Madera County Grand Jury
2022-2023
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)
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Findings & Recommendations
10 findings
F1:
The MCGJ finds that the Madera County Detention Facility provides structure and support to reduce the recidivism of youth at the facility.
F2:
The MCGJ finds that the staff throughout the facility demonstrate concern for the youth and take the success of the youth seriously.
F3:
The MCGJ finds that with the passage of SB823, Madera County will face unique challenges with the realignment population.
F4:
The MCGJ finds that the City appointed the Parks Director to coordinate with Sierra for this golf course planning and oversight role.
F5:
The MCGJ finds that the City has failed to exercise reasonable oversight and enforcement over the golf course maintenance and capital improvements.
F6:
The MCGJ finds that the Lease requires that logos and name “Madera Municipal Golf Course” must always be used for all signage, announcements, menus, events, websites, etc. The MCGJ finds that the logos and word “Municipal” have been often omitted from required usage.
F7:
The MCGJ finds that use of the golf course kitchen for catering from the golf course, is offered on both Sierra and Sugar Pine websites. Catering from the golf course is prohibited and is a breach of the Lease.
F8:
The MCGJ finds that in 2021-23 the City gave Sierra unnecessary financial concessions due to the Covid-19 pandemic.
F9:
The MCGJ finds that Lease section 4.4 unnecessarily excludes the City from receiving any revenue from the described activities.
F10:
The MCGJ finds that there are no United States Golf Association reports as required by the Lease. 37
Additional Recommendations
10
Not linked to specific findings.
R1:
The MCGJ recommends that the administration, teachers, and staff continue to provide a nurturing environment.
R2:
The MCGJ recommends that the administration, teachers, and staff continue to build social and emotional support to further the success of the youth.
R3:
The MCGJ recommends that administration and staff work with all relevant stakeholders to meet the needs and success of the SB823 realignment population. Required Respondent: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following elected officials within 60 days: Board of Supervisors 200 West Fourth Street Madera, CA 93637 Invited Respondents: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body within 90 days; Mr. Chris Childers, Madera County Chief Probation Officer 209 West Yosemite Ave. Madera, CA 93637 Mr. Jose Pantoja Madera County Deputy Chief Probation Officer 28219 Avenue 14 Madera, CA. 93638 15 Central California Women’s Facility Madera County Grand Jury (MCGJ) conducted the mandated Detention Facility Inspection at the Central California Women’s Facility (CCWF) located at 23370 Road 22 in Chowchilla, California on several occasions, including November 3, 2022, December 5, 2022, and January 17, 2023. The Madera County Grand Jury met with the Public Information Officer (PIO) and was presented with a PowerPoint presentation of the prison grounds, buildings, programs, and amenities for the inmates. After the presentation, the MCGJ met with the Warden who answered questions. General Information: The Central California Women’s Facility is a level one through four, which is a minimum to maximum security women’s facility. The facility does have inmates who are on death row. The capacity of the facility is 2,756 inmates, and the population on November 4, 2022, was 2,284 which is within California Department of Corrections and Rehabilitation (CDCR) capacity guidelines. Over the course of the last two years, 878 inmates were placed in a “One-on-One watch” observation status. “One-on-One watch” means twenty-four-hour observation for the safety of the inmates and staff. There are currently 11 inmates on death row; although the death penalty has been suspended in California. During this time, 1,870 inmates were released back to the county of conviction. Staffing: The California Department of Corrections and Rehabilitation Division of Adult Institutions mandates staffing standards designed to provide a “base” staffing level, which is the minimum staffing necessary for institutions to operate. This allows for different levels of staffing to be provided as augmentations for design, special programs, and custody levels. Additional augmentations are given for various levels of healthcare needs of the inmate populations. Local and State Inspections: Fire inspections of the institution take place every quarter. At the time of the MCGJ inspection, they were current. The state conducted Medical/Mental Health inspections, which took place over several days beginning May 11, 2022. The Environmental Health inspection was conducted from August 29, 2022, through September 2, 2022. No violations or concerns were documented or observed. Health Care: The healthcare needs of the inmate population are addressed within seven days of arrival and a follow-up is within 14 to 30 days if needed. There are two mental health programs provided at CCWF. Enhanced Outpatient Program (EOP) provides weekly individual therapy and a minimum of 10 hours of group treatment. Correctional Clinical Case Management Services (CCCMS) provides individual therapy for 30 to 90 days. Services are provided by a team of Physicians, Registered Nurses, Physicians Assistants, OB/GYNs, Licensed Psychiatrists, and Nurses Aids. Those requiring trauma services are routed to an acute care hospital. Inmates also have access to Behavioral