Yolo County Grand Jury
2024-2025
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Continuity Report
Continuity and Compliance Report
From the consolidated annual report · 4 pages
📑 Continuity Report
Yolo County Animal Services: a Review of the Volunteer and Safety Programs • Volunteers are not allowed to interact
From the consolidated annual report · 6 pages
📑 Continuity Report
Continuity and Compliance Report
From the consolidated annual report
Individual reports (14)
Additional Recommendations
3
Not linked to specific findings.
R3:
Yolo County needs to proactively research and assist existing homelessness service providers in identifying appropriate and accessible locations for their services. This includes actively exploring and establishing well-managed "safe parking" sites, along with developing clear operational guidelines and providing consistent oversight to ensure the safety and well-being of participants and the surrounding community.
R4:
Yolo County should establish a dedicated and mobile Mental Health Outreach Team specifically trained to engage with and provide services to homeless individuals. This team would be responsible for actively seeking out individuals in need, conducting mental health assessments, providing immediate support and crisis intervention, and facilitating connections to ongoing mental health care and other essential resources.
R5:
The Yolo County Board of Supervisors should consider taking a more active and collaborative leadership role in addressing homelessness countywide. This would involve providing dedicated funding, clear strategic guidance, and facilitating enhanced communication and coordination between the cities and rural areas within the county. By fostering a cohesive approach, the Board can enable the sharing of successful strategies, proactively highlight potential pitfalls in tackling this complex issue, and ultimately promote more effective and unified solutions across Yolo County.
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Findings & Recommendations
4 findings
F1:
Davis Senior High School, and Cesar Chavez and North Davis Elementary Schools have open access to the public through adjacent parks.
F2:
Teachers frequently leave their classroom doors unlocked during school hours.
F3:
Trail cameras do not provide instant communication about intruders.
F4:
DJUSD allocated $3 million dollars for fencing in 2023 but no fencing has been installed (Fencing Projects - DJUSD). -25 18 Davis Joint Unified School District (DJUSD) School Safety Implementation
Additional Recommendations
3
Not linked to specific findings.
R1:
Install instant communication cameras placed across the open access areas as well as on school grounds.
R2:
Make it a priority for teachers to limit traffic and keep classroom doors locked whenever possible.
R3:
Begin the campus fencing project.
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Findings & Recommendations
12 findings
F1:
Despite being well past the midpoint of the 2023-2026 Yolo County Plan to Address Homelessness, there is a demonstrable lack of effectiveness in significantly reducing the number of individuals experiencing homelessness. This suggests fundamental challenges within the current strategic framework or its implementation. Furthermore, a critical gap exists in proactive leadership and consistent guidance from both County and City officials. This absence hinders effective communication, meaningful involvement, and the development of crucial partnerships with the business community. Businesses are directly impacted by issues related to homelessness, yet they are often not integrated into the collaborative process of finding sustainable solutions. This lack of unified direction and engagement impedes the development of comprehensive and impactful strategies across the county.
Related Recommendations (1)
R5:
The Yolo County Board of Supervisors should consider taking a more active and collaborative leadership role in addressing homelessness countywide. This would involve providing dedicated funding, clear strategic guidance, and facilitating enhanced communication and coordination between the cities and rural areas within the county. By fostering a cohesive approach, the Board can enable the sharing of successful strategies, proactively highlight potential pitfalls in tackling this complex issue, and ultimately promote more effective and unified solutions across Yolo County.
F2:
A significant impediment to effectively addressing homelessness in Yolo County is the apparent lack of robust coordination and collaboration between the county's incorporated cities. While each city operates with its own distinct funding mechanisms and organizational structures for addressing homelessness, there is a recognized desire among them for overarching county oversight and a more unified strategic approach. Currently, the prevailing model appears to be one of independent shelters and initiatives, rather than a cohesive regional strategy to tackle the pervasive issue of homelessness that transcends city boundaries. Compounding this challenge is the absence of dedicated funding allocated at the Yolo County level specifically for homeless services, limiting the county's ability to provide essential resources, facilitate joint initiatives, and ensure equitable support across all jurisdictions.
Related Recommendations (1)
R2:
Yolo County needs to budget dedicated funds for homelessness services to significantly improve coordination, communication, and the collaborative development of initiatives between existing programs. This funding should prioritize streamlining service delivery and fostering innovation to more effectively address homelessness.
