June 14, 2022
Tom Wiley, Foreperson
Monterey County Civil Grand Jury
240 Church Street
Salinas, California 93901
Re: City of Salinas’s Responses to Monterey County Civil Grand Jury Final Report:
“Your Response to Past Monterey County Civil Grand Jury Reports (2012, 2013, 2017, 2020) Dear Mr. Wiley:
This letter is the City of Salinas’s response to your letter dated April 7, 2022, regarding the City of Salinas’s past responses to Monterey County Civil Grand Jury Reports from 2012, 2013, 2017, and 2020. Please note that the City did not receive your letter until May 12, 2022 and therefore could not provide a response within the thirty (30) day period requested in your letter.
I would first like to thank the members of the Civil Grand Jury for their time and effort taken to assist us in improving our ability to provide services to our community. In this Report, the Civil Grand Jury noted categories within five (5) previous Final Reports which the Civil Grand Jury has found did not comply with the requirements of California Penal Code section 933.05. Each of those categories (and the specific Recommendations and Findings identified in your letter) is separately listed below, followed by the City’s responses.
Salinas Valley Solid Waste Authority (2012)
“(R-5,6) Revisit Madison Lane Transfer site as an alternative to SSTS. Need to verify results.” “(R-5,6) Create advisory committee to recommend closures of SSTS and utilizing facility in place already, Madison Lane Transfer Station. Need to verify advisory committee formed. Ten years later, it is still awaiting closure of SSTS!” City’s Response
The Salinas Valley Solid Waste Authority has been looking to move the Salinas Transfer Station Sun Street Site to another location, for many years. The examination of alternative sites has been handled by the Authority’s Public Board of which, many regional elected public officials are assigned. At the end of 2018, the Madison Lane site was purchased by Republic Services, from the previous owner, Waste Management. In the Fall of 2021, the SVSWA Board, the City of Salinas and Salinas’ Franchise waste carrier, Republic Services, entered into various agreements to make the move to Madison Lane a reality in the summer of 2022. We are still on track to make this happen, which will subsequently close the Salinas Transfer Station on Sun Street. We remain very hopeful that this will all occur by September 2022.
Overview of the Salinas Police Department (2013)
“Finding #4: The number of sworn officers in relation to the Salinas population is insufficient.” “R-3: it should be a priority or the City of Salinas to increase the number of sworn officers. Had 187 officers in 2008, down to 139 officers in 2013.
Response to R-3: City agreed; to timeline specified.
Further Action Required: Yes; Send inquiry to Salinas City Council requesting an update on progress in hiring additional sworn officers since 2014. Google Search shows 177 sworn officers in 2022).” City’s Response
The City of Salinas continues to focus on the recruitment and hiring of sworn officers, but like other law enforcement agencies we continue to face challenges. A 2019 survey conducted by the Police Executive Research Forum (PERF) reveals that 86 percent of police agencies report a police officer shortage, and over three out of four of these agencies claim the situation has not improved over the last five years. Another PERF survey from early 2021 revealed little progress: across agencies of all sizes, the typical hiring rate fell by five percent while resignation and retirement rates increased by 18 percent and 45 percent, respectively.
As of today, the Salinas Police Department has 139 officers, the same number we had in 2013. The table below indicates the number of sworn police officers employed as of January 1st of each year.
Employed (as of January 1st)
2015
2016
2017
2018
2019
2020
2021
2022
Sworn
No data
140
142
150
154
152
154
143
Since 2014, the number of funded sworn positions has decreased as indicated in the table below. During FY 2021-22, eleven previously frozen sworn positions were permanently eliminated, and for FY 2022-23, two sworn positions are being converted to civilian positions.
Positions (as of July 1st)
2015
2016
2017
2018
2019
2020
2021
2022
Allocated Positions
174
174
174
174
174
174
174
161
Frozen Positions
0 0
0 12
12 12
15 4
Funded Positions (can be hired)
174
174
174
162
162
162
159
157
Between January 2014 and May 2022, the City of Salinas received 2,603 applications for sworn police officer positions. The applications were for both lateral Police Officers and Police Recruits. Below is the data showing the number of officer positions hired during each calendar year, as well as statistics regarding the numbers of background checks initiated that did not result in hiring.
Recruitment (Jan 1st – Dec 31st)
2015
2016
2017
2018
2019
2020
2021
2022
Hired (Officers and Recruits)
22 25
26 23
14 13
9 3
Backgrounds Initiated (Not hired)
88 89
103
94 41
30 29
7 In an effort to fill open positions and recruit additional officers, from December 2017 to December 2021 the Salinas Police Department had a dedicated Recruitment Officer. However, at present time, given current staffing levels, we are no longer able to dedicate a sworn staff to this function.