Health Services provided by psychologists, social workers, psychiatrists, recreational therapists, and predoctoral interns. Conditions of Grounds: Landscaping around the housing units are well-maintained at CCWF. Due to the California governor’s drought mandate, the Administration building grounds, yards A, B, C, and D, as well as the main yard are brown. The exterior of all the buildings toured were well maintained with no signs of damage. The interior of the buildings toured was clean. While touring the Education Facility, the MCGJ observed a classroom with missing and water-stained, suspended ceiling tiles. The classroom computers not being used were covered with plastic. Recent rains caused the damage, and Plant Operations was in the process of fixing the leaking roof. Housing: Inmates are housed at a maximum of eight persons per cell. The cells viewed were clean and organized. Each cell has four bunk beds, eight lockers, two sinks with mirrors, one toilet, and one shower. Linens on the bunks and towels hanging on lockers appeared to be clean and tidy. Correctional Officers conduct daily random searches of inmate rooms for contraband. Orientation of Inmates: All inmates arriving at Receiving and Release (R&R) are given a briefing and orientation packet, which includes a Prison Rape/Elimination Act (PREA) brochure, and a self-assessment guide which helps to gauge their level of education, language skills, and maturity. The inmates are shown a video and given an explanation concerning PREA. Inmates are also given instructions on how to report witnessing or being a victim of sexual violence. A signature is required by inmates after the training. Safety issues are also addressed with the 17 inmates. A Disability Placement Program (DPP), a 602 grievance, and an 1824 Reasonable Accommodation Request are explained. Discipline of Inmates: A progressive discipline process for conduct violations is handled in accordance with the California Code of Regulations Title 15. There are three progressive steps of discipline: verbal, counseling, and rules violation reports. Kitchen: The MCGJ toured one of the satellite kitchens as well as the main kitchen at CCWF. Both kitchens appeared to be sanitary and operating efficiently. Inmates working in either kitchen are required to be cleared by Medical Services and able to complete a 52-week food service training program, which qualifies them in food preparation and food handling. Personal Appearance and Attitude Of Inmates: Throughout the institution, inmates were properly dressed, well groomed, and appeared to be using proper hygiene. The MCGJ interviewed several inmates throughout the institution who spoke highly of the institution and its various programs for their rehabilitation with an upbeat and positive attitude. Vocational Programs: Vocational programs offered to inmates at CCWF are autobody and fender repair, building maintenance, building construction, cosmetology, computer-related technology, dental manufacturing, and electronics. Each of these vocational programs offers certification following course completion which can help inmates acquire employment once released from prison. Educational Programs: Central California Women’s Facility has 23 credentialed teachers in the educational department. Classes offered are Adult Basic Education 1 (1st-3rd grades), 2 (4th-6th grades), 3 (7th- 9th grades), and high school GED, which are earned through Sierra Adult Education. The AA degrees are earned through Merced City College. The BA degrees are earned through Fresno State University. Mail: Mail arriving from the Chowchilla Post Office to the CCWF mailroom is processed and delivered to the inmates within seven days. All mail is scanned, screened, opened, and read. Any mail found to contain suspicious messages or contraband is immediately delivered to a custody officer within the mailroom. Family Visiting: Weekly visits for inmates are held in one of two visiting rooms in the institution. Visiting days are Friday, Saturday, and Sunday. Visits with family are up to six hours in length. All visitors must be pre-approved and screened before entering the institution. Family conjugal visits are determined by the inmate's counselor based on their behavior. The inmate must apply for the conjugal visit. These visits are only granted every 90 days.
R4:
The MCGJ recommends that Parks Director or other City Representative immediately begin to monitor and exercise oversight over the golf course Capital Improvement and Maintenance expenditures.
R5:
The MCGJ recommends that the City immediately specify the Maintenance and Capital Improvement categories as defined by USGA to eliminate confusion as to what Sierra is paying and/or has paid for golf course Capital Improvements and Maintenance.
R6:
The MCGJ recommends that the City immediately enforce the Lease provisions requiring the word ‘Municipal’ and all other name and logo requirements.
R7:
The MCGJ recommends that the City immediately review its position on catering. When making any decision, the City should determine its original purpose for prohibiting offsite food service and catering. City should enforce the agreement or allow the use.
R8:
The MCGJ recommends that the City immediately negotiate for concessions it made during Covid-19. The City should consider increasing its share of revenue by participating in all of Sierra’s income excluded from the City in Lease Section 4.4.
R9:
The MCGJ recommends that a new Lease be drafted immediately deleting all obsolete terms which unnecessarily exclude the City from City revenue.
