Gran Jurado del Condado de Madera
2017-2018
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Hallazgos & Recomendaciones
11 hallazgos
F1:
Because of a lack of understanding of procedures for procuring the properly prepared releases, it is sometimes difficult for DSS to obtain needed client information from BHS.
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R1:
BHS management develop a plan to continue the services of the Healthy Beginnings Program by fall of 2018.
F2:
When the Healthy Beginnings Program is no longer funded, children under five will be adversely affected.
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R2:
BHS management meet weekly with clinicians to update and inform them of changes, particularly regarding the Healthy Beginnings Program, effective immediately.
F3:
There is a lack of understanding among BHS clinicians regarding the upcoming changes in the Healthy Beginnings Program.
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R3:
BHS and DSS staff work together to resolve the issues resulting from AB 1299 and the Presumptive Transfer Program on an ongoing basis, effective immediately.
F4:
Because the Presumptive Transfer Program is new and BHS and DSS don’t always agree on placement/treatment, children are adversely affected.
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R4:
DSS administration develop a plan to facilitate social worker licensure while working for DSS, by fall of 2018.
F5:
Because there is no provision for DSS social workers to obtain licensure within the agency, professional advancement is inhibited.
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R5:
DSS social workers attend all of their TDM’s unless there is an emergency, effective immediately.
F6:
Because social workers don’t always attend TDM’s, services to children are compromised.
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R6:
DSS administration develop a plan to better retain social workers, by fall of 2018.
F7:
Services to children continue to be negatively impacted by the high turnover rate of social workers between 2014 and 2016.
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R7:
DSS properly close all "stale referrals" and develop strategies to prevent this problem from occurring again, by fall of 2018.
F8:
The 100+ “stale referrals” still open at DSS represent children who have “fallen through the cracks” and not received necessary services.
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R8:
DSS administration make a greater commitment to hiring Social Workers and Program Managers with social work education and experience, effective immediately.
F9:
Because Madera County does not require Social Workers and Program Managers to have a master’s degree in Social Work or previous social work experience, effectiveness in their positions can be compromised.
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R9:
DSS administration annually review the social worker to supervisor ratio in order to reduce management top-heaviness. Required Responses: Pursuant to Penal Code Section 933, the Madera County Grand Jury specifically requests responses as follows: Madera County Board of Supervisors (all Findings and Recommendations) 200 West 4th Street Madera, CA 93637 Madera County Director of Social Services (F1, F4, F5, F6, F7, F8, F9, F10, F11, R3, R4, R5, 720 East Yosemite Avenue R6, R7, R8, R9) Madera, CA 93638 Madera County Director of Behavioral Health Services (F1, F2, F3, F4, F10, R1, R2, R3) 209 East 7th Street Madera, CA 93638
F10:
Because BHS and DSS have different operational objectives and methods, there can be negative results for children.
F11:
DSS has too many administrators/supervisors for the number of social workers.
Hallazgos & Recomendaciones
7 hallazgos
F1:
Since the MCTC is funded by a number of different sources, it is important that all requirements related to those sources are met to ensure funding continues.
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R1:
The MCTC continue its hard work to accomplish its tasks and goals while adhering to the many federal and state requirements and regulations.
F2:
Because the RTP is only published every four years and must be amended whenever a project is added between publications, an additional strain is imposed on the MCTC staff.
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R2:
The MCTC re-focus its priority of public participation by posting previous ideas submitted by the public at every future workshop and on its website, effective immediately.
F3:
The MCTC’s requirement to meet federal and state targets of reducing greenhouse gasses is onerous due to the number of different and constantly evolving factors which must be taken into consideration.
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R3:
The MCTC explain in layman’s terms what they do and how they do it at every workshop and on their website, effective immediately.
F4:
All model-based scenarios are educated guesses at best because of the unpredictability of human behavior.
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R4:
The MCTC limit its use of technical language and acronyms in public presentations, effective immediately.
F5:
The use of technical language and acronyms inhibits the public’s understanding of MCTC and its functions.