Animal Control in Monterey County (2017)
“The City of Salinas agreed to the recommendations:
R-1: installs a sign on the Northeast side of Hitchcock Road an appropriate distance from the intersection with the shelter access road.
R-2: City and County staff develop a single statement of purpose.
R-4: Reduce the scope of currently assigned duties of Police Services Administrator.
R-5: Part of Pilot Project, staffing levels at both facilities be reviewed.
R-6: Allow staff from either City or County facilities to compete in promotional examinations for vacancies at either shelter.
R-7: City and County staff levels are procedures be reviewed (sic).
R-8: Contact incorporated cities currently not under contract, determine animal shelter needs and if they can be met and if so, pursue contracts with each.
R-13: A copy of both five and eight month written reports be provided to the Monterey County Civil Grand Jury as of the date of the release of these reports.
R-14: Invite other incorporated cities to join in developing a JPA so that a separate legal entity could be established to provide animal control services to all jurisdictions within the County after receiving the MOA and Pilot Project results.
MCCGJ awaiting implementation status.”
City’s Response
With regard to the original 2017 Monterey County – City of Salinas Pilot program on providing joint animal control, the following update is respectfully submitted to the Civil Grand Jury.
The original Memorandum of Agreement regarding Animal Control Services was amended three times, April 2, 2019, February 25, 2020 and July 1, 2021, in order to continue our efforts to formalize joint services. As it did in all work and life settings, the COVID-19 Pandemic has slowed the sought-after consolidation process in many ways for more than two years. All operations are presently consolidated into only one shelter, the County’s on Hitchcock Road. Joint efforts continue as we work on many important issues, including working with incumbent employees throughout the process, and identifying the best way forward for the County, Salinas, and any other County jurisdiction who wants to discuss joint service. Presently, a new Agreement is in place for the entirety of 2022, as the parties continue to discuss the best appropriate form of a Joint Powers Agreement. It is anticipated that the County and City will be the initial parties, however, other agencies will be welcome to join. Finally, it should be noted that the County’s Animal Services Administrator position currently manages the consolidated operation and works with City of Salinas Administrative staff in Police, Human Resources and Administration in working through any issues or concerns with the few remaining staff members from the City operation.
WHO’s in CHARGE—Stepping Up on Homelessness & Responses (2017) “R1 Elected County and City officials should provide government leadership to address homelessness. Ultimately, implementation of this recommendation will require further analysis and depend on the CoC and Leadership Council for implementation.
R3 County and Cities enter a binding, enforceable agreement, such as MOA, to secure commitment to the plan and ensure responsibilities of each jurisdiction. Not implemented but would first require an update to the 10-year regional plan.
R5 There should be a clear distinction between governance of the COC-as an integral part of the broader strategic plan—and the leadership body charged with implementing a regional strategic plan to end homelessness. The City of Salinas responded with this recommendation, which requires further analysis.
R7 The newly created regional leadership body (CoC Leadership Council) should update and implement a regional strategics plan to end homelessness by defining its purpose, goals, and assessments to measure and track progress. The City of Salinas stated this recommendation has not yet been implemented. The City was willing to fund its consultant, UI, to collaborate with the CoC and update regional strategic plans…and working more carefully with CHSP on measuring and tracking progress.
R1, R3, R5, R7 No implementation found.”
City’s Response
R1: Elected County and City officials should provide government leadership to address homelessness.
Response: The Leadership Council was significantly restructured in 2017 to establish member seats for elected officials. Category 1 was established to ensure key representation from County and City elected officials. The Monterey County of Mayors selected four members to sit on the Leadership Council. One of these seats is reserved for the City of Salinas. Prior to his passing, Mayor Gunter actively participated on the Leadership Council. Now, Mayor Craig represents Salinas on the Leadership Council. City staff regularly brief the Mayor and when appropriate, the Housing and Land Use Committee of City Council, on activities around homelessness. Our Mayor and Councilmembers regularly share best practices with other elected officials and when funding allows, we share resources to address homelessness at a regional level. The City has had two joint meetings with the County Board of Supervisors to implement a MOU for the development and operations of the SHARE Center (permanent, year-round shelter and navigation center) which opened in 2021.
R3: County and Cities enter a binding, enforceable agreement, such as MOA, to secure commitment to the plan and ensure responsibilities of each jurisdiction. Not implemented but would first require an update to the 10-year regional plan.
