Gran Jurado del Condado de Madera

2023-2024

13 informes

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
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The full consolidated volume; individual reports are listed below.
Individual reports (13)
Hallazgos & Recomendaciones 7 hallazgos
F1: The MCGJ finds that MBHS' long-term staffing shortage has had a detrimental effect on the engagement and retention rate of those utilizing the services, as well as employee morale. The respondent partially agrees with the finding.
Recomendaciones relacionadas (1)
R1: The MCGJ recommends that MBHS submit a recruitment and retention plan that includes salary increases and incentives to the Board of Supervisors within 120 days of the MCGJ report posting, addressing the long-standing staffing shortage. The recommendation has been partially implemented but will be fully implemented in the future. MCDBHS will develop a retention plan within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below, since various efforts have been launched within the last couple of years to address and improve these continued challenges. 1. MCDBHS sends out recruitments and job flyers to licensed/non licensed providers in the general areas encouraging them to apply for vacant positions through the County website. MCDBHS is actively working with the Madera County Human Resources Department in the development of new and innovative recruitment strategies as a means of filling current vacancies. This includes outreach to local Colleges and Universities, as well as participating in Community Job Fairs and other community events. 2. MCDBHS has implemented an Internship Program which is available to existing staff and outside individuals who are currently enrolled in a master's level program. MCDBHS continues to expand its Partnerships with Local and Out of County Universities. The Internship Program provides a full continuum of training and education with the emphasis of preparing them for an entry level Clinical Position. The program has been successful in that a number of those who completed their internships were eligible to apply for vacant MCDBHS positions. As an additional Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW PARA Behavioral Health Director retention strategy, internships have been made available for existing MCDBHS staff, which has resulted in staff being able to compete, advance and promote within the Department. With the development and implementation of new Programs specific to CalAIM, MCDBHS has experienced the return of former staff who indicated their interest and appreciation for new opportunities to advance. 3. Incentive pay has been established for staff who need to travel daily to our rural, mountain area, clinic as part of their assignment. 4. Posting of new recruitments for hard to fill positions is continuous to allow for ongoing recruitments versus time limited. 5. MCDBHS established a new Staff Activities Committee (SAC), promoted and supported by BHS director, for the past few months to plan and carry out fun activities at each of our clinic sites on the First Friday of each month, "1st Fun Fridays". Some of the activities in past and planned for the future include: 01/05/2024 - Concha and Wellness Café 02/02/2024 - Superbowl Potluck 03/01/2024- Sprint into Action Wear Floral Print 04/05/2024 - Share your Favorite Snack w/Coworkers 05/10/2024 - Cinco de Mayo Potluck 06/07/2024 - Annual Donut Day, Swap donuts 07/05/2024 - Summer Potluck 08/02/2024 - Back to School Gear Day - Wear your school of choice attire 09/06/2024 - Sports Jersey Day 10/04/2024 - Halloween Door Decorating Contest 11/01/2024 - Let's get Flannel with it! Wear your flannel. 12/06/2024 - Staff Appreciation Lucheon. The SAC also has monthly fundraisers that goes towards the annual staff appreciation luncheon at the end of calendar year. They sell items such as popcorn grams and aguas frescas. We have and will continue to raffle different types of baskets filled with items for different uses. 6. Efforts were made to alleviate stressors and boost morale in relation to caseloads. The Directors' Leadership Team has carried out discussions on how to address the high caseload numbers. Although many factors can contribute to high caseloads, one that MCDBHS quickly identified and has taken action to correct are those cases where client contact has not occurred in more than 2 months. Although these do not account for all high caseloads, they will provide MCDBHS providers with a more accurate caseload count of active clients. In late July, the Quality Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com DERA CONNIE MORENO-PERAZA, MSW, LCSW Behavioral Health Director
F2: The MCGJ finds that MBHS has insufficient professional development training for their employees, not just for the benefit of the staff, but also supporting their own goal of being able to grow their own professionals in response to the workforce crisis. The respondent agrees with the finding.
Recomendaciones relacionadas (1)
R2: The MCGJ recommends that MBHS update its Workforce Training Policy to expand the number of professional development training sessions and certifications available to employees, with costs incurred by MBHS within 120 days of the MCGJ report posting. The recommendation has not yet been fully implemented. MCDBHS will update its Workforce Training Policy within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. Training our providers and staff is vital to our operations. For this reason, MCDBHS is in the process of identifying a Training Coordinator. This will assist our training planning and coordination efforts throughout our clinic sites. The Training Coordinator will be responsible for the coordination and development of an annual training plan. The Training Plan is to include training all areas of MCDBHS (Clinical, Administrative, Fiscal in addition to other areas in need of training support). This position will come with a clinical background to ensure our clinical staff are heard and necessary trainings are scheduled. In March 2024, MCDBHS conducted a training survey to determine which trainings were in demand for both our clinical and administrative teams. This information will be utilized to guide the efforts of our Training Coordinator once established. During the onboarding process, new providers are required to complete the Documentation Training in addition to MCDBHS specific policies and procedures. This is followed by a one-on-one Electronic Health Record (EHR) Training to ensure effective navigation and clinical document completion. Ongoing training and support are thereafter provided by direct supervisor and division manager as needed. MCDBHS, as required, incurs the cost of our annual HIPAA/Law & Ethics Training for which providers received 6 Continuing Education (CE) units. Although this training Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW OERAPopulari Behavioral Health Director Assurance Division, along with clinical lead staff, spearheaded this effort by running reports to best identify which cases could be closed and under what circumstances. The pilot included a total of 100 charts from April 2024 to present, with a total of over 50 being sent a Notice of Adverse Benefit Determination (NOABD) which provides a 10-day window to engage back in services, if no contact is made, client is discharged. MCDBHS has aligned with the state's provider to client ratios as indicated in BHIN 24-020 and has revised its sustainability standard from 70% to 60% as per the same BHIN. The goal of these efforts is twofold: to provide more accurate active caseloads for each provider and to provide a more attainable sustainability standard, while remaining in compliance with state regulation. 