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Findings 29 findings
F1
Illegal dumping has increased in part because the County has not created a strong, enforceable ordinance to deter illegal dumping.
F2
There is no designated hearing officer and other staff required to enforce ordinances, leading to less effective enforcement.
F3
San Joaquin County lacks sufficient surveillance equipment to monitor dumping hotspots and to prosecute illegal dumpers.
F4
San Joaquin County Public Works Department, Sheriff’s Office, Community Development Department, District Attorney’s Office, and all city departments within the county are not working collaboratively to address the illegal dumping problems.
F5
San Joaquin County and the City of Stockton are not working together to share in the cost of illegal dumping cleanup.
F6
Free drop-off services are underutilized because the public is unaware of most of the programs offered.
F7
San Joaquin County and the City of Stockton do not have a robust referral system for sharing reports of illegal dumping irrespective of jurisdiction. 65
F8
Effective cleanup incentives such as disposal vouchers, fee waivers, and recycling coupons have proven effective in reducing the likelihood of illegal dumping.
F9
The Department has an intensive, time-consuming mission. The turmoil, as described in this report, placed additional stress on an already hard-working staff.
F10
The turmoil in the Department led to a significant and preventable expenditure of taxpayer dollars.
F1.1
None of the four Designated Lead Departments has provided a plain language website that describes their efforts in addressing and limiting the impact of homelessness, leaving many San Joaquin residents with the false impression that the County and is doing little or nothing to address homelessness.
F1.2
The Community Car Program adds value to the community by reducing response times for calls for service, supporting the Encampment Response Team, and limiting the impacts of homelessness in San Joaquin County.
F1.3
Holding Homelessness Court only in Stockton denies access to many individuals and is inconsistent with the intent of the Quality of Life Policy, which is to address and limit the impacts of homelessness in San Joaquin County.
F1.4
The four Designated Lead Departments are successfully prioritizing homelessness and implementing the Quality of Life Policy to address and limit the impacts of homelessness in San Joaquin County.
F1.5
Not requiring the Board to approve policy updates leaves them without the ability to provide appropriate policy oversight for the District. Agency Response: The Fire Chief is responsible for the execution of "day-to-day" operational oversite of fire and life safety activities, i.e. emergency responses, fire prevention, etc. The Board of the Directors' oversite exist in the form of checks and balances relative to outcomes based on expected goals to ensure that sound fiscal policy exists, and that practices and controls are in place so that the district employees are accountability to the communities it serves. The Fire Chief and Board of Directors shared responsibility exist in the form of approval of the annual budget, establishing financial goals, reviewing district finances, developing capital improvement plans, being involved in setting the direction of the district and, most importantly, working in the best interests of the community and the constituents the district serves.
F1.6
Without clearly defined testing procedures, firefighters are deprived of the opportunity for promotions based upon their training, experience, and qualifications. Agency Response: Policy 1000: Recruiting and Retention and Policy 1004: Promotions and Transfers. The present leadership is committed to fair and transparent promotional practices based upon training, experience, and qualifications. Entry Level Examinations • Employment opportunity posting with qualifications and study reference; • Written examination, constructed by an outside testing firm based on modern / latest fire service knowledge and training; • Interview Panel with Internal French Camp Members and external Fire Service Members; • Comprehensive background check by an experienced investigator; • Interview with the Fire Chief; • Medical examination. Promotional Examinations: • Based on the promotional position being tested; a list of qualifications and study reference for the written examination will be sent to members and or open posting for external candidates; • In conjunction with an outside testing firm the written examination will be constructed; • Abilities Assessment and or Interview Panel with internal French Camp Members and or external Fire Service Members; demonstration of the Candidate's ability to perform duties and responsibilities for the position being tested; Comprehensive background check by an experienced investigator, an interview with the Fire Chief; • Medical examination; if necessary. Fire Chief Hirinq: • Discretion of the Board of Director's; • Consideration given to the Individual's experience, and qualifications and training. Administrative Staff: • Discretion of the Board of Director's; in consultation with the Fire Chief. • Consideration given to the Individual's experience, and qualifications and training.
F1.7
Public safety may be compromised when department promotions are not based on the results of objective testing procedures. Agency Response: Refer to FRC Response 1.6. [See the response to F1.6 above.]
