San Joaquin County Grand Jury
2017-2018
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (5)
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Findings & Recommendations
17 findings
F1:
1 The City of Tracy does not have an ethics policy for its elected officials, appointed officials, and senior staff (city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit). The lack of a policy has resulted in conflict, mistrust, and allegations of misconduct.
Related Recommendations (1)
R1:
1 By October 31, 2018, the Tracy City Council develop and adopt an ethics policy that governs the behavior of its elected officials, appointed officials, and senior staff. 6 https://www.ci.tracy.ca.us/documents/20180320_CC_AP.pdf 7 http://www.fppc.ca.gov/learn/public-officials-and-employees-rules-/ethics-training.html 5 2.0 San Joaquin County The county has a written ethics policy from 2015. The Grand Jury interviewed members of the Board of Supervisors (BOS). Most are aware of the policy. The current ethics policy only governs the BOS. Often, recommendations, executive summaries, and insights are provided to the BOS by the senior staff (county administrator, legal counsel, clerk, and their subordinate employees). Decisions are made based upon information received. It is imperative these employees be held to the same ethical standards as the BOS.
F2:
1 The San Joaquin County Board of Supervisors ethics policy does not include dependent boards and commissions. This could cause policy inconsistency across the county’s boards and commissions leading to a perception of differing values for each board in the county.
Related Recommendations (1)
R2:
1 By October 31, 2018, the San Joaquin County Board of Supervisors develop and adopt an ethics policy that governs the behavior of dependent board and commission members.
F3:
1 The City of Escalon does not have an ethics policy for its elected and appointed officials and senior staff such as the city administrator, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
Related Recommendations (1)
R3:
1 By October 31, 2018, the Escalon City Council develop and adopt an ethics policy that governs the behavior of its elected and appointed officials. 7 4.0 City of Lathrop The Grand Jury interviewed several elected officials of the City of Lathrop to determine if the city had a written ethics policy and whom it governed. None were aware of a Lathrop CA City Hall policy. They all believe a written ethics policy is necessary and that it should cover elected and appointed officials as well as senior staff and most other employees. All interviewed have completed ethics training, but some are unsure as to how often the training occurs. All are unaware of any ethics violations by officials in Lathrop.
F4:
1 The City of Lathrop does not have an ethics policy for its elected and appointed officials and senior staff such as the city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
Related Recommendations (1)
R4:
1 By October 31, 2018, the Lathrop City Council develop and adopt an ethics policy that governs the behavior of its elected and appointed officials and senior staff. 8 5.0 City of Lodi Lodi has an ethics policy. Officials are aware of the policy and the standards that it sets. Elected city officials consistently recuse themselves from matters when a potential conflict arises. Overall, members of the city council have trust and respect for each other and for members of city boards and commissions. All officials understand they are required to complete ethics training every two years as required by AB1234. They also believe the ethics training they receive is comprehensive. All officials are not aware of violations of the city ethics policy during their tenure. Lodi Mission Arch The Lodi ethics policy does not cover members of the city management team. The city management team is made up of the city manager, city legal counsel, city clerk, and their subordinates. Often, recommendations, executive summaries, and insights are provided to the city council by these employees, and decisions are made based upon this information.
F5:
1 The ethics policy for the City of Lodi does not cover the city manager, city attorney, city clerk or subordinate employees not represented by a bargaining unit. These officials require the same guidelines as elected officials to ensure they are acting ethically.
Related Recommendations (1)
R5:
1 By October 31, 2018, The Lodi City Council develop and adopt an ethics policy that governs the city management team. 9 6.0 City of Manteca Several elected and appointed officials of the city of Manteca were interviewed concerning any existing ethics policy. Not all are aware that the city does not have a written ethics policy for elected and appointed officials. Manteca does have a conflict of interest policy. Most are amenable to considering the adoption of a written ethics policy. City officials believe that if an ethics policy were developed, it should cover all employees as well as elected and appointed officials. All agree that the important principles listed in the Grand Jury’s Methods of Investigation Manteca CA Transit Center should be included. All are aware of the biannual requirement for ethics training and have completed it. They are unaware of any ethics violations. Overall, there is a high level of trust and mutual respect between members of the city council. All emphasized that policy disagreements were handled in a professional way, an important factor that helps the City of Manteca be successful.
