Madera County Grand Jury
2016-2017
Findings & Recommendations
12 findings
F1:
There is no monitoring system in place to assure that CAL-Card program policies and procedures are followed.
Related Recommendations (1)
R2:
County Purchasing provide refresher training to cardholders who violate program policies and procedures.
F2:
The reports and information available to the administrator and Auditor-Controller are inadequate to support pro-active monitoring of the program's operations. There is no opportunity for reconciliation between individual account statements and monthly summary reports.
Related Recommendations (1)
R3:
The administrator and Auditor-Controller work with the bank to institute program changes as follows: a. The beginning balance on the cardholder account statement reflects the exact amount owed on the account. b. The Auditor-Controller is provided with the monthly summary reports to ensure that all cardholder statements are submitted timely for payment. c. The administrator receive copies of cardholder account statements to review for appropriateness of purchases.
F3:
Cardholders are trusted to be prudent, honest, and ethical in their use of the card.
F4:
There is an inconsistency in the timeframe for submission of monthly statements, five days in the policy and procedures manual and seven days in the cardholder agreement.
Related Recommendations (1)
R5:
The policy and procedures manual be reviewed and updated annually to assure that operating practices are consistent with the manual.
F5:
The Grand Jury was unable to evaluate the use of the CAL-Card program by the BoS and Chief Clerk of the Board because they failed to provide all requested records.
F6:
Some cardholders are not aware of their spending limits and available fund balances.
Related Recommendations (1)
R1:
The administrator immediately inform all cardholders of their spending and transaction limits.
F7:
The card's ease of use promotes lack of planning, resulting in higher costs for "emergency" purchases.
F8:
The origin and status of the $30,000 in question has not been determined. 9. "Previous balance $0.00" provides misinformation to the cardholder when a prior balance has not been paid, and the administrator is not alerted to a possible problem.
Related Recommendations (2)
R3:
The administrator and Auditor-Controller work with the bank to institute program changes as follows: a. The beginning balance on the cardholder account statement reflects the exact amount owed on the account. b. The Auditor-Controller is provided with the monthly summary reports to ensure that all cardholder statements are submitted timely for payment. c. The administrator receive copies of cardholder account statements to review for appropriateness of purchases.
R4:
The administrator and Auditor-Controller collaborate with the bank to determine the origin and appropriate disposition of the $30,000 in question.
F10:
The County’s CAL-Card program is susceptible to misuse.
F11:
The cost of meals provided at meetings is not limited. The average cost of most of the meals purchased exceeded the out-of-county lunch reimbursement rate by $10.
Related Recommendations (1)
R6:
The CAO reduce meal costs by changing the time and/or location for meetings.
F12:
Examination of the County’s budget for the review period indicated that planning, approval, and budgeting for the provision of meals for meeting attendees was not included in the Administration budget.
Related Recommendations (1)
R7:
The BoS and CAO provide transparency for the intended use of taxpayer funds for meal costs in the budget process. Respondents: Madera County Board of Supervisors 200 West 4th Street Madera CA 93637 Madera County Auditor-Controller 200 West 4th Street Madera CA 93637 Madera County Administrative Officer 200 West 4th Street Madera CA 93637 Madera County CAL-Card Program Administrator 200 West 4th Street Madera CA 93637 Information Only: Madera County Chief Clerk of the Board 200 West 4th Street Madera CA 93637
F13:
Adequate and convenient meeting accommodations are available in the County Government Center.
Findings & Recommendations
4 findings
F1:
The color of inmate clothing indicates program status: orange for reception/ orientation, blue for general population, green for outside work detail, and pink for program failure, e.g., refusal to work.
Related Recommendations (1)
R1:
Guard staffing levels be maintained at the authorized strength.
F2:
Procedural inconsistencies can result when a guard is reassigned to a different location.
Related Recommendations (1)
R2:
Management and supervision ensure that policies and procedures are consistently enforced by guard staff.
F3:
Guard staff shortages and the resulting high overtime negatively impacted both staff and inmates. The increased staffing as of February 8, 2017 has reduced overtime.
Related Recommendations (1)
R3:
CCWF pursue additional funding for facility repair.
F4:
Building maintenance and repairs are needed. Prison staff stated a lack of funding was responsible for the current state of roof disrepair.
Related Recommendations (1)
R4:
The warden and staff be commended for their efforts to effect positive changes in prison operations. Respondents: Warden Central California Women’s Facility 23370 Road 22 Chowchilla, CA 93610 Secretary of California Department of Corrections and Rehabilitation 1515 “S” Street Sacramento, CA 95811 Information only: Correctional Lieutenant/ Administrative Assistant/Public Information Officer Central California Women’s Facility 23370 Road 22 Chowchilla, CA 93610
Findings & Recommendations
3 findings
F1:
Consolidation of MD-6, MD-7 and BLWC provides the most cost effective solution to provide water that complies with State primary and secondary standards. This would satisfy the conditions of the compliance order.
