Madera County Grand Jury
2015-2016
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 (7)
Findings and recommendations not yet extracted.
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Findings & Recommendations
3 findings
F2:
Because of an error on the Response Priority Decision Tree, neither the elder nor his caretaker was contacted in time to conduct an investigation of abuse before the elder died five days later. Response: Agree in part. DSS acknowledges that the Adult Protective Services ("APS") Intake Assessment Form, as completed in this case, contains notations indicating that a Level 1 response was needed. However, even if the Intake Assessment form had been completed correctly, the response would not have been immediate because neglect and financial abuse are 10-day response scenarios. Even so, as set forth in the Final Report, APS made contact with the subject elder on July 29, 2013 to make an appointment on August 1, 2013.
F3:
DEPARTMENT OF SOCIAL SERVICES COUNTY OF MADERA 700 E. YOSEMITE AVENUE I MADERA, CALIFORNIA 93638 P.O. Box 569 (559) 675-7841 PHONE 1(559) 675-7603 FAX KELLY WOODARD, Director An Equal Opportunity Employer August 19, 2016 1TOEIVED The Honorable Dale J. Blea 16 Presiding Judge of the Superior Court o3 Madera County Superior Court 200 South "G" Street COUNTY GrNU JUY; Madera, CA 93637 RE: Response to 2015-16 Madera County Grand Jury Complaint Regarding the Madera County Adult Protective Services, Department of Social Services, Final Report Dear Honorable Presiding Judge Blea: In accordance with California Penal Code § 933.05(a) and (b), this letter addresses all Findings and Recommendations in the above-referenced report which address subjects under the control of the Department of Social Services. A. Response to Grand Jury Findings i. On July 25, 2013, hospice contacted APS to investigate a case of suspected elder abuse involving a man dying of colon cancer. The formal procedure for filling out an SOC-341 indicated an immediate response was warranted under the conditions described. Response: Agree in part. DSS acknowledges that the Adult Protective Services ("APS") Intake Assessment Form, as completed in this case, contains notations indicating that a Level 1 response was needed. However, further assessment of the referral led DSS to the conclusion that the matter did not, in fact, warrant an immediate response. Even if the Intake Assessment form had been completed correctly, the response would not have been immediate because neglect and financial abuse are 10-day response scenarios.
F4:
A subsequent internal investigation conducted by APS confirmed that the failure to respond was due to an error in completing the Response Priority Decision Tree. Response: Agree in part. DSS agrees that there was an error in completing the Response Priority Decision Tree. However, even if the Intake Assessment form had been completed correctly, the response would not have been immediate response because neglect and financial abuse are 10- day response scenarios. B. Response to Grand Jury Recommendations 1. That APS review and revise their Intake Decision Process to eliminate the possibility of future Response Priority mistakes. Response: DSS agrees with this recommendation. a. DSS recognizes the need for clarification in regards to the "Adult Protective Services Intake Assessment" form, and has taken the steps recommended by the Grand Jury to revise the form and has trained the APS staff on the revised form. The revised form Adult Protective Services Intake Assessment (attachment 1), along with the revised Adult Protective Services Intake Procedure APS #01-16 (attachment 2) and an updated Dependent Adult Definition Chart- Abuse/Neglect by Another (attachment 3) were introduced to all Social Worker Staff in May 2016.
Additional Recommendations
1
Not linked to specific findings.
R1:
That APS review and revise their Intake Decision Process to eliminate the possibility of future Response Priority mistakes. Response: DSS agrees with this recommendation. a. DSS recognizes the need for clarification in regards to the "Adult Protective Services Intake Assessment" form, and has taken the steps recommended by the Grand Jury to revise the form and has trained the APS staff on the revised form. The revised form Adult Protective Services Intake Assessment (attachment 1), along with the revised Adult Protective Services Intake Procedure APS #01-16 (attachment 2) and an updated Dependent Adult Definition Chart- Abuse/Neglect by Another (attachment 3) were introduced to all Social Worker Staff in May
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Findings & Recommendations
12 findings
F1:
The MCAS facility is old, in disrepair, and inadequate to accommodate the needs of the county.
Related Recommendations (1)
R1:
The Madera County Board of Supervisors allocate funds to build a new Animal Shelter within three years.
F2:
Staffing levels at the facility are inadequate and the department is unable to deliver the services required by law.
Related Recommendations (1)
R2:
The Madera County Board of Supervisors increase the budget for the Department of Animal Services to reflect budgets of like facilities in like counties by the 2017-2018 budget year.