F6:
1 The City of Manteca does not have an ethics policy for its elected and appointed officials and senior staff such as the city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
F7:
1 The ethics policy for the City of Ripon does not cover senior staff (city administrator, city attorney, city clerk or subordinate employees not represented by a bargaining unit). These officials require the same guidelines as elected officials to ensure they act ethically.
Related Recommendations (1)
R7:
1 By October 31, 2018, The Ripon City Council develop and adopt an ethics policy that governs the city senior staff. 11 8.0 City of Stockton The City of Stockton has an extensive and comprehensive ethics policy. Stockton’s code of ethics for employees and city officials was last updated November 2, 2017. The policy is written to include elected officials, appointed staff, appointed board and commission members, and employees. Stockton CA City Hall In addition to the mandatory Statement of Economic Interest Form 700, financial disclosure, the policy covers many topics such as the following: Incompatible outside activities Employee’s outside employment or activities Restrictions on city employment for elected officials after leaving office Some city officials are uncertain of the existence of an ethics policy. All know they are required to complete periodic ethics training but are uncertain about the frequency of the training. They rely on appointed staff to remind them and to organize the training. City officials characterized the city council as functional, unified, objective, and collegial.
F8:
1 Not all individuals are aware of the ethics policy. Lack of awareness of the city ethics policy could lead to misunderstandings that violate the policy
Related Recommendations (1)
R8:
1 By October 31, 2018, city council members receive a copy of the ethics policy and attend a briefing about its contents. 12
F1.1:
The City of Tracy does not have an ethics policy for its elected officials, appointed officials, and senior staff (city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit). The lack of a policy has resulted in conflict, mistrust, and allegations of misconduct.
F2.1:
The San Joaquin County Board of Supervisors ethics policy does not include dependent boards and commissions. This could cause policy inconsistency across the county’s boards and commissions leading to a perception of differing values for each board in the county.
F2.2:
The ethics policy for the County of San Joaquin does not cover the county administrator, county counsel, county clerk or their subordinate employees not represented by a bargaining unit. San Joaquin County Administrative Building These officials require the same guidelines as elected officials to ensure they are acting ethically.
F3.1:
The City of Escalon does not have an ethics policy for its elected and appointed officials and senior staff such as the city administrator, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
F4.1:
The City of Lathrop does not have an ethics policy for its elected and appointed officials and senior staff such as the city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
F5.1:
The ethics policy for the City of Lodi does not cover the city manager, city attorney, city clerk or subordinate employees not represented by a bargaining unit. These officials require the same guidelines as elected officials to ensure they are acting ethically.
F6.1:
The City of Manteca does not have an ethics policy for its elected and appointed officials and senior staff such as the city manager, city attorney, city clerk and their subordinate employees not represented by a bargaining unit. Failure to have an ethics policy could lead to poor judgement, public misconception and lack of trust.
F7.1:
The ethics policy for the City of Ripon does not cover senior staff (city administrator, city attorney, city clerk or subordinate employees not represented by a bargaining unit). These officials require the same guidelines as elected officials to ensure they act ethically.
F8.1:
Not all individuals are aware of the ethics policy. Lack of awareness of the city ethics policy could lead to misunderstandings that violate the policy
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Findings & Recommendations
21 findings
F1:
1 The division into two groups made Peacekeepers frustrated and had a negative effect on morale.
Related Recommendations (2)
R1:
1.1 The Grand Jury recommends the OVP reassess the division by December 31 with input from the Peacekeepers about whether or not it is effective.
R3:
1.1 The Grand Jury recommends that all management and staff be in one location. As Stockton has purchased a large building on the Waterfront to serve as a new City Hall, when city offices move there, the OVP should be in one office or adjacent offices.