Response: The City and County entered into a Memorandum of Understanding (MOU) for the development and operation of a permanent shelter and navigation center in 2018. This MOU was updated in April 2021. The shelter known as the SHARE Center was opened in June 2021 and the City and County continue to jointly fund operations and outcomes related to exits to permanent housing. In the Fiscal Year 2022/2023 budget, the City/County anticipate contributing $1.675 million each toward operations and rapid rehousing funds. This year the City and County are working together on the next phase of MOU implementation to select an affordable housing developer to build affordable multiple family housing just in front of the SHARE Center. The RFQ for this project was released on May 6, 2022. The County has also entered into a contract with the City to continue to provide services through Project Roomkey, which provides motel rooms for medically frail unhoused persons.
In addition to these agreements with the County, the City allocated $50,000 to the Coalition for Homeless Services Providers (CHSP) to complete an update to the Lead Me Home Plan (LMHP). The update is essentially a 5-Year Action Plan to Reduce Homelessness and includes measurable housing outcomes. The Plan was completed at the end of June 2021 and subsequently adopted by the County Board of Supervisors in November 2021. The City Council formally accepted this strategic planning document on February 1, 2022, and staff is now working toward implementation. Multiple cities have also adopted/accepted this plan and have committed resources to plan implementation. Although there is not necessarily a binding MOA, multiple jurisdictions are using the LMHP to inform their work and coordinating activities around the plan.
R5: There should be a clear distinction between governance of the COC-as an integral part of the broader strategic plan—and the leadership body charged with implementing a regional strategic plan to end homelessness. The City of Salinas responded with this recommendation, which requires further analysis.
Response: At the time of the City’s response, the Leadership Council (LC) had been significantly restructured and it was unclear the role of the LC as it relates to the Continuum of Care (CoC). Now, the City understands that the Leadership Council (LC) is the governing body of Monterey and San Benito Counties’ Continuum of Care and is responsible for the oversight and execution of the Lead Me Home Plan. All funding decisions are made by the LC. The City administers both the regional Emergency Solutions Grant (ESG) and California Emergency Solutions and Housing Program (CESH) and presents funding recommendations to the LC for approval. It is appropriate that the CHSP continues to serve as the Administrative Entity for the Continuum of Care and that the LC remains as the Governing Body.
R7: The newly created regional leadership body (CoC Leadership Council) should update and implement a regional strategics plan to end homelessness by defining its purpose, goals, and assessments to measure and track progress.
Response: This recommendation has been fully implemented. In 2019, the City collaborated with the County Health Department and CHSP on an update to the 2011 Lead Me Home Plan so that the region would be eligible to apply for No Place Like Home (NPLH) funding. The Health Department funded the update and Urban Initiatives was hired to complete it. The LMHP update had to be completed quickly to enable submission of ultimately successful applications for NPLH funding. Unfortunately, this did not allow much time for the type of engagement needed for regional “buy in” of the plan. As a result, the Leadership Council had decided to follow up with an update in 2020 with robust community engagement.
The Coalition of Homeless Services Providers (CHSP), the CoC coordinating agency, partnered with the County of Monterey Departments of Social Services and Health, County of San Benito Health and Human Services, and the City of Salinas to release an RFP to identify a consulting firm to assist with the coordination of this effort. The Coalition identified and hired Focus Strategies and signed a yearlong contract that went into effect March 2020. Originally anticipated to end in March 2021, the process has undergone several revisions to accommodate the pressures of a growing pandemic and concluded at the end of June 2021. The Leadership Council adopted the update of the LMHP in July 2021.
The updated LMHP builds upon and extends the vision articulated in the original 10-Year Plan. Key priorities for the Leadership Council in the Plan update were to ensure the LMHP is informed by local data, integrates input from local stakeholders, and is aligned with national best practices. The LMHP sets out the ambitious goal of reducing the total population of people experiencing homelessness in Monterey and San Benito Counties by 50% over five years (July 2021 to June 2026). Measurable performance targets have been established for each year of the plan, including targets for improvement in program performance as well as for creation of new housing inventory.
The City Council formally accepted this new update of the LMHP on February 1, 2022 and is using the document as a guide in directing funding and activities in the City around homelessness. For example, the City and County are using the targets in the LMHP to fund and monitor performance of the SHARE Center.