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R5:
The MCTC work with the Board of Supervisors and city councils to promote the MCTC’s calendar of events, effective immediately. REQUIRED RESPONSES: Pursuant to Penal Code Section 933, the Madera County Grand Jury specifically requests responses as follows: Madera County Transportation Commission Board of Directors 2001 Howard Road, Suite 201 Madera, CA 93637 Madera County Transportation Commission Executive Director 2001 Howard Road, Suite 201 Madera, CA 93637 INVITED RESPONSES: Madera County Transportation Commission Technical Advisory Committee 2001 Howard Road, Suite 201 Madera, CA 93637
F6:
The scant public participation at the workshops indicates the MCTC is not doing enough to promote public involvement.
F7:
Despite constantly changing air quality standards, the MCTC works very hard to achieve its many far-reaching duties, jobs and goals.
Hallazgos & Recomendaciones
7 hallazgos
F1:
MADNET and its participating agencies have been successful in fulfilling its mission.
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R1:
MADNET continue the successful operations with participating agencies.
F2:
MADNET could increase its effectiveness if fully staffed per the MOU.
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R2:
The MADNET council increase authorized staffing to minimize the borrowing of personnel, effective the next MOU.
F3:
The distribution of confiscated money benefits the participating agencies by partially offsetting costs.
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R3:
MADNET acquire a fully equipped surveillance vehicle within the next year.
F4:
MADNET needs a fully equipped surveillance vehicle.
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R4:
MADNET acquire a single vehicular delivery system to hold multiple team members within the next year.
F5:
MADNET needs a single vehicular delivery system which can hold multiple individuals for enforcement activities.
Recomendaciones relacionadas (1)
R5:
MADNET acquire additional storage for evidence within the next year. Required Responses: Pursuant to Penal Code Section 933, the Grand Jury specifically requests responses as follows: Madera County Sheriff Madera County Board of Supervisors 2725 Falcon Drive 200 W 4th Street Madera, CA 93637 Madera, CA 93637 MADNET Task Force Commander Chowchilla City Council 2725 Falcon Drive 130 S. Second Street Madera, CA 93637 Chowchilla, CA 93610 Madera City Council 205 W. 4th Street Madera, CA 93637 Invited Responses: Chowchilla Police Chief Madera Police Chief 122 Trinity Avenue 330 S. C Street Chowchilla, CA 93610 Madera, CA 93638 Madera County District Attorney Madera County Chief Probation Officer 209 W. Yosemite Avenue 209 W. Yosemite Avenue Madera, CA 93637 Madera, CA 93637
F6:
MADNET officers’ safety is compromised because undercover vehicles are identified by lawbreakers.
F7:
MADNET has insufficient storage space for evidence.
Hallazgos & Recomendaciones
10 hallazgos
F1:
Because senior management of MUSD and GVUSD was unaware of the requirement to provide written bus safety information for parents, there is a potential violation of Education Code §39831.5(a)(A, B, C, D, and E)(2). Findings for GVUSD:
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R1:
Beginning in the 2018-19 school year, MUSD and GVUSD provide parents with written information on bus emergency procedures and passenger safety pursuant to Education Code §39831.5.
F2:
Because the findings of the study done in 2014 and 2015 regarding Webster Elementary School have not been implemented, congestion problems continue and unsafe conditions persist.
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R2:
GVUSD Superintendent immediately meet with Madera County Public Works regarding two pick-up and drop-off locations at Webster Elementary School, one for parents at Ardath Avenue and one for buses at Ruth Avenue.
F3:
There is a need for a crossing guard on Ruth Avenue at Webster Elementary School to enhance student safety.
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R3:
GVUSD immediately provide crossing guards for the crosswalk at Webster Elementary School.
F4:
Because of the large number of breakdowns, the older, high-mileage buses need to be replaced.
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R4:
GVUSD develop a school bus replacement schedule by the end of 2018-19 school year.
F5:
Transporting special needs preschool students in a large yellow school bus with no seat belts creates a potential for danger even if a paraprofessional sits with the students.
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R5:
GVUSD immediately utilize a white van, driven by a certified bus driver, to transport the special needs pre-school students until a smaller special needs bus is obtained.