F2:
1 Management has neither addressed the issues nor resolved them, leading to a tense office environment. 5
Related Recommendations (1)
R2:
1 Management needs to establish a code of conduct and enforce it. 3.0 The OVP has offsite Management. While the Deputy City Manager is the nominal head of the OVP, he has many other duties and agencies to oversee and cannot be expected to manage the day-to-day operations of the office. For those duties, the OVP has a Manager. However, both the Deputy City Manager and the OVP Manager and her small office staff are located in City Hall. The eight Peacekeepers and two supervisors are located at least six blocks away in an obscure and hard-to-find office (for security reasons). The OVP Manager comes to the Peacekeepers’ office only about once a week. As a result, Peacekeepers go to the Manager’s City Hall office to talk about concerns and complaints, bypassing the chain of command.
F3:
1 The separation leads to a lack of close supervision.
Related Recommendations (1)
R3:
1.1 The Grand Jury recommends that all management and staff be in one location. As Stockton has purchased a large building on the Waterfront to serve as a new City Hall, when city offices move there, the OVP should be in one office or adjacent offices.
F4:
1 Communication with the public is not happening, causing a lack of understanding of the work of the OVP.
Related Recommendations (1)
R4:
1.1 By December 31, the Data Dashboard be made available to Community-Based Organizations (CBO’s) and the public.
F5:
1 It is unclear who is in charge of running the call-ins, resulting in confusion among the CBO’s.
Related Recommendations (1)
R5:
1 The call-ins have a clearly-designated chair, either: 1. the OVP Manager or the Police Chief, 2. both as co-chairs, or 3. another designee as chair.
F6:
1.1 No system of pre-approved expenditures exists to meet the immediate needs of clients, making it difficult for Peacekeepers to provide these needs.
Related Recommendations (1)
R6:
1 The OVP should set up an adequate fund in its budget easily accessed by the Peacekeepers with supervisors’ approval.
F7:
1 Past conflicts have strained relations between CBO’s and the OVP, causing some CBO’s to have difficulty working with the OVP. 8
Related Recommendations (1)
R7:
1.1 The purpose of the Community Engagement Coordinator is to work with CBO’s; the person hired for the position must be skilled and effective in reaching out.
F8:
1 Some CBO’s and city officials would like to create a county-wide coalition to coordinate and improve services to reduce group gun violence.
Related Recommendations (1)
R8:
1 The OVP Manager should bring this idea to city and county government agencies to see if there is merit to the idea, if the time is right to move ahead with this proposal, and if there is appropriate and adequate interest among the various stakeholders.
F1.1:
The division into two groups made Peacekeepers frustrated and had a negative effect on morale.
F1.2:
The division was suggested by consultants who claim it is based on “best practices” in similar programs across the nation, but the Grand Jury found no evidence [insufficient evidence] for this assertion.
F2.1:
Management has neither addressed the issues nor resolved them, leading to a tense office environment. 5
F3.1:
The separation leads to a lack of close supervision.
F3.2:
Bypassing the chain of command leads to distrust and feelings of favoritism among the Peacekeepers.
F4.1:
Communication with the public is not happening, causing a lack of understanding of the work of the OVP.
F5.1:
It is unclear who is in charge of running the call-ins, resulting in confusion among the CBO’s.
F5.2:
“Extra” attendees at the call-ins lead to consternation among the CBO representatives who attended the planning meetings about who makes the final decisions on whom to invite.
F6.2:
The reimbursement for their own funds Peacekeepers spend on clients is slow and cumbersome.
F7.1:
Past conflicts have strained relations between CBO’s and the OVP, causing some CBO’s to have difficulty working with the OVP. 8
F8.1:
Some CBO’s and city officials would like to create a county-wide coalition to coordinate and improve services to reduce group gun violence.
F6.1.1:
No system of pre-approved expenditures exists to meet the immediate needs of clients, making it difficult for Peacekeepers to provide these needs.
F6.1.2:
Peacekeepers often must rely on the willingness of Community-Based Organizations to meet clients’ pressing needs.