F2.1
One staff person is not sufficient to ensure all needs within the county are met.
F2.2
The revised San Joaquin Continuum of Care has increased collaboration between the County, the cities, and non-profit organizations, helping to improve services for the homeless. 33
F2.3
The District’s leadership failed to address grievances and complaints of a toxic work environment, requiring the District to settle three employment-related lawsuits totaling over $400,000. Agency Response: Refer to FRC Response 2.2. [See the response to F2.2 above.]
F2.4
The District’s failure to conduct an annual grievance audit may have resulted in unnecessary financial liability. Agency Response: Refer to FRC Response 2.2. [See the response to F2.2 above.]
F3.1
Although many residents are interested in how homelessness is being managed, only the City of Lodi has published accomplishments in plain language on its website. This lack of readily available information makes it difficult for residents to understand what is being done to address homelessness.
F3.2
There is a need for community-wide planning and strategic use of resources for homelessness involving all cities within the County.
F3.3
It is important to establish a coordinated and regional system of care for the homeless community to improve services while addressing and limiting the impact of homelessness.
F3.4
Publishing a plain-language website titled What Lodi Has Done for has made it easier for the public to readily understand the actions the city has taken to address homelessness.
F3.5
The leadership shown recently by the City of Stockton in working with San Joaquin County towards a shared goal of obtaining funds will streamline processes and result in improved efficiency.
F3.6
Stockton’s leadership efforts in securing a regional strategic plan speaks to the current spirit of collaboration and communication between Stockton, San Joaquin County, and the San Joaquin Continuum of Care.
F4.1
Considering the history of failed leadership from French Camp McKinley’s Board of Directors, excessive turnover of the District’s Fire Chiefs, profound personnel problems, lawsuits, and investigations, the ability of French Camp McKinley Fire District to effectively 193 provide fire protection services to its constituents, including the critical County facilities within its jurisdiction is questionable. Agency Response: The Board of Director's position is to continue as the French Camp McKinley Fire District. The Board's decision is based on providing fire and life safety to the residents and business communities of French Camp and Mountain House Community Service District. Refer to Attachment 1. "The Office of the County administrator August 1 3, 2019
F4.2
The District’s Board has failed to follow-up on repeated recommendations to explore consolidation. Agency Response: This is not accurate. The board will respectfully consider any mutually beneficial agreements and or consolidation.
Recommendations 10
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R11 By March 1, 2021, the San Joaquin Board of Supervisors develop and publish an easy-to- find, plain language website that includes a description of efforts made to address and limit the impacts of homelessness in San Joaquin County.
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R21 By December 30, 2020, the County Board of Supervisors complete an analysis to determine if additional staff is needed for the Program Administrator for Homeless Initiatives. Cities of San Joaquin County The 2019-2020 Grand Jury reviewed the activities of the seven incorporated cities of San Joaquin County with respect to their approach to homelessness. The cities of Stockton and Lodi, unlike the other five cities in the county, are entitlement cities that work closely with the San Joaquin Community Development Department in procuring grants to assist the Homeless. Entitlement cities receive their own funding from HUD annually to combat homelessness or potential homelessness. HUD provides annual grants to entitlement cities on a formula basis, with the intent of developing viable urban communities by providing a) decent housing, b) a suitable living environment, and c) expanding economic opportunities for low- and moderate-income persons. The Cities Tracy, Manteca, Lathrop, Ripon and Escalon are not entitlement cities. These cities, along with the unincorporated portions of San Joaquin County, are collectively considered the San Joaquin Urban County, and receive funds as one entity from the Federal government for housing, economic development, and community development activities. 