F3:
The City of Woodland's strategy for addressing individuals experiencing homelessness who are unwilling to accept placement in traditional shelters remains vaguely defined. This lack of clarity creates uncertainty regarding outreach efforts and alternative solutions for those who may not be suitable for or willing to utilize congregate shelter settings. Moreover, Woodland currently lacks a clear and consistently enforced process for managing where individuals experiencing homelessness can establish encampments. This absence of defined guidelines can lead to community concerns, public health issues, and perpetuate instability for the individuals themselves.
F4:
Inaccuracies inherent in the Point-in-Time (PIT) count methodology result in an underestimation of the true number of individuals experiencing homelessness within Yolo County. Consequently, an unknown but likely significant portion of the homeless population is not being accurately identified, leading to a failure in connecting them with much-needed services and support. The most recent PIT count in 2024 revealed a concerning 26.3% increase in homelessness in Yolo County since the 2022 count, representing an additional 196 individuals. This substantial increase underscores the urgency of improving data collection methods to ensure a more accurate understanding of the scope of the crisis and to effectively target resources.
F5:
The City of West Sacramento has demonstrated a proactive approach to expanding housing options for vulnerable populations through strategic investments in motels, facilitated by the passage of a dedicated sales tax. This model involves providing loans to developers and actively partnering with non-profit organizations to deliver essential supportive services within these housing facilities. This integrated approach highlights a commitment to creating tangible housing solutions. In stark contrast, Yolo County has faced significant challenges in identifying and implementing actionable housing solutions, largely due to the pervasive issue of NIMBYism ("Not In My Backyard"). This resistance acts as a substantial barrier, limiting the availability of suitable locations for developing homeless projects that are both equitably distributed and do not unduly impact existing residential or commercial areas. This inaction underscores the need for proactive community engagement and innovative strategies to overcome local opposition.
F6:
The current definition and cost structure of "affordable housing" often remain inaccessible to the majority of individuals and families experiencing homelessness. While intended to provide a pathway to stability, the actual rental rates and associated costs of many affordable housing units are still beyond the financial reach of those with little to no income, highlighting a critical disconnect between the available housing stock and the economic realities of the homeless population. This necessitates exploring alternative housing models and deeper subsidy options to truly address the housing needs of this vulnerable group.
F7:
The Fourth and Hope facility, a key resource for individuals experiencing homelessness in the Woodland area, faces significant challenges related to transportation access for its residents. Currently, adequate transportation options to connect residents with essential services, employment opportunities, and the broader community are lacking. Addressing this deficit would require a reallocation of existing funds, potentially impacting other vital programs. This highlights the need for a comprehensive assessment of transportation needs and the exploration of dedicated funding sources to ensure reliable access for residents of this crucial facility.
F8:
A persistent shortage of adequately trained and supported employees at the Fourth & Hope site is negatively impacting its effectiveness as a resource for individuals experiencing homelessness. These staffing limitations can lead to reduced service capacity, compromised safety, and a less supportive environment, ultimately deterring individuals in need from seeking or remaining at the facility. Addressing these shortages through improved recruitment strategies, competitive compensation, enhanced training, and adequate funding is crucial to ensuring the site can effectively serve its intended purpose.
F9:
The existing shortage of mental health professionals within Yolo County significantly exacerbates the complex challenges of providing adequate mental health services to residents, particularly those experiencing homelessness. Staffing shortages within the mental health system are attributed to factors such as stringent training requirements and insufficient funding. Furthermore, recent legislative changes appear to have had a limited positive impact on increasing access to mental health care. The intersection of homelessness and mental health is critical, and addressing the systemic gaps in mental health service provision is essential for effectively supporting the well-being and long-term stability of individuals experiencing homelessness.
Related Recommendations (1)
R4:
Yolo County should establish a dedicated and mobile Mental Health Outreach Team specifically trained to engage with and provide services to homeless individuals. This team would be responsible for actively seeking out individuals in need, conducting mental health assessments, providing immediate support and crisis intervention, and facilitating connections to ongoing mental health care and other essential resources.
F10:
Cities within Yolo County possess numerous parking lots, many of which are currently unused or significantly underutilized, particularly during nighttime hours and potentially even during the day. Despite this readily available infrastructure, there has been a lack of proactive exploration into the feasibility of utilizing these spaces for initiatives such as safe parking programs. Implementing safe parking, whether on a part-time (nightly) or even full- time basis, presents a tangible opportunity to alleviate the stress and safety concerns endured by individuals experiencing homelessness who are living in their vehicles and struggling to find safe and legal parking options. This could also contribute to reducing homeless vehicle presence in residential and commercial areas, addressing community concerns.