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Findings & Recommendations
23 findings
F1:
1 Escalon is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
Related Recommendations (2)
R1:
1 Escalon explore budget options to restore the code enforcement officer position and consider using volunteers to increase code enforcement compliance. 2.0 City of Lodi Lodi has a population of approximately 65,000. The code enforcement department has one full-time code enforcement officer who works under the direction of the Lodi Police Department. The department is complaint-driven, accepts anonymous complaints, and an appeals process exists to resolve contested non-compliance disputes. The code enforcement department responds to issues involving portable basketball hoops in city streets, trash or debris, weed abatement, vehicles parking on residential lawns, and the homeless trespassing on private property. Lodi estimates its homeless population to be 100-150. The amount of trash, debris, and human waste generated by them has been growing. The city expects the population to steadily increase over time and has increased referrals to assistance organizations in an effort to keep pace with the demand for services. The Lodi Police Department recently started using senior volunteers to place door hanger violation noti- fications at all residences reported to be in violation. According to police department statistics, the door hanger notices are responsible for generating a 62% level of voluntary compliance.
R2:
1 Explore budget options and grant funding to improve code enforcement.
F2:
1 The City of Lodi is still experiencing budget and staffing reductions created by the housing crash in 2008 but is using senior volunteers to deliver notices of code violations, resulting in a voluntary compli- ance rate of 62%.
Related Recommendations (1)
R2:
1 Explore budget options and grant funding to improve code enforcement.
F3:
1 Manteca is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R3:
1 Manteca explore budget options to restore the code enforcement officer position and consider us- ing volunteers to increase code enforcement compliance. 4.0 The City of Ripon Ripon has a population of approximately 15,000. Code enforcement duties are managed by the Ripon Police Department and handled by a Ripon Police Department Community Service Officer (CSO). The CSO dedicates approximately 25% of her assigned duty time to code enforcement issues which include trash and debris, weed abatement, and abandoned automobiles. Code enforcement responses are com- plaint-driven and the department accepts anonymous complaints. An appeals process exists to resolve contested non-compliance disputes.
F4:
1 Ripon is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue. Current staffing levels require that one employee perform multiple duties including code enforcement, animal control, part-time communications dispatch, and other duties as assigned.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R4:
1 Ripon explore budget options to restore the code enforcement officer position and consider using volunteers to increase code enforcement compliance. 5.0 City of Tracy Tracy has a population of approximately 90,000. The code enforcement department consists of one code enforcement manager and four code enforcement officers. The department is complaint-driven and accepts anonymous complaints. The department primarily focuses on structural inspections, building code enforcement, state housing law enforcement, illegal dumping, illegal signage, graffiti abatement, zoning law enforcement, unauthorized use of motorhomes as primary living spaces, and abandoned shopping carts. In an effort to keep pace with the level of incoming complaints, the department has implemented a pro- active measure of using available media to distribute public information and educational materials in an effort to heighten awareness and generate voluntary compliance. An appeals process exists to resolve contested non-compliance disputes.
F5:
1 Tracy is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R5:
1 Tracy explore budget options to restore the code enforcement officer position and consider using volunteers to increase code enforcement compliance. 6 6.0 Community of Mountain House The community of Mountain House has a population of approximately 20,000. Mountain House is a planned community that operates within its own special district. Unlike other communities in San Joaquin County, Mountain House relies on governing documents such as CC&R’s (Covenants, Condi- tions and Restrictions) as well as established homeowner rules and regulations to generate compliance and reduce the need for code enforcement. As a result, code enforcement calls and responses are limited due to the level of voluntary compliance generated by the community’s master plan governing docu- ments. There is one full-time administrative employee assigned to work part-time on code enforcement. Code enforcement is complaint-driven, and the community accepts anonymous complaints. A modified appeals process conforms to the existing CC&Rs and rules and regulations. Mountain House is experiencing an increase in illegal dumping many believe is due to the community’s proximity to the freeway interchange along I-205.