Related Recommendations (1)
R1:
MD-6 property owners voluntarily support and participate in the consolidation with BLWC and MD-7 to ensure drinking water that meets State Water Resources Board’s primary and secondary standards. Respondents: Madera County Board of Supervisors 200 West 4th Street Madera, CA 93637 Madera County Office of Development Services Chief of Development Services 200 West 4th Street, Suite 3100 Madera, CA 93637 Madera County Office of Public Works Public Works Director 200 West 4th Street Madera, CA 93637 Madera County Auditor-Controller 200 West 4th Street Madera, CA 93637 Information only: State Water Resources Control Board Division of Drinking Water – Merced District Senior Sanitary Engineer 265 West Bullard Avenue, Suite 101 Fresno, CA 93704
F2:
California Water Resources Board considers point-of-use water treatment devices as interim solutions that do not satisfy compliance orders.
F3:
The MD-6 account balance fluctuates as capital improvement project costs are funded and reimbursed. All MD-6 account funds are properly accounted for by the Auditor- Controller.
Findings & Recommendations
2 findings
F1:
Some staff go beyond the basic requirements of their job responsibilities as evidenced by their caring personal interactions with the Wards.
Related Recommendations (1)
R1:
The staff of the Juvenile Detention Facility be commended for their dedication to the well being of the Wards.
F2:
The facility is well run.
Related Recommendations (1)
R2:
Those staff members who are creating a very positive influence on the Wards be recognized for their outstanding performance. Respondents: Madera County Board of Supervisors 200 W 4th Street Madera, CA 93637 Madera County Chief Probation Officer 209 W Yosemite Avenue Madera, CA 93637 Information only: Deputy Chief Madera County Juvenile Detention Facility 28219 Avenue 14 Madera, CA 93638
Findings & Recommendations
7 findings
F1:
The jail staff consists of: the Chief, one Assistant Chief, two Lieutenants, seven Sergeants, ten Corporals, 83 Officers, 17 administrative/clerical personnel and one Maintenance Worker.
F2:
There is sufficient staffing to properly handle the responsibilities of the jail.
F3:
The inmate supervisory staff is ethnically diverse.
F4:
Staff overtime is not a problem and varies depending upon several factors such as sick leave, vacation and training.
F5:
The classroom visited during the tour was observed to be quiet and orderly.
F6:
Several members of the staff credited the 2014-2015 Grand Jury’s report, which highlighted the jail staff’s low wage scale, as having an influence on increasing their pay scale. The staff believes this increase has assisted the jail by lowering turnover, providing adequate staffing levels, and higher morale.
F7:
During the tour, there were no concerns observed. The jail is being run efficiently and safely.
Findings & Recommendations
6 findings
F1:
VSP’s rehabilitation environment is designed to provide inmates with skill sets to become positive contributors to society after getting out of prison.
Related Recommendations (1)
R1:
The warden and staff continue the professional job they are currently performing.
F2:
VSP houses more inmates than the rated capacity.
F3:
The dog training program is a sought after privilege.
F4:
The rehabilitation program provided by VSP offers a fostering and rewarding environment as compared to a traditional prison environment.
Related Recommendations (1)
R1:
The warden and staff continue the professional job they are currently performing.
F5:
Vocational and educational classes include: masonry, wood shop, small engines, janitorial, crop farming, office services, electric work, welding, carpentry, computer literacy and cosmetology. Adult basic education and college classes are available. Inmates have the opportunity to earn a bachelor degree at their own expense.
F6:
Inmate morale is high.
Related Recommendations (1)
R1:
The warden and staff continue the professional job they are currently performing.
Additional Recommendations
1
Not linked to specific findings.
R2:
The Grand Jury has no recommendations for change. Respondent: Warden Valley State Prison 21633 Avenue 24 Chowchilla, CA 93610 Information only: Correctional Lieutenant/ Administrative Assistant/Public Information Officer Valley State Prison 21633 Avenue 24 Chowchilla, CA 93610
Quick View
Full Details →
Findings & Recommendations
17 findings
F1:
The Chief Deputy Public Guardian oversees the operation of the office and shares casework with the Deputy Public Guardian.
F2:
The Program Assistant functions as “representative payee”; most client referrals come from the Social Security Administration.
F3:
The clerical position included in the Behavioral Health budget has not been posted for hiring as of February 6, 2017. Until the hiring process is completed, the Public Guardian employs a temporary extra-help person.
F4:
Being under the management of Social Services allows the Public Guardian to tap into additional resources.
F5:
Public Guardian caseworkers are in compliance with certification requirements as mandated by the continuing education statute.
F6:
As Public Administrator, the Public Guardian manages the estates of intestate county residents under the supervision of the Superior Court, performs heir searches, marshals assets, and oversees the distribution of the estate.
F7:
Caseworkers diligently search for family or others qualified and willing to manage affairs of those who are unable to do so. The Public Guardian is the agency of last resort for vulnerable county residents.
F8:
Upon the completion of a thorough investigation by the Public Guardian, a hearing is set in Superior Court. With the assistance of County Counsel attorneys, the Public Guardian prepares the legal paperwork that starts the conservatorship process in court.
F9:
If a judge finds a person unable to properly care for themselves and/or their finances, and there is no able person to assist, the Public Guardian is appointed as conservator.
