school district to be forthcoming and accurate in the reporting of truancy.
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CL3Truancy Rates Truancy reporting as defined is a moving target and schools vary widely in applying the law, especially as it relates to tardiness and period absences. The truancy rate, like the drop-out rate, compels schools and districts to make negative reports on themselves. Truancy prevention starts with an effective school board policy on attendance supervision and a process for investigating school attendance problems. The vigilant supervision is vital to the learning and achievement of children on the margins of the educational system. Inaccurate Reporting of Truancy According to a California Department of Education (CDE) report, “Most school districts are now funded based on their attendance, excused or not. But truancy is poorly policed in many regions where schools fail to track it accurately. Districts report the data themselves and we do not audit the information.” High truancy rates can be embarrassing to a school district. Average Daily Attendance money (the funds doled out by the SCO for each child who attends class) is generally 80% of a district’s revenue. Reporting a lower rate to the CDE than what is reported to the SCO could mean the district wants the money, but they don’t want to look bad when the community views the public information. As the State School Attendance Review Board (SARB) Chair, David Kopperud has stated, “I think the issue of the truancy rate is crucial to the mission of the SARB. Until the truancy rate and dropout rate are accurate measures, we cannot expect policymakers to take the matter seriously.” Truancy rates must be clearly and accurately defined. Truancy has been identified as one of the early warning signs of students headed for potential delinquent activity, social isolation or educational failure. Therefore, it is important for a school district to be forthcoming and accurate in the reporting of truancy.
Observations 14
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OB1The Jail’s main kitchen facility continues to be in desperate need of replacement. The California Corrections Standards Authority reported on the need to rebuild the kitchen facility.
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OB2Recent events at the San Joaquin County courthouse, including the stabbing of a Superior Court Judge and multiple prisoner escapes require vigorous and impartial investigations.
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OB3In 2006, the City authorized the ‘Community Safety Ordinance’ with a focus on the abatement of chronic nuisance properties.
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OB4On January 31, 2006, the Stockton City Council adopted Ordinance 003-06 regarding residential rental inspections, establishing a mandatory code compliance section for all rental units throughout the City of Stockton. The purpose of the four-year ordinance is to proactively identify blighted housing.
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OB5In January 2007, the city adopted a more stringent graffiti ordinance in an effort to reduce graffiti throughout the city. The ordinance includes additional penalties and requires property owners to assist with removing and preventing graffiti on private property. Last year, the city cleaned up over 3.5 million square feet of graffiti at a cost of more than $900,000. During that time, 261 grafitti-related arrests were made.
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OB6In April 2008, the Stockton City Council amended the Police Department Neighborhood Services Section Budget to add three maintenance worker positions, one code enforcement supervisor and one office assistant. The Council also authorized the purchase of cargo trailers, radios, computers and other equipment to be used for increased efforts to eliminate blight and graffiti.
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OB7In August 2008, the Stockton City Council adopted Urgency Ordinance No. 009-08CS which provides vacant property maintenance requirements, including the posting of abandoned and vacant buildings with the name and a 24-hour contact phone number of a local management company.
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OB8In November 2008, the Stockton City Council authorized a policy to repeal burdensome assessments in order to encourage improvements to blighted properties.
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OB9Neighborhood Services coordinates the ‘Volunteers Out Identifying Code Enforcement’ (V.O.I.C.E.) program where volunteers inspect their own neighborhoods looking for obvious code enforcement violations. When violations are identified and not corrected, the case is assigned to a CEO who will visit the property.
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OB10The Clean Sweep program is Stockton's annual neighborhood cleanup program for residents within the city limits. It is completed once per year in 9 separate geographic areas in Stockton.
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OB11The City of Stockton provides emergency repair assistance to senior low income property owners for correcting certain violations listed in documents issued by the CED.
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OB12This year, the City of Stockton will begin using $12.1 million of funds that have been allocated by the U.S. Department of Housing and Urban Development (HUD) to acquire and repair foreclosed residences and to demolish blighted structures. The CED has an enormous responsibility in managing code enforcement issues in Stockton and the Grand Jury finds CED interactions with residents to be reasonable.
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OB13The 2008/2009 San Joaquin County Grand Jury toured the Stockton Police Department Main Facility and the Stewart-Eberhardt Building (SEB) on September 17, 2008. The Main Facility has been in operation for many years and appears to be in reasonable condition. The Grand Jury was impressed with the Evidence/Identification Section and the Property Room during its tour of the SEB; also with the Street Camera Monitoring that was managed by retired officers prior to the termination of this service due to limited funds. At the time of the Grand Jury tour, the Department had 441 authorized positions of which 13 were vacant. On May 1, 2009, the City Manager, with approval from City Council, sent layoff notices to about 55 police officers in an effort to reduce the city’s overall budget deficit. The position of the Stockton Police Chief is currently vacant and the Assistant Chief of Police serves as the Interim Chief of Police. Three Stockton Police Chiefs have retired in a period of two and one-half years. The most recent Police Chief served only eight months before retiring in October 2008. It is imperative that the City Manager place a high priority on the recruitment of a new Police Chief. Failure to do so ignores the very real opportunity to appeal to the most valuable of all candidates who want to make a difference by serving this community well and improving the quality of life for all citizens. The 911/Dispatch Center is a vital part of the communications link between the citizens, the police department and the officers in the field. As this is a 24-hour, seven day a week operation, having an adequately trained staff is essential to this unit. Managers stated they were experiencing staff shortages. A recent emergency evacuation of the Dispatch Center occurred with no interruption of service. The physical location of the call center in the basement of the police building makes it vulnerable to potential environmental damage and /or equipment failures. Maintaining an up-to-date emergency contingency plan is essential for this Center. 3
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OB14Deuel Vocational Institution (DVI) is a men’s prison facility operated by the California Department of Corrections and Rehabilitation (CDCR) on about 900 acres just east of the City of Tracy, California. The facility is over 50 years old. It is severely overcrowded with approximately 4,000 inmates, more than twice the number for which it was originally designed. The 2008/2009 San Joaquin County Grand Jury toured DVI in October 2008, and the Law and Justice Committee made an additional visit in December 2008. In October 2002, DVI’s mission changed from vocational education to reception center. As a reception center, sentenced felons from the courts are medically screened and classified for placement and programming within other CDCR institutions. A small number of General Population inmates are assigned landscape maintenance, farm and dairy operations, and other Prison Industries programs. Inmates are also assigned to the kitchen and do much of the plant operations work. The Grand Jury toured the institution’s medical/infirmary area and had the opportunity to talk with on-duty medical staff. General information was shared on the healthcare services currently provided to the facility’s inmates. The CDCR is involved in Federal litigation on two major lawsuits, Coleman and Plata, involving the adequacy of mental and physical healthcare provided to the inmates. These lawsuits have been ongoing for over ten years and seven years respectively. The Court has appointed a Special Master and Receiver to take control of the CDCR’s medical program. Final adjudication is pending.