F6:
1 Mountain House is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R6:
1 Mountain House explore budget options to restore the code enforcement officer position and con- sider using volunteers to increase code enforcement compliance. 7.0 City of Lathrop Lathrop has a population of approximately 22,000. The code enforcement department consists of one code enforcement supervisor (approximately 30 hours per week) and one vacant position for code en- forcement officer. (This position has been budgeted but remains unfilled). Code enforcement duties are supplemented by one full-time building inspector working on a part-time basis. Lathrop has used a vari- ety of private contractors as code enforcement officers on a full or part-time basis. The most recent code enforcement contractor did not meet the qualifications of a code enforcement officer according to the posted job description and was later elevated to the position of code enforcement supervisor. Lathrop has also been reluctant to enforce a long-standing problem regarding the illegal parking of commercial trucks in undeveloped areas and areas not properly zoned for such activity. Citizen complaints have brought this issue to light. City administrators claim that enforcement of the illegal truck parking issue would create a financial hardship for the truck drivers and property owners involved. The code enforcement department is complaint-driven and also accepts anonymous complaints. It deals primarily with trash and debris, weed abatement, abandoned automobiles, and the illegal parking of commercial trucks. At the time of this report, an appeals process does not exist to resolve contested non-compliance disputes. Lathrop has experienced a high turnover rate among employees in key positions. In the last six years, there have been four public works directors as well as vacancies in the city engineering department, the building department, and the personnel department. The current city manager was originally hired as a public works director before being elevated to the position of city manager and has served as interim public works director. Lathrop has taken limited enforcement action regarding illegal commercial truck parking and has shown no signs of eliminating the problem. The lack of an appeals process contributes to this problem.
F7:
1 Lathrop has taken limited code enforcement ac- tion toward the illegal parking of commercial trucks and failed to resolve the problem for approximately six years, allowing blight and public safety issues to re- main.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R7:
1 Lathrop take consistent code enforcement action on the illegal parking of commercial trucks.
F8:
1 The county actively pursues the illegal parking of commercial trucks in unincorporated areas but, due to the large amount of undeveloped land, it is difficult to enforce the code. This has led to com- plaints.
Related Recommendations (2)
R2:
1 Explore budget options and grant funding to improve code enforcement.
R8:
1 San Joaquin County continue to expand its enforcement efforts to prohibit illegal commercial truck parking. 9.0 City of Stockton The City of Stockton has a population of approximately 315,000. The Stockton Code Enforcement De- partment operates under the neighborhood services section of the Stockton Police Department. The code enforcement department is staffed by 44 full-time employees, 26 of them certified code enforce- ment officers. The code enforcement department is both proactive and complaint-driven. It responds to a variety of code enforcement violations including unsafe, unhealthy, or unsightly conditions in homes or neighbor- hoods, enforcing building, vehicle, and housing codes. The Stockton Code Enforcement Department also provides enforcement for unsecured and vacant properties, dangerous buildings, illegal dumping, overgrown vacant lots, graffiti, and abandoned or junked automobiles. One serious current issue in- volves trash and debris generated by the homeless population. An appeals process exists to resolve contested non-compliance disputes, and the code enforcement department is currently trying to expand the number of hearing officers. They are generally volunteer attorneys. The neighborhood blitz team is a positive example of a proactive approach to code enforcement issues. The department identifies specific geographic areas in Stockton that are struggling with blight and high crime. Code enforcement officers and uniformed police officers address overall health and safety issues in the neighborhood by employing neighborhood services, code enforcement strategies, contemporary community policing practices, and active citizen engagement to develop and implement improvement plans. The code enforcement department recently obtained a grant to begin enforcing waterway-related issues such as blight and abandoned boats.
F9:
1 Stockton has moved the code enforcement department into a section of the Stockton Police De- partment. This enables a response team to quickly address areas riddled with crime and blight.
F1.1:
Escalon is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
F2.1:
The City of Lodi is still experiencing budget and staffing reductions created by the housing crash in 2008 but is using senior volunteers to deliver notices of code violations, resulting in a voluntary compli- ance rate of 62%.
F2.2:
The homeless population continues to grow and creates increased blight and health hazards.
F3.1:
Manteca is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
F4.1:
Ripon is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue. Current staffing levels require that one employee perform multiple duties including code enforcement, animal control, part-time communications dispatch, and other duties as assigned.
F5.1:
Tracy is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
F6.1:
Mountain House is still experiencing budget and staffing reductions created by the housing crash in 2008. The resulting level of enforcement is reactive, which allows blight and safety issues to continue.
