San Mateo County Grand Jury
2023-2024
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 (2)
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Findings & Recommendations
9 findings
F1:
Sanitary conditions of the exterior of restaurant facilities fall outside current inspections of the County Health Department. The varying unsatisfactory conditions in the waste removal areas of the facilities shows something is lacking in the regulatory process.
Related Recommendations (1)
R1:
By June 30, 2025, the County should amend its Food Facility Checklist to include the condition of trash area flooring, bins, dumpsters and enclosures, and note any needed repair, replacement or cleaning.
F2:
Sanitary conditions of parklets fall outside of current inspections by the County Health Department or Vector Control.
Related Recommendations (1)
R2:
By June 30, 2025, the County should amend its Food Facility Checklist to include the entire exterior waste storage area, retention areas and parklets, including flooring and underfloor areas.
F3:
Sanitary conditions of exterior areas used for waste storage and disposal fall outside current inspections by local jurisdictions; local jurisdictions are, by and large, only reactive to an actual complaint.
Related Recommendations (1)
R3:
By June 30, 2025, the County should require operators/owners of restaurants to have a written diagram of their approved waste storage/retention area posted so the inspector can evaluate the condition of the facilities.
F4:
Most restaurant exterior areas are “out of sight” of the public and as a result complaints are less frequent.
Related Recommendations (1)
R4:
By June 30, 2025, inspectors for all jurisdictions with restaurants should be empowered to require owners/operators to add receptacles or increase the frequency of pick-ups. Applicable Follow-up Responding Agency Response Recommendation Year
F5:
Because they lack oversight, unacceptable conditions in restaurant trash areas are likely not to be rectified.
Related Recommendations (1)
R5:
By December 31, 2024, implement the use of an annual or semi-annual collaborative onsite property condition report involving the nonprofit operators and the County to detail and verify that agreed upon repairs, maintenance and renovations have been completed.
F6:
Waste water from the cleaning of trash areas and from rain flow into the storm drain systems.
Related Recommendations (1)
R6:
By December 31, 2024, ensure that a process is in place for regular meetings among nonprofit operators, mental health providers, and the County to share issues and best practices across all the properties.
F7:
Effective inspection of parklet sanitation can be severely hampered by closed skirting and lack of under floor access. Spacing between planking and lack of solid flooring can lead to accumulation of organic debris and possible infestation by vermin.
Related Recommendations (1)
R7:
By December 31, 2024, develop and apply performance metrics to evaluate whether and how hotel conversions meet objectives, and communicate this to the public. Applicable Follow-up Responding Agency Response Recommendation Year
F8:
Homekey imposed strict short timelines for property inspections, so some pre-purchase due diligence processes could not occur. Thus, the County and nonprofit operators had to modify the properties later, which made operating the properties more difficult in the initial months and added cost.
Related Recommendations (1)
R8:
By February 1, 2025, jurisdictions should develop and implement new ways to make green bins usable in multi-family dwellings’ and businesses’ narrow or small waste enclosures. Responding Agency Applicable Response Follow-up Recommendation Year
F9:
The County has not communicated what performance metrics it has developed to evaluate whether hotel conversions meet objectives.
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Findings & Recommendations
9 findings
F1:
The County and its partners should be commended for acting swiftly, taking advantage of Homekey funds and executing the Hotel Plan when the statewide opportunity arose four years ago.
Related Recommendations (1)
R1:
By June 30, 2025, communicate at a public meeting the County’s long-term strategic plan to address how the County will: (i) continue to fund new and existing hotel conversions, services and operations; (ii) provide facilities to accommodate families; and (iii) establish timelines for possibly converting interim properties to permanent housing.
F2:
The County’s Hotel Plan added a significant number (315) of non-congregate units across three cities, providing housing and services for over 500 formerly unhoused individuals in a quick and cost-efficient manner.
Related Recommendations (1)
R2:
By December 31, 2024, develop a communication program to address the concerns of future hotel acquisition communities - by engaging parties that now have operating experience in their cities and communities to share challenges, successes and data.
F3:
Each of the five converted hotels is distinct, providing either permanent housing or interim housing, serving diverse individuals and offering services based on individuals’ specific needs.
Related Recommendations (1)
R3:
By December 31, 2024, develop and implement a process for closer collaboration between the nonprofit operators and the County to ensure that eligible individuals are matched with the right type of housing and services.
F4:
Data and interviews with County staff and nonprofit service providers indicate a need for housing families.
Related Recommendations (1)
R4:
By December 31, 2024, develop and implement a process for closer collaboration between the nonprofit operators and the County to ensure repairs, maintenance, and renovations occur in a timely manner.
F5:
While the goal of Homekey is to make all the converted hotels permanent housing, data and interviews with County staff and nonprofit service providers indicate interim housing with services will be continuously needed to help transition individuals who have been unhoused for an extended time.
Related Recommendations (1)
R5:
By December 31, 2024, implement the use of an annual or semi-annual collaborative on- site property condition report involving the nonprofit operators and the County to detail and verify that agreed upon repairs, maintenance and renovations have been completed.
F6:
The County experienced some communication hurdles with its partners, cities and neighbors regarding the Hotel Plan.
Related Recommendations (1)
R6:
By December 31, 2024, ensure that a process is in place for regular meetings among nonprofit operators, mental health providers, and the County to share issues and best practices across all the properties.
F7:
The placement criteria of the Coordinated Entry System (“CES”) does not always match the unhoused individual with the most appropriate facilities and services.
Related Recommendations (1)
R7:
By December 31, 2024, develop and apply performance metrics to evaluate whether and how hotel conversions are meeting objectives, and communicate this to the public.
F8:
Homekey imposed strict short timelines for property inspections, so some pre-purchase due diligence processes could not occur. Thus, the County and nonprofit operators had to modify 15 Urban Institute: “Policing Doesn't End Homelessness. Supportive Housing Does.” https://urbn.is/3RoC3Ag 16 See Appendix pp. 2-4 for DOH tables describing the five converted hotels and the two pending hotels. 13 the properties later, which made operating the properties more difficult in the initial months and added cost.
F9:
The County has not communicated what performance metrics it has developed to evaluate whether hotel conversions are meeting objectives.