Related Recommendations (1)
R3:
Yolo County needs to proactively research and assist existing homelessness service providers in identifying appropriate and accessible locations for their services. This includes actively exploring and establishing well-managed "safe parking" sites, along with developing clear operational guidelines and providing consistent oversight to ensure the safety and well-being of participants and the surrounding community.
F11:
Communities across Yolo County are expressing growing frustration and discontent over the perceived lack of tangible progress in addressing homelessness. A significant concern driving this dissatisfaction is the urgent need for accessible and comprehensive mental health facilities and services within the county. Residents recognize the critical and often intertwined nature of homelessness and mental health challenges, observing that a lack of adequate support acts as a major barrier to housing stability and overall well-being. This desire extends beyond basic facilities, with communities advocating for a range of services, including crisis stabilization units, sobering centers, residential treatment programs, and robust outpatient care options. The absence of these resources is viewed as a major impediment to breaking the cycle of homelessness and fostering healthier, safer communities. This underscores the pressing need for county leadership to prioritize the development and funding of a comprehensive mental health infrastructure as an integral component of its strategy to effectively address homelessness.
F12:
The multifaceted challenge of homelessness presents a significant and intricate problem that inevitably confronts every community. The growing allocation of taxpayer money to support essential services for unhoused individuals can place a considerable strain on a community's financial stability and its collective sense of compassion, requiring an increasing commitment of valuable resources to this crucial endeavor. Ultimately, it falls under the purview of county and local governmental bodies to diligently manage and monitor this critical humanitarian situation with the aim of achieving a substantial reduction in homelessness, with the aspirational goal of its near elimination in the future.
Additional Recommendations
1
Not linked to specific findings.
R1:
The Yolo County Grand Jury believes that future juries should strongly consider conducting a yearly investigation into the issue of homelessness. This would voluntarily mirror the existing obligation for annual Grand Jury reporting on aspects of Yolo County Detention Facilities, ensuring that the critical issue of homelessness receives consistent and thorough attention. These important investigations should aim to assess the current state of homelessness, evaluate the efficacy of existing programs, and recommend actionable strategies for improvement.
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Findings & Recommendations
4 findings
F1:
Davis Senior High School, and Cesar Chavez and North Davis Elementary Schools have open access to the public through adjacent parks.
F2:
Teachers frequently leave their classroom doors unlocked during school hours.
F3:
Trail cameras do not provide instant communication about intruders.
F4:
DJUSD allocated $3 million dollars for fencing in 2023 but no fencing has been installed (Fencing Projects - DJUSD).
Additional Recommendations
3
Not linked to specific findings.
R1:
Install instant communication cameras placed across the open access areas as well as on school grounds.
R2:
Make it a priority for teachers to limit traffic and keep classroom doors locked whenever possible.
R3:
Begin the campus fencing project.
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Findings & Recommendations
5 findings
F1:
Yolo County Animal Service’s volunteer sign-up process is confusing and not helpful. • The sign-up link is hard to find on the website. • The form is labeled “Application Form – Yolo County Animal Services,” but does not mention much about what the volunteering opportunities entail. The form lists the potential tasks a volunteer could do, but the information buttons have little information. It mentions a "Personal History Statement" and a background check, which might cause lack of interest to follow through with the application, or may be confusing to applicants. • The YCAS website states there are “multiple volunteer opportunities,” but they are not displayed on the YCAS calendar. • Once the form is submitted, there is rarely a confirmation email sent to the applicant and inadequate follow-up on the application. • Volunteer projects are not listed on the website such as doing laundry, washing dishes, or helping at adoption events. • Emails and phone calls to the shelter were not answered or returned. • A Facebook message was sent to YCAS (after no contact from the shelter), which also received no response.
Related Recommendations (1)
R5:
The City should consider extending the grant program or identifying alternative funding sources to support long-term sustainability. (Relates to F1, F3)
F2:
A robust model for a volunteer program can be found at Front Street Animal Shelter in Sacramento County (See Appendix B). Some elements of their program are comprised of the following: • The website has a clearly labeled volunteer page with easy instructions. • People can sign up using an online volunteer system that lets them pick jobs, get training, and track hours. • Orientation classes are required and occur often, so people don’t have to wait long. • There are many jobs to choose from. For instance, walking dogs, helping with cats, laundry, paperwork, and more. • Teens aged 12–15 can volunteer with an adult, and teens 16+ can help on their own. • The shelter stays in touch with volunteers and explains everything clearly. • Volunteers get a handbook that talks about safety, teamwork, and respect. • It’s easy to contact the volunteer coordinator if there are questions.