F7.1:
Lathrop has taken limited code enforcement ac- tion toward the illegal parking of commercial trucks and failed to resolve the problem for approximately six years, allowing blight and public safety issues to re- main.
F7.3:
Lathrop has no consistent appeals process that could be used to resolve the truck parking issue, caus- ing the issue to persist.
F8.1:
The county actively pursues the illegal parking of commercial trucks in unincorporated areas but, due to the large amount of undeveloped land, it is difficult to enforce the code. This has led to com- plaints.
F9.1:
Stockton has moved the code enforcement department into a section of the Stockton Police De- partment. This enables a response team to quickly address areas riddled with crime and blight.
F9.2:
Stockton has implemented a number of proactive code enforcement programs that respond to code violations with a neighborhood focus. Conclusion It is apparent there is a direct correlation between tax revenue and public agency staffing levels. The difficulty for most code enforcement departments will be trying to find the balance between budget con- straints and current and future community demands. The lingering effects of the housing crisis, Stock- ton’s bankruptcy, and increasing numbers of homeless have taxed code enforcement agencies through- out the county. Stockton and Lodi have pioneered innovative programs to increase services. Code en- forcement continues to be a challenge throughout the county, and continues to outpace the resources available. However, the Grand Jury commends most communities in the county for doing their best to meet the needs of their citizens. Disclaimers Grand Jury reports are based on documentary evidence and the testimony of sworn or admonished wit- nesses, not on conjecture or opinion. However, the Grand Jury is precluded by law from disclosing such evidence except upon the specific approval of the Presiding Judge of the Superior Court, or another judge appointed by the Presiding Judge (Penal Code Section 911. 924.1 (a) and 929). Similarly, the Grand Jury is precluded by law from disclosing the identity of witnesses except upon an order of the court for narrowly defined purposes (Penal Code Sections 924.2 and 929). Response Requirements California Penal Code Sections 933 and 933.05 require that specific responses to all findings and
F7.2.1:
Lathrop has a vacant budgeted position for code enforcement officer that city officials will not fill at this time. This has exacerbated the illegal truck parking is- sue.
F7.2.2:
The city has not consistently hired qualified code enforcement officers. This contributes to the lack of reliable code enforcement.
Findings & Recommendations
6 findings
F1:
Blind spots in the common areas of the housing units can be a safety concern.
Related Recommendations (1)
R1:
1 The Youth Authority Administrators of N.A. Chaderjian Youth Correctional Facility and O.H. Close Youth Correctional Facility determine all repairs needed, prioritize the repairs needed for the welfare of the youths and make the necessary repairs.
F2:
There is a lack of positive activities for idle inmates at the Honor Farm after completion of their work assignments.
Related Recommendations (1)
R2:
The San Joaquin Sheriff’s Department, with the assistance of other agencies, by December 31, 2013, implement additional educational (vocational or other) programming for its Honor Farm inmates. Acknowledgements The Sheriff, his immediate staff, the Correctional Officers, and Deputy Sheriffs, are all to be commended for their performance, positive attitude and level of professionalism in their efforts to protect the citizens of San Joaquin County. The Grand Jury would also like to thank the private citizens who volunteer their time to assist the Sheriff’s Department. Currently there are more than 150 volunteers who are team-oriented, positive, and supportive, helping make a difference in the lives of the inmates. Response Requirements From The San Joaquin County Sheriff’s Department: California Penal Code sections 933 and 933.05 require that specific responses to all findings and recommendations contained in this report be submitted to the Presiding Judge of San Joaquin County Superior Court within 60 days.
F1.1:
The building and grounds maintenance issues observed are significant enough to jeopardize the health and safety of the youths and the staff members.
F1.2:
The building and grounds maintenance issues observed could lead to expensive repairs if not addressed soon.
F2.1:
The absence of GPS devices and computers in the fire vehicles may delay the response times to emergencies.
F2.2:
The absence of GPS devices and computers in fire vehicles put firefighters at risk when responding to an emergency outside their assigned area and without the necessary data.
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