F3:
The MCAS budget is insufficient to allow the department to operate without relying on the support of volunteers and to be able to deliver the services required by law.
Related Recommendations (1)
R3:
The Madera County Board of Supervisors budget enough money so that the Department of Animal Services does not have to rely on donations from volunteers and volunteer organizations to function.
F4:
At the time of this investigation, the Board of Supervisors has not taken decisive action regarding recommendations of the 2013-2014 Grand Jury.
Related Recommendations (1)
R4:
The Madera County Board of Supervisors fund staff positions to a total of fifteen full-time employees at the Department of Animal Services now.
F5:
No organized, detailed, written policy/procedure for orientation of new hires was produced nor did present staff know of a formalized orientation program. 4
Related Recommendations (1)
R5:
The Madera County Board of Supervisors increase the salary of the Animal Services Department director commensurate with comparable positions in comparable counties by the 2017-2018 budget year.
F6:
No organized, detailed, written policy/procedure for orientation of volunteers and extra help staff was produced.
Related Recommendations (1)
R6:
The Madera County Board of Supervisors authorize the immediate installation of a shelter over the outside area used to wash equipment and bathe animals.
F7:
The Grand Jury could not substantiate that all full-time staff received an annual evaluation.
Related Recommendations (1)
R7:
The Director of Animal Services develop standardized orientation programs for full-time staff, extra help staff and volunteers.
F8:
The Grand Jury found that the Animal Shelter director was significantly underpaid compared to other similar counties.
Related Recommendations (1)
R8:
The Director of Animal Services ensure all full-time employees receive annual evaluations per Madera County policy.
F9:
Pet owners experienced difficulties in complying with the Animal Shelters’ policies/procedures regarding showing proof of ownership (photograph) and/or having the monies to pay for redemption/adoption in full at the time of redemption.
Related Recommendations (1)
R9:
The Director of Animal Services review, revise, and update a policy and procedures manual specific to the department. The manual needs to be dated. 5
F10:
Euthanasia is mainly performed due to limited space at the facility. Euthanasia may be performed on a sick, injured, or vicious animal. Unclaimed pets may be euthanized.
Related Recommendations (1)
R10:
The Director of Animal Services with approval from the Board of Supervisors institute a method of assisting animal owners in the redemption of their pets when payment in full at the time of redemption is a hardship. A payment plan or community service in lieu of monetary payments should be considered.
F11:
The Board of Supervisors specifically respond to these recommendations and not just reference responses that may be submitted by the director of the department.
Related Recommendations (1)
R11:
The Board of Supervisors specifically respond to these recommendations and not just reference responses that may be submitted by the director of the department.
F12:
The Board of Supervisors identify a specific date for implementing recommendations they endorse and not state “in the future” or some such vague time frame. Commendations: The Madera County Grand Jury Commends:
Related Recommendations (1)
R12:
The Board of Supervisors identify a specific date for implementing recommendations they endorse and not state “in the future” or some such vague time frame. Commendations: The Madera County Grand Jury Commends:
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Findings & Recommendations
4 findings
F1:
On July 25, 2013, hospice contacted APS to investigate a case of suspected elder abuse involving a man dying of colon cancer. The formal procedure for filling out an SOC-341 indicated an immediate response was warranted under the conditions described.
F2:
Because of an error on the Response Priority Decision Tree, neither the elder nor his caretaker was contacted in time to conduct an investigation of abuse before the elder died five days later.
F3:
Hospice clearly stated the danger to the abused elder in their initial contact with APS on July 25, 2013. APS was again contacted by hospice on July 26, 2013 and July 29, 2013 to emphasize their concerns.
F4:
A subsequent internal investigation conducted by APS confirmed that the failure to respond was due to an error in completing the Response Priority Decision Tree.
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Findings & Recommendations
10 findings
F1:
The CIO will maintain a close relationship with the Chief Administrative Officer (CAO) for administrative functions and will report to the Board of Supervisors as IT department head and CIO. For the CIO's job description see Attachment 'A'.
F2:
The IT Department has requested and obtained permission to start an external network security audit. This audit is expected to provide the County with the information necessary to greatly enhance Madera County's network security.
F3:
There is no dedicated analyst for oversight of network security.
F4:
In an effort to control and maintain computer and software consistency, the Purchasing Department now requires IT Department approval of purchase orders.
F5:
A steering committee has been formed on which major departments participate to help prioritize how the County’s monies will be spent on information technology items.