R10:
The MCGJ recommends that the City should immediately make the USGA mandatory annual reports readily available for public review. 38
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Findings & Recommendations
7 findings
F1:
The MCGJ finds that County departments and activities designated as selected for audit by utilization of the Risk Assessment worksheets are in most cases left unaudited, potentially resulting in continued risk to County operations.
Related Recommendations (1)
R1:
The MCGJ recommends that the A/C Department return to a robust utilization and application of the Risk Assessment worksheet to all County entities, with implementation by November 1, 2023.
F2:
The MCGJ finds that County departments and activities planned to receive an audit in the Annual Audit Schedule in many cases do not align with County activities previously designated in the Risk Assessment worksheets, resulting in many high-risk designated activities remaining unaudited.
Related Recommendations (1)
R2:
The MCGJ recommends that in preparing the Annual Audit Schedule, the A/C, with input from the Audit Committee, should demonstrate a more rigorous adherence to those County activities previously identified in the Risk Assessment worksheet by December 31, 2023.
F3:
The MCGJ finds that when in-depth internal audits are performed by the A/C Department, value-added Findings and Recommendations are made to management affording opportunities to improve the effectiveness and efficiency of government operations.
Related Recommendations (1)
R3:
The MCGJ recommends that the A/C, with input from the Audit Committee, should establish and execute a minimum number of in-depth audits to be performed annually by December 31, 2023.
F4:
The MCGJ finds that since the dissolution of the Internal Audit Committee as originally created by the BOS Resolution 2016-315, public visibility, and awareness of internal audit publications are minimized, thereby resulting in a clouded transparency of government operations.
Related Recommendations (1)
R4:
The MCGJ recommends the A/C should publish on its webpage the results of all internal audits performed on County activities by December 31, 2023.
F5:
The MCGJ finds the County did not sufficiently understand and test the capability of NEOGOV’s payroll program to deliver reliable and accurate payroll services to the employees of Madera County, resulting in payroll errors for many County employees.
Related Recommendations (1)
R5:
The MCGJ recommends that prior to purchasing or subscribing to new computer software programs, the County adheres to the guidance provided by the 2015 Internal Control Guidelines of California stating: “Changes in software should be subject to extensive evaluation and testing in order to identify and manage risks associated with use.”
F6:
The MCGJ finds that the County and NEOGOV did not provide sufficient training necessary to implement the new payroll system effectively and efficiently, thereby compounding payroll and reporting errors.
Related Recommendations (1)
R6:
The MCGJ recommends that prior to initiating a computer software conversion plan, a training plan should be fully developed and fully implemented with all personnel expected to use the new software program. Both on and off-site training should be a mandatory component of the training plan.
F7:
The MCGJ finds that the reputation of the Audit Controllers department was compromised resulting from the undue burden of the payroll conversion to NEOGOV, thereby adversely impacting the A/C Department’s ability to fully execute the wide range of its responsibilities.
Related Recommendations (1)
R7:
The MCGJ recommends that the A/C Department personnel should continue to work with HR and other departments to close the remaining gaps associated with the NEOGOV payroll conversion in order to exemplify the core values stated in the 2023 Madera County Strategic Plan: Professionalism, Loyalty, Accountability, Compassion, and Excellence.
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Findings & Recommendations
4 findings
F1:
The MCGJ finds that Madera City Police, Cal Fire, and the Madera County Sheriff’s Department are well-prepared to work in cooperation with outside agencies to address incidents.
Related Recommendations (1)
R1:
The MCGJ recommends that the Madera City Police, Cal Fire, and the Madera County Sheriff’s Department continue to engage outside agencies while addressing incidents.
F2:
The MCGJ finds that Madera City Police, Cal Fire, and the Madera County Sheriff’s Department follow the National Incident Management System (NIMS) guidelines.
Related Recommendations (1)
R2:
The MCGJ recommends that the Madera City Police, Cal Fire, and the Madera County Sheriff’s Department continue to follow the NIMS guidelines.
F3:
The MCGJ finds that Madera City Police, Cal Fire, and the Madera County Sheriff's Department use common terminology and standardized procedures.
Related Recommendations (1)
R3:
The MCGJ recommends that the Madera City Police, Cal Fire, and the Madera County Sheriff’s Department continue to work in a cooperative and collaborative manner using common terminology and standardized procedures.
F4:
The MCGJ finds that Madera City Police, Cal Fire, and the Madera County Sheriff's Department train on ICS procedures on a regular basis across all agencies.