F3:
At Yolo County Animal Services, there are no training manuals, nor do the volunteers receive any type of safety training. There is lack of a process to inform the volunteers about the aggressive behaviors of the dogs or their medical conditions. This is essential for the safety of the volunteers, potential fosters, and adoption families. The Grand Jury found a safety program currently in use at Front Street Animal Shelter in the City of Sacramento. They have an official Volunteer Handbook that includes safety expectations and guidelines. (See Appendix C).
Related Recommendations (1)
R5:
The City should consider extending the grant program or identifying alternative funding sources to support long-term sustainability. (Relates to F1, F3)
F4:
The current oversight mechanisms are insufficient to ensure ongoing compliance and safety.
Related Recommendations (1)
R4:
The City should establish a mid-year compliance review in addition to the annual review of parklet permits. (Relates to F4)
F5:
Public feedback about reduced parking has not been formally addressed in city planning discussions.
Additional Recommendations
3
Not linked to specific findings.
R1:
Yolo County Animal Services should immediately fix the volunteer sign-up process to make it easier, more welcoming, and to recruit more help for the shelter. It is further advised that someone at the shelter should be in charge (supervisor or manager) that can work with the online systems for better organization and scheduling for the volunteers. The Grand Jury recommends that Yolo County Animal Services: • Make a clear and easy-to-find “Volunteer” section on their website. • Change the online form to request information about volunteering and remove ambiguous or unclear language. • Make sure all volunteer jobs listed on the website are also shown in the sign-up process and calendar. • Send confirmation emails immediately when people sign up and follow up if needed, and/or setup an automation process to respond to applicants. Include some orientations after work hours and on Saturdays or Sundays to accommodate working people who want to volunteer. • Offer orientation sessions more often so people don’t have to wait months. • Reply to emails, phone calls, and social media messages quickly. • Check and update the website regularly to make sure it’s correct. • Welcome feedback from staff and volunteers about the problems they face day-to-day.
R2:
Yolo County Animal Services should adopt a formal volunteer program. We compared the current program to the volunteer program at Sacramento County’s Front Street Animal Shelter, which is simple, organized, and welcoming (See Appendix B). To make their program better, Yolo County Animal Services should consider tailoring their recruitment program in the following ways: • Use an online system to manage sign-ups, schedules, and training. • Hold orientation sessions more often and clearly explain the steps to start volunteering. • List all volunteer jobs and make it easy to see what’s available. • YCAS has a few high school students helping at the shelter, but the volunteer program should be expanded for a greater opportunity for students and the shelter. • Write a volunteer handbook and make sure someone is available to answer volunteer questions.
R3:
The Grand Jury recommends that Yolo County Animal Services adopt a set of safety standards for the volunteers that should include the following: • A safety manual designed for shelter animal handlers which includes volunteers and staff members. • A training program should be required before volunteers begin working at the shelter. • Animals that are stressed or displaying aggressive behavior should be labeled so volunteers are aware of any potential dangers before handling the animal or showing them to the public. • Training on how to identify signs of aggression- fear, anxiety, and stress. • Training on how to properly restrain a dog. • Training on how to safely use restraining devices such as leashes, harness, and muzzles. • Volunteers and the public should be notified of any animal being drugged for anxiety, even if a small amount, and every time they take the animal out of the kennel. • Training on how to safely maneuver dogs inside and outside of the facility. • Maintain current statistics related to safety and accidents. COMMENDATION There have been some structural updates to the shelter buildings such as a new HVAC system, and the addition of veterinary services superior to what was there before. Spay and neuters are done timely, and adoption parents do not need to return to the shelter for these services. The shelter was selected to participate in a “Clinic in a Can” program and $337,000 of grant funding has been approved to pilot this program for low cost spay and neuter services. The program will include a surgery suite, recovery pad, wet table, exhaust fan, and electrical repairs. The Grand Jury understands that the shelter is overwhelmed and understaffed, and we are thankful to all who contribute to the well-being of the animals at the shelter.
Findings & Recommendations
2 findings
F4:
The current oversight mechanisms are insufficient to ensure ongoing compliance and safety.