F6:
The steering committee consists of the CIO, CAO, Deputy CAO, members from: Public Works, Sheriff's Department, Probation Department, Social Services, Human Resources, Community and Economic Planning, Auditor-Controller, Assessor, and a technical advisor.
F7:
Plans are in place to consolidate some of the various software used by different departments for essentially the same function. Information transferred from one department to another often needs to be reentered.
F8:
Personnel shortage results in staff working in positions for which they are over-qualified.
F9:
The IT Department is currently in the process of filling two of their vacant positions.
F10:
The morale in the IT Department is extremely high.
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Findings & Recommendations
12 findings
F1:
The appreciation of constituents being able to converse with a live operator is difficult to measure, but is highly valued.
F2:
The Board of Supervisors did not mandate the use of CRM for public interface to all departments.
F3:
CRM is a robust database application capable of many processes. To utilize CRM a department needs to dedicate the time and effort to work with the Information Technology CRM database manager to develop specific applications for its use.
F4:
Use of the CRM system is lower than it could be because departments were allowed to opt out at the onset. For example the Road Department transfers CRM service requests to the department’s own "GoRequest" system for processing.
Related Recommendations (1)
R1:
The Board of Supervisors requires the various county departments to work with the Information Technology Department to develop CRM applications that would replace duplicate or redundant systems. This could save the expense of upgrades and maintenance contracts for these other systems.
F5:
The Road Department started using the GoRequest system prior to the inception of 311/CRM. GoRequest serves the Road Department and its constituents well. This system is used in many state jurisdictions sending on-line reports of hazardous road conditions to the correct responding agency.
F6:
Interdepartmental requests for building maintenance, supplies, and job openings are processed through CRM.
F7:
Requests are delivered to electronic in-boxes of the various departments, addressed by the selection of department at the time of the original report.
F8:
Department staff training was provided at the onset of 311/CRM, but confusion as to its use and capabilities remain.
Related Recommendations (1)
R2:
More training is conducted throughout county departments now that the system has been implemented and employees have been exposed to its capability and performance. Respondents: Madera County Board of Supervisors 200 W. 4th Street Madera, CA 93637 Madera County Chief Administrative Officer 200 W. 4th Street Madera, CA 93637 Madera County Chief Information Officer 200 W. 4th Street Madera, CA 93637
F9:
Some departments that use their own tracking/ticketing systems immediately close the CRM ticket. Others do not use the ticket numbers until after an investigation verifies the validity of the issue.
F10:
The 311 portion that connects the CRM system to the website, must be updated (replaced) to a version that allows continued operation and patching of the software code. This upgrade, to the 2016 version, has already been approved.
F11:
The biggest departmental user of 311/CRM is the Madera County Animal Shelter, receiving 35% of 311 calls.
F12:
Calls into 311 are recorded for information and training purposes. The recording stops if the call is transferred.
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Findings & Recommendations
14 findings
F1:
The condition of the building’s interior and exterior grounds was clean and well maintained.
F2:
Individual inmate’s cells were clean and required to be kept clean at all times.
F3:
Shower doors were modified by inmates for additional privacy.
F4:
Recreational equipment was sparse outdoors, but inside the facilities provided televisions, reading material and games.
F5:
For qualified inmates, family visits are allowed in special units Thursday through Sunday on a rotating basis.
F6:
All of the inmates who interacted with the grand jury were cordial and polite.
F7:
The custody staff was professional, approachable and informative providing documentation as requested.
F8:
Qualified inmates may work in one of the prison’s industrial facilities. These positions are highly sought and have waiting lists.
F9:
CCWF has various opportunities for qualified inmates. These include assembling wiring harnesses (for Al-Wire Inc., Chowchilla, CA), agricultural training, manufacturing flags, working on the fire crew and attending cosmetology school. 3
F10:
Inmates participating in industrial programs are paid wages.
F11:
Inmates are offered vocational training that will enable a head start toward employment when released. Employers often seek out and hire selected inmates immediately upon their release.
F12:
As part of the agricultural training, inmates work in adjacent almond orchards and alfalfa fields.
F13:
CCWF fire crew inmates staff Institutional Fire Station No. 5. They respond to fires and emergency calls within a 250 mile radius of the prison. They also work with Cal Fire as mutual aid. They conduct 10 fire drills per year and an annual evacuation drill.
F14:
Since 2013, there have been 48 high school diplomas, 210 GEDs and 70 AA degrees earned by inmates.
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.
Additional documents
Documents found alongside this year's reports — not grand jury reports or responses.