6.0 Entitlement Cities Stockton The City of Stockton has both the largest population in the County and the largest number of homeless individuals. Stockton’s population was 312,697 as of 7/1/19 (US Census) and is the 13th largest city in the State. According to the SJCoC, there were 921 unsheltered homeless persons counted during the Point in Time Count. Historically, the City of Stockton operated somewhat independently from the County in its approach to homelessness. In 2016, Stockton established the Mayor’s Task Force on Homelessness. In May of 2017, Stockton developed its own set of principles similar to the principles adopted by San Joaquin County. However, in more recent years, the Hygiene Stations installed by City of Stockton during COVID-19 City of Stockton is showing commitment to a collaborative approach by working collectively with the County in pursuing grants and opportunities. For example, in May of 2019, the City of Stockton formally adopted the SJCoC as the primary organization through which the County and cities work to develop solutions to 34 homelessness. Later, in September of 2019, the Stockton City Council approved a contract with Homebase, a nationally recognized expert on homelessness in the amount of $90,365. The purpose of the contract was for Homebase to assist Stockton in applying for State Homeless, Assistance and Prevention program Funds as well as preparation of the 2020 San Joaquin Strategic Plan on behalf of the San Joaquin Continuum of Care. This action represents a new approach of the City and County working together to access HUD and State funds rather than separately. The City, in collaboration with the San Joaquin Continuum of Care and San Joaquin County hosted a neighborhood summit on December 4, 2019, designed to gather community input. In a similar manner, the Stockton Police Department (Stockton PD) coordinates with other departments and agencies to address public health and safety concerns. Stockton PD works with public works and the Sheriff’s office to coordinate encampment cleanups. Stockton PD also provides the California Department of Transportation (CalTrans) with assistance to address safety of roadway issues relating to homelessness. The Stockton PD has a Strategic Community Officers Unit composed of two sergeants and twelve officers who remove unsafe and unhealthy living conditions, and work with homeless individuals daily. In 2019, the Stockton City Council allocated money for a mobile shower and wash station for unsheltered homeless. In April 2020, the City Beds at Stockton Homeless Shelter for Men installed hygiene stations in five locations to help the homeless during the COVID-19 outbreak. Additionally, Stockton used HUD funds, including Community Development Block Grant funds, to provide loans and grants for various public and private entities focused on ensuring decent, affordable housing and suitable living environments. These funds, amounting to approximately $9.8 million during the last three years provided various organizations including: • Stockton Shelter for the Homeless; • St. Mary’s Dining Hall; • Habitat for Humanity; and • Sierra Vista Project (a project which converted 67 barrack style units into 115 new, energy- efficient units, and ultimately, 215 new units). Most recently, the City of Stockton and San Joaquin County contributed funds to assist the Gospel Rescue Mission to establish a COVID-19 positive quarantine home that opened June 3, 2020. Additionally, the City is working with the Stockton Shelter for the Homeless to address solutions for permanent/longer-term arrangements. Although the City of Stockton has conducted work and activities regarding homelessness as described above, this information is not readily available. The City of Stockton website contains information about the Stockton homelessness policy but otherwise does not refer to homelessness. Lodi Lodi’s population was 67,586 as of 7/1/19 (US Census Bureau). According to the SJCoC, there were 139 unsheltered homeless counted during the Point in Time Count held during the last ten days of January 2019. The City of Lodi has long been a local leader in addressing homelessness. In an article titled “How to Deal With Homeless” (3/7/19) the Manteca Bulletin called Lodi a role model for cities across the country and stated that members of Congress and the US Department of Housing and Urban Development are pointing to Lodi as an example of success. Lodi began addressing homelessness in the autumn of 2014 when the Lodi Police Department, Salvation Army, and the Lodi Community Foundation began initial discussions around the negative impact on public health and safety that was associated with the regular occurrence of noon-time meals being offered to homeless individuals in Lawrence Park. These representatives reached out to various religious organizations and formed the Committee on Homelessness in 2014. The Lodi City Council authorized the group to continue their informal investigation and to report back to the Council. This report, titled the Homeless Solutions Report, was adopted by the City Council in September 2015. The Homeless Solutions Report was based on four public meetings regarding homelessness including one specifically held to hear from homeless individuals, as well as research and field trips to other cities to see how they managed their homelessness problem. The Homeless Solutions Report resulted in several long-term and short-term strategies that continue to guide Lodi at present. The 2015-2016 Grand Jury acknowledged in their report the work done by Lodi and included the Homeless Solutions Report as an appendix. In subsequent years, an extensive number of actions have been completed by the City of Lodi. A subset of these actions is included below: • Funded various non-profit groups including the Salvation Army Emergency Shelter, Hope Harbor Family Homeless Shelter, and Lodi House acquisition and improvements; • Added one full-time Transient Liaison Officer and one part-time Transient Liaison Officer; • Created Transient Outreach teams to focus on quality of life issues; • Involved City Attorney’s Office, who dedicates 50 to 60 hours per month to homeless citations and