Related Recommendations (2)
R1:
The City of Woodland should standardize design and safety requirements for all parklets and conduct regular inspections. (Relates to F2, F4)
R4:
The City should establish a mid-year compliance review in addition to the annual review of parklet permits. (Relates to F4)
F5:
Public feedback about reduced parking has not been formally addressed in city planning discussions.
Related Recommendations (1)
R3:
The City Council should consider conducting a public parking impact assessment before renewing or expanding the parklet program. (Relates to F5)
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Findings & Recommendations
8 findings
F1:
Correctional officer hiring and staffing is a serious challenge for MDF.
F2:
The MDF should have 120 officers; at the time of inspection, they had 98. At a follow-up meeting in May 2025, they had 94 Correctional Officers due to a handful of recent retirements.
F3:
Due to the staffing shortage, there is a lot of forced overtime.
F4:
Understaffing at the MDF is creating the need to release inmates because the jail has reached capacity. Per MDF leadership, in 2024, a total of 18 individuals were released under the consent decree. The individuals released were in different stages of their court proceedings or serving time when released. The individuals released were determined to be the most suitable for release based on the consent decree criteria. (Re: Yolo County Jail NA (E.D. Cal.) | Civil Rights Litigation Clearinghouse)
F5:
Applying for the correctional officer position is a long process. Some applicants have accepted a job elsewhere due to the length of time it takes to get through the application process, and if in corrections, they may take a similar job with higher pay in neighboring counties.
Related Recommendations (1)
R1:
• While the Yolo County application process for correctional officers has recently been updated and streamlined, the 2024-25 Grand Jury suggests finding more ways to speed up the process, including but not limited to, offering the written exam more frequently than every six weeks. • Utilizing eSoph for more background searches and tasks could be another potential way to speed up the hiring process. • If candidates apply for a correctional officer position at other California agencies that use eSoph, consider sharing the background data to avoid replicating the search for the same data.
F6:
The pay scale for the Yolo County correctional officer is lower compared to other adjacent counties.
Related Recommendations (1)
R1:
• While the Yolo County application process for correctional officers has recently been updated and streamlined, the 2024-25 Grand Jury suggests finding more ways to speed up the process, including but not limited to, offering the written exam more frequently than every six weeks. • Utilizing eSoph for more background searches and tasks could be another potential way to speed up the hiring process. • If candidates apply for a correctional officer position at other California agencies that use eSoph, consider sharing the background data to avoid replicating the search for the same data.
F8:
According to MDF Command staff, approximately 10% of applicants pass the background check.
Related Recommendations (1)
R1:
• While the Yolo County application process for correctional officers has recently been updated and streamlined, the 2024-25 Grand Jury suggests finding more ways to speed up the process, including but not limited to, offering the written exam more frequently than every six weeks. • Utilizing eSoph for more background searches and tasks could be another potential way to speed up the hiring process. • If candidates apply for a correctional officer position at other California agencies that use eSoph, consider sharing the background data to avoid replicating the search for the same data.
F9:
The 2024-25 Yolo County Grand Jury received two complaints about female inmates being released in the middle of the night, or early hours of the morning, when public transportation is not available. Recommendations:
Related Recommendations (1)
R2:
• The Grand Jury recommends that there are some safeguards put in place for releases that occur during the middle of the night or early morning when no public transportation is available, such as establishing a network of community volunteers who are willing to be on call to assist the individual with transportation to their destination. • Additionally, the Grand Jury suggests establishing a safe place for releasees to wait inside or outside the MDF, especially when the release occurs in the middle of the night or early morning and when public transportation is not available. REQUIRED RESPONSES Pursuant to Penal Code sections 933 and 933.05, the Grand Jury requests responses for the following Findings and Recommendations within 90 days: • Yolo County Board of Supervisors F-1 through F-9 and R-1 and R-2 • Yolo County Sheriff’s Office F-1 through F-9 and R-1 and R-2 COMMENDATIONS Monroe Detention Facility: The facility is clean and orderly, and the care of the incarcerated persons appears humane and thoughtful. MDF staff is doing a good job despite the staffing challenges. The Grand Jury found that the programs director is passionate about his role and works tirelessly to provide incarcerated persons access to education and enrichment. The food the Grand Jury sampled was great. This is also the opinion of the incarcerated persons the Grand Jury talked to. The Yolo County recruitment website for correctional officers - https://joinycso.com/correctional- officer/ - is vibrant and informative. Updates made to the recruitment and hiring process of MDF correctional officers since the initial December 9, 2024, jail tour are commendable and will hopefully result in a quicker turnaround of qualified correctional officers going forward. Juvenile Detention Center: A commendation for the excellent educational opportunities that are provided – both high school and college curriculum. Grand Jury members learned that some of the wards are graduating from high school and college. The JDC staffing levels are good, especially with the low number of wards.