F6:
The use of three or more white vans instead of large buses to transport large groups could negatively impact student safety. Findings for MUSD:
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R6:
Whenever possible, GVUSD immediately use large buses for extra-curricular trips that require three or more white vans.
F7:
Drivers turning left out of Alpha Elementary School onto Stadium Road create congestion problems and dangerous conditions for pedestrians.
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R7:
MUSD immediately enforce the “No Left Turn” rule at the exit onto Stadium Road at Alpha Elementary School.
F8:
Drivers turning left into Alpha Elementary School from Stadium Road create congestion problems and dangerous conditions for pedestrians.
Recomendaciones relacionadas (1)
R8:
MUSD work with the City of Madera to develop a plan to prevent left turns into Alpha Elementary School by August 1, 2018.
F9:
The Transportation Department manual contains duplicate information and needs revision.
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R9:
MUSD eliminate duplications in the transportation manual by August 1, 2018.
F10:
Several emergency evacuation forms were incomplete because they were not signed by school staff in violation of Education Code §39831.5(a)(4)(b).
Recomendaciones relacionadas (1)
R10:
MUSD ensure complete documentation of annual student bus emergency procedures and passenger safety training beginning fall term, 2018. Required Responses: Pursuant to Penal Code Section 933, the Grand Jury specifically requests responses as follows: Golden Valley Unified School District Governing Board Golden Valley School District 37479 Avenue 12 Madera, CA 93638 Madera Unified School District Governing Board Madera Unified School District 1902 Howard Road Madera, CA 93637 Superintendent Golden Valley School District 37479 Avenue 12 Madera, CA 93638 Superintendent Madera Unified School District 1902 Howard Road Madera, CA 93637 Invited Responses: California Highway Patrol 3051 Airport Drive Madera, CA 93637 Motor Carrier Division California Highway Patrol 3051 Airport Drive Madera, CA 93637 APPENDIX 1
Hallazgos & Recomendaciones
4 hallazgos
F1:
PCS staff takes pride in providing public safety as a priority for all programs.
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R1:
Weekly landscape staff meetings be moved to the storage area at the Public Works building by July 1.
F2:
The landscape office is inadequate for conducting meetings.
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R2:
City administration help PCS seek additional funds from sources such as grants, beginning with the 2018-19 fiscal year.
F3:
By collaborating with other agencies, PCS is able to operate more recreational facilities, community parks and trails.
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R3:
PCS continue to collaborate with other agencies.
F4:
Fluctuating funding levels create uncertainty and concern in program development, operation and staffing.
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R4:
PCS be commended for working cohesively and creatively to enhance the quality of life for Madera residents with limited funds and staff. Required Response: Pursuant to Penal Code Section 933, the Grand Jury specifically requests responses as follows: Madera City Council 205 W. 4th Street Madera, CA 93637 Invited Response: City of Madera Director of Parks & Community Services 701 E. 5th Street Madera, CA 93638
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Hallazgos & Recomendaciones
6 hallazgos
F1:
The CE team is dedicated and hardworking.
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R1:
The BoS authorize and budget for additional CE Officer positions in the 2018-19 fiscal year.
F2:
Current CE staffing does not allow sufficient time for investigations beyond those which are complaint-driven, and many potential code violations are not investigated.
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R2:
CE Officers be provided with clerical assistance beginning with the 2018-19 fiscal year.
F3:
Assistance with clerical tasks, including collecting and monitoring penalty payments, would provide CE officers with more time for enforcement activities.
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R3:
The Director of CED immediately comply with Madera County Code §8.01.090 - Hearing officer.
F4:
The selection of hearing officers for CE administrative hearings does not comply with Madera County Code §8.01.090 –Hearing officer (see Appendix).
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R4:
By September 1, 2018, CED shall develop written policies and procedures for the assessment and payment of fines for administrative citations. Required Responses: Pursuant to Penal Code Section 933, the Grand Jury specifically requests responses as follows: Madera County Board of Supervisors 200 W. 4th Street Madera, CA 93637 Director of Madera County Community and Economic Development Department 200 W. 4th Street Madera, CA 93637
F5:
There has been inconsistency in administrative hearing findings where similar sets of facts exist.