prosecutions; • Assisted the Committee on Homelessness in funding two work training programs to get homeless youth trained for a trade; and • Helped lead the effort to improve the accuracy of the Point in Time Count in 2019, allowing the City of Lodi to better understand the demand for homeless services and to apply for funding. These are only some of the actions the City of Lodi has undertaken. A more complete list of actions is available on the City of Lodi website under “What Has Lodi Done.” 36 Demonstrating collaboration with San Joaquin County, the City of Lodi formally adopted the SJCoC as the primary organization through which the County and cities work to develop solutions to homelessness. Lodi also agreed to help fund the San Joaquin County Program Administrator for Homeless Initiatives. The City of Lodi is represented on the SJCoC by a member from the community-based organization Committee on Homelessness. Most recently, the City of Lodi successfully applied for Homeless Emergency Assistance Program funds to fund six small homes designed to provide transitional/permanent housing. This project is a collaborative project between the City of Lodi and the Housing Authority of San Joaquin County. Six pre-manufactured, unattached homes will be built with standard amenities such as refrigerator, stove, oven, kitchen sink, and bathroom with shower. Residents will be individuals and families who are homeless or at risk of being homeless. 7.0 Non-Entitlement Cities Tracy, Manteca, Lathrop, Ripon, and Escalon are all non-entitlement cities. All five have a homelessness policy, but they vary in degree. None of the five cities offered to contribute toward funding of the Program Administrator for Homeless Initiatives, nor have they adopted San Joaquin Continuum of Care as the primary organization through which San Joaquin County and the various cities work together to develop solutions to homelessness. Tracy’s population was 94,740 as of 7/1/19 (US Census Bureau). According to the SJCoC, there were 155 unsheltered homeless counted during the January 2019 Point in Time Count. Tracy has a Homelessness Task Force made up of religious and nonprofit agencies. In April 2020, the City Council approved a Homeless Strategic Plan as a step toward creating a homeless shelter that will give people a place to go other than city streets and parks. Manteca’s population was 83,028 as of 7/1/19 (US Census Bureau). According to the SJCoC there were 218 unsheltered homeless counted during the 2019 Point in Time Count. In December 2019, the City of Manteca built a temporary warming center for the homeless individuals in the city, consisting of tents and showers. Manteca has a Homeless Task Force and has made efforts to educate businesses on current Manteca municipal codes related to homelessness. The City provides information as to what efforts are being made to combat homelessness with a brochure to advise citizens on what to do if they encounter homeless individuals. Manteca Police Department has two police officer positions interacting directly with the homeless daily, and has a representative serving on the San Joaquin Continuum of Care Board of Directors. Lathrop, Ripon, and Escalon According to the US Census Bureau, on July 1, 2019, Lathrop’s population was 24,483, Ripon’s population was 16,386, and Escalon’s population was 7,574. According to the SJCoC, there were 14 unsheltered homeless individuals in Lathrop, seven unsheltered homeless individuals in Ripon, and four unsheltered homeless individuals in Escalon during the January 2019 Point in Time Count. 37
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R31 By December 30, 2020, the Cities of Stockton, Tracy, Manteca, Lathrop, Ripon, and Escalon post plain language information on their website that outlines the actions each city has taken to address homelessness.
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R4By November 30, 2020, create an illegal dumping task force (Task Force) that includes representatives from San Joaquin County Public Works Department, Sheriff’s Office, District Attorney’s Office, Community Development, and all cities within the County to participate in the Task Force. This Task Force meet regularly throughout the year.
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R5By December 31, 2020, the newly formed Task Force develop a plan to share costs for illegal dumping pickup throughout the County and the City of Stockton.
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R6By January 31, 2021, the Task Force develop and implement a county-wide educational program including billboards, buses, and bus stop shelters advertising to include information about free drop-off services.
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R7By January 31, 2021, the Task Force create a referral system to notify the appropriate jurisdictions of illegal dumping. This referral system include a complaint-recording data log with follow-up measures.
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R8By January 31, 2021, the Task Force develop a written plan to establish an equitable way to fund and issue vouchers, fee waivers, and recycling coupons.
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R9Implemented taken No further action
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R10Implemented taken No further action Escalon R1 Implemented taken No further action