Findings & Recommendations
5 findings
F1:
The parklet program has provided meaningful economic support to participating businesses on Main Street.
Related Recommendations (1)
R5:
The City should consider extending the grant program or identifying alternative funding sources to support long-term sustainability. (Relates to F1, F3) COMMENDATION The City of Woodland is to be commended for launching an innovative program that helped local businesses remain open and thrive during challenging economic times.
F2:
The lack of uniform design and safety standards among parklets poses potential liability risks and detracts from downtown aesthetics.
Related Recommendations (1)
R1:
The City of Woodland should standardize design and safety requirements for all parklets and conduct regular inspections. (Relates to F2, F4)
F3:
Smaller and less-resourced businesses may struggle to access grant funding or comply with application requirements.
Related Recommendations (2)
R2:
The City should streamline the grant application process and offer technical assistance to ensure equitable access for all small businesses. (Relates to F3)
R5:
The City should consider extending the grant program or identifying alternative funding sources to support long-term sustainability. (Relates to F1, F3) COMMENDATION The City of Woodland is to be commended for launching an innovative program that helped local businesses remain open and thrive during challenging economic times.
F4:
The current oversight mechanisms are insufficient to ensure ongoing compliance and safety.
Related Recommendations (2)
R1:
The City of Woodland should standardize design and safety requirements for all parklets and conduct regular inspections. (Relates to F2, F4)
R4:
The City should establish a mid-year compliance review in addition to the annual review of parklet permits. (Relates to F4)
F5:
Public feedback about reduced parking has not been formally addressed in city planning discussions.
Related Recommendations (1)
R3:
The City Council should consider conducting a public parking impact assessment before renewing or expanding the parklet program. (Relates to F5)
Findings & Recommendations
3 findings
F1:
The parklet program has provided meaningful economic support to participating businesses
F2:
The lack of uniform design and safety standards among parklets poses potential liability
F3:
Smaller and less-resourced businesses may struggle to access grant funding or comply with
Additional Recommendations
3
Not linked to specific findings.
R3:
Yolo County needs to proactively research and assist existing homelessness service providers
R4:
Yolo County should establish a dedicated and mobile Mental Health Outreach Team
R5:
The Yolo County Board of Supervisors should consider taking a more active and
Findings and recommendations not yet extracted.
Findings & Recommendations
12 findings
F1:
Despite being well past the midpoint of the 2023-2026 Yolo County Plan to Address
F2:
A significant impediment to effectively addressing homelessness in Yolo County is the
F3:
The City of Woodland's strategy for addressing individuals experiencing homelessness who
F4:
Inaccuracies inherent in the Point-in-Time (PIT) count methodology result in an
F5:
The City of West Sacramento has demonstrated a proactive approach to expanding housing
F6:
The current definition and cost structure of "affordable housing" often remain inaccessible
F7:
The Fourth and Hope facility, a key resource for individuals experiencing homelessness in the
F8:
A persistent shortage of adequately trained and supported employees at the Fourth & Hope
F9:
The existing shortage of mental health professionals within Yolo County significantly
F10:
Cities within Yolo County possess numerous parking lots, many of which are currently
F11:
Communities across Yolo County are expressing growing frustration and discontent over
F12:
The multifaceted challenge of homelessness presents a significant and intricate problem
Additional Recommendations
2
Not linked to specific findings.
R1:
The Yolo County Grand Jury believes that future juries should strongly consider conducting
R2:
Yolo County needs to budget dedicated funds for homelessness services to significantly
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Findings and recommendations not yet extracted.
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Findings & Recommendations
2 findings
F4:
The current oversight mechanisms are insufficient to ensure ongoing compliance and
F5:
Public feedback about reduced parking has not been formally addressed in city planning
Additional Recommendations
5
Not linked to specific findings.
R1:
The City of Woodland should standardize design and safety requirements for all parklets
R2:
The City should streamline the grant application process and offer technical assistance to
R3:
The City Council should consider conducting a public parking impact assessment before
R4:
The City should establish a mid-year compliance review in addition to the annual review of
R5:
The City should consider extending the grant program or identifying alternative funding
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Findings and recommendations not yet extracted.