F6:
There has been inconsistency in the adjustments of fines and administration of penalty payments.
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Hallazgos & Recomendaciones
13 hallazgos
F1:
Because there is no instruction manual outlining the service request system, the system users are not properly trained.
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R1:
PWD develop an internal office policy and procedures manual within the next year.
F2:
Because there are no regular internal audits and no system for alerting PWD of service requests that remain open after two weeks, the processing of service requests is inconsistent.
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R2:
Office staff immediately receive formalized training for their service request job responsibilities.
F3:
Because there are no written instructions for PWD staff to request contact information, complainants often receive no follow-up on their request for service.
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R3:
Office staff request the name, address, telephone number and email for every person who generates a service request, effective immediately.
F4:
PWD does not adequately promote the service request system to the public.
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R4:
PWD promote ways an individual can report a complaint by placing the PWD phone number, website and GORequest phone app information on every road crew truck within 90 days.
F5:
The five road crews are not staffed proportionately to their districts’ workload.
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R5:
PWD develop its own road maintenance job policy and procedures manual within the next year.
F6:
Road crew morale is low.
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R6:
PWD develop its own road maintenance safety policy and procedures manual immediately.
F7:
Because PWD lacks a written policy and procedures manual for road repairs, road repair standards are inconsistent.
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R7:
PWD provide certified training for all road maintenance supervisors and senior road maintenance workers in order to train their crews on the operation of road maintenance equipment within six months.
F8:
Because PWD does not ensure that every road maintenance worker has been formally trained for every type of job to which they might be assigned, job performance can be adversely affected.
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R8:
PWD require all road crew workers be trained by certified trainers within 12 months for every type of job to which they might be assigned.
F9:
Road maintenance workers do not receive proper and adequate safety training.
Recomendaciones relacionadas (1)
R9:
Safety training immediately be updated and provided in formats which can be utilized at tailgates and in shop office settings.
F10:
Written temporary traffic control plans and procedures per Caltrans guidelines are not utilized consistently.
Recomendaciones relacionadas (1)
R10:
Effective immediately, temporary traffic controls properly follow the California Manual on Uniform Traffic Control Devices until the PWD develops its own manual.
F11:
Because PWD does not oversee or review the written temporary traffic control plan for every job before it is started, safety is compromised.
Recomendaciones relacionadas (1)
R11:
Effective immediately, PWD designate an individual in a managerial position to review and approve all Temporary Traffic Control plans before each job is started.
F12:
Because road crew trucks lack sufficient safety lights and beacons, safety is compromised.
Recomendaciones relacionadas (1)
R12:
PWD maintain a permanent file for all approved Temporary Traffic Control Plans after each job is done, starting immediately.
F13:
Monthly meetings between the Deputy Director and road maintenance supervisors are ineffective.
Recomendaciones relacionadas (1)
R13:
PWD review the services needed throughout the county and assign road crew personnel as required, on an ongoing basis.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R14:
PWD promote better employee morale within road crews.
R15:
PWD and road maintenance supervisors continue monthly meetings with clearly stated objectives.
R16:
PWD increase and update the safety lights and beacons on road repair vehicles, effective immediately. Required Responses: Pursuant to Penal Code Section 933, the Grand Jury specifically requests responses as follows: Madera County Board of Supervisors 200 W. 4th Street Madera, CA 93637 Madera County Public Works Director 200 W. 4th Street Madera, CA 93637 Madera County Administrative Officer 200 W. 4th Street Madera, CA 93637 Appendix 1
Hallazgos & Recomendaciones
1 hallazgos
F1:
The needed building maintenance and repairs identified at CCWF by the 2016-2017 Grand Jury have been addressed. Invited Responses: Warden Central California Women’s Facility 23370 Road 22 Chowchilla, CA 93610 Warden Valley State Prison 21633 Avenue 24 Chowchilla, CA 93610 Secretary of California Department of Corrections and Rehabilitation 1515 “S” Street Sacramento, CA 95811