Lead Me Home Update – May 2019
https://chsp.org/wp-content/themes/chsp/img/Lead-Me-Home-Update-Final-Final-Draft_20190723_sf-edits.pdf Lead Me Home Update – July 2021
https://chsp.org/wp-content/themes/chsp/img/Monterey-and-San-Benito-Counties-5YP_LMH-Update_07232021.pdf Sexual Harassment Prevention (2020)
“Recommendations—3
R21 – By June 30, 2021, the city of Salinas should automate this six-month new supervisor training signal for AB 1825 training. The City’s HR Department should develop an automated HR noticing process that informs all newly hired or appointed supervisors of the six-month AG (sic) 1825 supervisor training requirement…The City responded the recommendation has not yet been implemented but will be implemented within the timeframe provided or sooner R22 – Will be implemented June 30, 2022
R23 – The City’s senior management should adopt a stronger emphasis on promoting individual city supervisor employee responsibility to complete required training, including 1825 supervisor training, in a timely manner. Will be implemented September 30, 2020 The MCCGJ is awaiting verification of implementation of R21 and R23. R22 was to be completed by June of 2022.” City’s Response
R21: By June 30, 2021, the city of Salinas should automate the six-month new supervisor training signal for AB 1825 training. The City’s HR Department should develop an automated HR noticing process that informs all newly hired or appointed supervisors of the six-month AB 1825 supervisor training requirement, and signals HR to (automated or manually) enter that training suspense in the New World ERP system.
This recommendation has not yet been implemented but will be implemented within the timeframe provided or sooner. City staff is currently exploring implementation in working with the City’s IT Division to address the automation process.
Update: The recommendation has been implemented. The City’s Human Resources staff incorporated a sexual harassment prevention training (SHPT) step into new employee intake process. SHPT is now an automatic additional step in the hiring or promotional process where new hires complete SHPT as part of their new hire intake and complete the training on the day their new hire paperwork is completed with Human Resources Staff or on their first day of work. This step ensures that the training is completed immediately. The completion of the training is then entered into the tracking system in New World Enterprise Resource Planning (ERP) system. Staff now reconcile training due dates for current employees, new hires, and promotions with the tracking system module on a monthly basis.
R22: By June 30, 2022, the city should continue to advance HR integration and automation of training processes and functions. This should include (1) automated notices of “ticklers” to supervisors on AB 1825 training deadlines, (2) integrating online training records with the New World ERP system, and (3) routinely creating global city reports of compliance that can provide HR and senior city leadership with a comprehensive snapshot of AB 1825 training compliance by city supervisory personnel.
This recommendation has not yet been fully implemented but will be implemented within the timeframe provided or sooner. City staff is currently working with the City’s IT Division to improve the automation process, so that online training is tracked automatically in the New World ERP system.
Update: The recommendation has not yet been implemented, but we expect will be implemented within the recommended timeframe. The City’s Human Resources Department explored the integration of Target Solutions and the City’s New World ERP System to allow automated noticing and concluded that the two systems are not compatible. Additionally, the New World System is no longer being enhanced and is only being maintained. The City is exploring supplementing the tracking system with a third-party solution as an alternative to our current processes and procedures and is further researching additional features of the Target Solutions platform.
R23: By September 30, 2020 the city’s senior management should adopt a stronger emphasis on promoting individual city supervisor employee responsibility to complete required training, including AB 1825 supervisor training, in a timely manner.
This recommendation has not yet been implemented but the City expects to implement a process by the Civil Grand Jury timeframe. The Human Resources Department is updating its new employee orientation and developing promotional orientation to include AB 1825 Sexual Harassment Prevention Training and will be reporting progress to the City Manager. The City plans to utilize online training recently offered by the Department of Fair Employment and Housing and continue utilizing Target Solutions training.
Update: The recommendation has been implemented. The City incorporated SHPT into new employee and promotional onboarding as an additional step and has updated job descriptions for supervisory classifications to include SHPT as a required certification within six (6) months of appointment and every two years thereafter. The City is continuing to use Target Solutions online training as the preferred method of training due to the system capabilities. The online training offered by the Department of Fair Employment and Housing does not provide a start and stop feature which requires participants to complete without any breaks in the training.
Thank You for the opportunity to respond to the Civil Grand Jury’s Report.
Respectfully submitted,
Kimbley Craig
Mayor
cc: City Manager
Assistant City Manager
City Attorney
Police Chief
Community Development Director
Human Resources Director
Public Works Director
Honorable Stephanie Hulsey, Judge, Monterey County Superior Court Tom Wiley, Foreperson
Re: City of Salinas’s Responses to Monterey County Civil Grand Jury June 14, 2022