F10:
Client fees collected for services are held in a trust account.
F11:
A regular accounting of clients’ funds is made to the court. An independent auditor audits the office annually and Social Security audits beneficiaries’ accounts.
F12:
Most of the Public Guardian clients are poor with negligible estates. Many have dementia, are elderly and frail, reside in nursing homes and have no family.
F13:
The number of cases managed by the Public Guardian increased 8% in the first six months of this fiscal year.
F14:
The Public Guardian caseload is increasing and will likely continue to increase.
F15:
The framework for Public Guardian policy is the California Probate Code and the Welfare and Institutions Code.
F16:
The Public Guardian Policy and Procedure Manual is out of date.
F17:
Office procedures for performing tasks change often. Updating written procedures is time consuming and a drain on resources. Hands-on training takes place as soon as a procedure changes.
Findings & Recommendations
7 findings
F1:
The jail staff consist of: (1) Chief, (1) Asst. Chief, (2) Lieutenants, (7) Sergeants, (10) Corporals, (83) CO I/II's, and 17 Admin / Clerical Personnel and (1) Maintenance Worker. The respondent agrees with the findings.
F2:
There is sufficient staffing to properly handle the responsibilities of the jail. The respondent disagrees partially with the findings. Madera County Department of Corrections currently has ten (10) vacancies and nine (9) unfunded positions and these staff shortages contribute to staff overtime usage and added expenditures. While the recent wage increase is expected to mitigate our retention the challenge is seeking qualified applicants to apply.
F3:
The inmate supervisory staff is ethnically diverse. The respondent agrees with the findings.
F4:
Staffing overtime is not a problem and varies depending upon several factors such as sick leave, vacation and training. The respondent disagrees partially with the findings. Madera County Department of Corrections currently has ten (10) vacancies and nine (9) unfunded positions and these staff shortages contribute to staff overtime usage and added expenditures. These staff shortages continue to be the challenge with finding qualified candidates to apply which taxes our departmental budget expenses. 14191 Road 28, Madera, CA 93638 • (559) 675-7951 • FAX (559) 661-5130 5 4
F5:
The classroom visited during the tour was observed to be quiet and orderly. The respondent agrees with the findings.
F6:
Several members of staff credited the 2014-2015 Grand Jury report, which highlighted the jail staff's low wage scale, as having an influence on increasing their pay scale. The staff believes this increase has assisted the jail by lowering turnover, providing adequate staffing levels, and higher morale. The respondent disagrees partially with the findings. Madera County Department of Corrections has seen an overall improvement with staff morale due to the wage increase implementation and the great support by the BOS and CAO regarding public safety in its entirety county wide. It is still early to seen the impact the wage increase will have with regards to retention and attracting quality candidates to fill the nineteen (19) vacancies which is our long term goal in establishing adequate staffing levels for safety and the security of inmates, staff and community.
F7:
During the tour, there were no concerns observed. The jail is being run efficiently and safely. The respondent agrees with the findings.
Findings & Recommendations
7 findings
F1:
The jail staff consist of: (1) Chief, (1) Asst. Chief, (2) Lieutenants, (7) Sergeants, (10) Corporals, (83) CO I/II's, and 17 Admin / Clerical Personnel and (1) Maintenance Worker. The respondent agrees with the findings.
F2:
There is sufficient staffing to properly handle the responsibilities of the jail. The respondent disagrees partially with the findings. Madera County Department of Corrections currently has ten (10) vacancies and nine (9) unfunded positions and these staff shortages contribute to staff overtime usage and added expenditures. While the recent wage increase is expected to mitigate our retention the challenge is seeking qualified applicants to apply.
F3:
The inmate supervisory staff is ethnically diverse. The respondent agrees with the findings.
F4:
Staffing overtime is not a problem and varies depending upon several factors such as sick leave, vacation and training. The respondent disagrees partially with the findings. Madera County Department of Corrections currently has ten (10) vacancies and nine (9) unfunded positions and these staff shortages contribute to staff overtime usage and added expenditures. These staff shortages continue to be the challenge with finding qualified candidates to apply which taxes our departmental budget expenses. 14191 Road 28, Madera, CA 93638 • (559) 675-7951 • FAX (559) 661-5130 5 4
F5:
The classroom visited during the tour was observed to be quiet and orderly. The respondent agrees with the findings.
F6:
Several members of staff credited the 2014-2015 Grand Jury report, which highlighted the jail staff's low wage scale, as having an influence on increasing their pay scale. The staff believes this increase has assisted the jail by lowering turnover, providing adequate staffing levels, and higher morale. The respondent disagrees partially with the findings. Madera County Department of Corrections has seen an overall improvement with staff morale due to the wage increase implementation and the great support by the BOS and CAO regarding public safety in its entirety county wide. It is still early to seen the impact the wage increase will have with regards to retention and attracting quality candidates to fill the nineteen (19) vacancies which is our long term goal in establishing adequate staffing levels for safety and the security of inmates, staff and community.
F7:
During the tour, there were no concerns observed. The jail is being run efficiently and safely. The respondent agrees with the findings.
* 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.