Related Recommendations (1)
R4:
The MCGJ recommends that the Madera City Police, Cal Fire, and the Madera County Sheriff’s Department continue to train on a regular basis across all agencies. Required Respondents: Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following elected county officials within 60 days: Madera County Sheriff 2725 Falcon Drive Madera CA. 93637 Madera County Board of Supervisors th 200 W. Street Fourth Floor Madera, CA 93638 Invited Respondents: Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following elected county officials within 90 days: Cal Fire Battalion Chief th 200 W. Street Fourth Floor Madera, CA 93638 Madera Police Chief 300 S. C Street Madera, CA 93638 Reports issued by the Grand Jury do not identify the individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury.
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Findings & Recommendations
10 findings
F1:
The MCGJ finds that the City’s golf course Budget reports are misleading. This gives the City Council and the public a false understanding of the actual Net Surplus in the City Budget.
Related Recommendations (1)
R1:
The MCGJ recommends that the City Finance Director correct and clarify all budget entries by December 31, 2023.
F2:
The MCGJ finds that Lease Exhibit A and Exhibit B are obsolete.
Related Recommendations (1)
R2:
The MCGJ recommends that the City of Madera immediately rewrite a new contract for the lease, management, and operation of the Madera Municipal Golf Course.
F3:
The MCGJ finds that the record-keeping requirements of the Lease are not being met.
Related Recommendations (1)
R3:
The MCGJ recommends “Detailed” records of Capital Improvements and Maintenance expenditures and the USGA advice reports, be kept by the City for public viewing and for at least five years or as required by law.
F4:
The MCGJ finds that the City appointed the Parks Director to coordinate with Sierra for this golf course planning and oversight role.
Related Recommendations (1)
R4:
The MCGJ recommends that Parks Director or other City Representative immediately begin to monitor and exercise oversight over the golf course Capital Improvement and Maintenance expenditures.
F5:
The MCGJ finds that the City has failed to exercise reasonable oversight and enforcement over the golf course maintenance and capital improvements.
Related Recommendations (1)
R5:
The MCGJ recommends that the City immediately specify the Maintenance and Capital Improvement categories as defined by USGA to eliminate confusion as to what Sierra is paying and/or has paid for golf course Capital Improvements and Maintenance.
F6:
The MCGJ finds that the Lease requires that logos and name “Madera Municipal Golf Course” must always be used for all signage, announcements, menus, events, websites, etc. The MCGJ finds that the logos and word “Municipal” have been often omitted from required usage.
Related Recommendations (1)
R6:
The MCGJ recommends that the City immediately enforce the Lease provisions requiring the word ‘Municipal’ and all other name and logo requirements.
F7:
The MCGJ finds that use of the golf course kitchen for catering from the golf course, is offered on both Sierra and Sugar Pine websites. Catering from the golf course is prohibited and is a breach of the Lease.
Related Recommendations (1)
R7:
The MCGJ recommends that the City immediately review its position on catering. When making any decision, the City should determine its original purpose for prohibiting offsite food service and catering. City should enforce the agreement or allow the use.
F8:
The MCGJ finds that in 2021-23 the City gave Sierra unnecessary financial concessions due to the Covid-19 pandemic.
Related Recommendations (1)
R8:
The MCGJ recommends that the City immediately negotiate for concessions it made during Covid-19. The City should consider increasing its share of revenue by participating in all of Sierra’s income excluded from the City in Lease Section 4.4.
F9:
The MCGJ finds that Lease section 4.4 unnecessarily excludes the City from receiving any revenue from the described activities.
Related Recommendations (1)
R9:
The MCGJ recommends that a new Lease be drafted immediately deleting all obsolete terms which unnecessarily exclude the City from City revenue.
F10:
The MCGJ finds that there are no United States Golf Association reports as required by the Lease.
Related Recommendations (1)
R10:
The MCGJ recommends that the City should immediately make the USGA mandatory annual reports readily available for public review.
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Findings & Recommendations
3 findings
F1:
The MCGJ finds that the Prayer Garden and the Dog Park grounds are well maintained by the inmates.
F2:
The MCGJ finds that the optical program provides training and job opportunities for inmates upon release.
F3:
The MCGJ finds that the dog training program provides inmates with the opportunity to develop compassion, confidence, and responsibility.
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Findings & Recommendations
3 findings
F1:
The MCGJ finds that a classroom in the Education Department has a roof leak.
F2:
The MCGJ finds the vocational programs and educational programs offered at CCWF assist inmates with employment opportunities upon release.
F3:
The MCGJ finds that the PUPS program has a positive effect on inmates/trainers, staff, and the administration.
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Findings & Recommendations
3 findings
F1:
The MCGJ finds that the Madera County Detention Facility provides structure and support to reduce the recidivism of youth at the facility.
F2:
The MCGJ finds that the staff throughout the facility demonstrate concern for the youth and take the success of the youth seriously.
F3:
The MCGJ finds that with the passage of SB823, Madera County will face unique challenges with the realignment population.
* 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.