7. MCDBHS has also partnered with the Health Resources and Services Administration (HRSA) for many years which as noted on their website has assisted "Nearly 22,000 health care providers through loan repayment and scholarship programs". MCDBHS ensures open application periods are communicated promptly to our providers and follows up with certifying each of the applicants so they can be considered for loan repayment funds. Each year we have between 1-3 providers who commit to remain in employment with MCDBHS for a minimum of 2 years to qualify to receive loan repayment funds which is a huge incentive for both the provider and MCDBHS. 8. The Central Regional Partnership through the Mental Health Services Act Workforce Education and Training (WET) program has developed a Retention Program (RP) opportunity. Madera County, in collaboration with other counties in the region, has partnered with the California Mental Health Services Authority (CalMHSA) to make this funding available to the county Public Mental Health System workforce. It will award up to $2,265 to qualified workers within the Region's Behavioral Health care that commit to a 12-month service obligation in a recognized hard-to-fill or hard-to-retain position. Through this program, the Regional Partnership seeks to support its qualified providers that service the most underserved populations within the county and work in the most hard- to-retain positions. 9. During the review process of MCBHS by the Madera County Grand Jury, Madera County labor unions and human resources department were in the process of negotiations as a result of the new classification and compensation study. Since then, staff have been provided with salary increases based on the analysis completed by Koff and Associates and agreed upon labor negotiations. Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW Behavioral Health Director is required every two years, MCDBHS understands regulation is everchanging and seeks to keep its employees as up to date as possible in this regard. Early in 2024, MCDBHS rolled out a Narcan/Naloxone training for all staff. This is a voluntary training, however, offered at time of onboarding to ensure our staff is appropriately trained to administer Narcan whenever necessary. MCDBHS is also a Narcan/Naloxone distribution point, all clinics keep Narcan kits on hand for distribution to the public upon request. The Prevention, Outreach, and Community Engagement Team is leading the efforts to train partner and community agencies as well as the public in the administration of Narcan to better prepare the community as a whole to save lives The Prevention, Outreach, and Community Engagement Team received free Core Competencies for Prevention training upon being hired. The team also received training to become certified "train the trainers" for Mental Health First Aid and Applied Suicide Intervention Skills Training to become certified to provide the training in the community. MCDBHS partnered with The Change Companies to provide ASAM training to all providers, Mental Health (MH) as well as Substance Use Disorder (SUD) providers. MCDBHS incurs all costs for this 3-module training, granting a total of 13 CEs to each provider. MCDBHS also incurs all costs related to license renewal for our many providers. Although, it is usual that counties will require providers to pay then be reimbursed, MCDBHS has opted to incur the cost upfront to minimize disruption in the daily activities of our providers.
F3: The MCGJ finds that the outreach efforts are inadequate to the Hispanic/Latino population. The respondent disagrees partially with the finding.
Recomendaciones relacionadas (1)
R3: The MCGJ recommends that MBHS add Spanish-language media outlets to their outreach efforts to the Hispanic/Latino community within 120 days of the MCGJ report posting. The recommendation has been partially implemented but will be fully implemented in the future. MCDBHS will strategize and identify the most appropriate Spanish- Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW P Je RA Behavioral Health Director language media outlets to outreach the Hispanic/Latino community within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. MCDBHS is committed to culturally and linguistically competent services that are embedded throughout the entire system of care. MCDBHS understands and acknowledges how cultures, values, beliefs, life experiences, and perspectives impact client's decision-making that influence their overall health and well-being. MCDBHS goal is to provide effective, equitable, understandable, and respectful quality care and services that are responsive to diverse cultural health beliefs and practices, preferred languages, health literacy, and other communication needs. MCDBHS developed strategies designed to address: 1. Governance, leadership, and workforce, 2. Communication and Language Assistance, and 3. Engagement, Continuous Improvement, and Accountability. Under Communication and Language Assistance, we identified specific goals to target the Hispanic/Latino population; Goal 3. Focus on increasing our penetration rates for the Hispanic/Latino population by increasing our online/social media presence; Goal 4. Increase engagement for all BHS clients through an online/social media platform to help reduce stigma; and Goal 7. Focus on community partnerships that are beneficial for our clients to help evaluate policies and practices that ensure cultural and linguistic appropriateness. MCDBHS established a Marketing and Media Committee to provide direction on the overall comprehensive marketing and communications strategies for the department. BHS Marketing and Media Committee developed branding guidelines and resources to ensure materials developed are culturally and linguistically appropriate for the community. The BHS Marketing and Media Committee ensure materials developed are in line with the department's mission. For FY2023-2024, MCDBHS strived to increase engagement via social media completing a total of 283 posts. On a monthly basis BHS prevention staff develop bilingual educational social media post for Facebook and X (Twitter). BHS is currently working with OutFront Media Group to launch several bilingual billboards to be displayed throughout Madera County. In May 2024, we had the opportunity to work with iHeart Media to promote our youth summit via radio broadcast (La Preciosa, B95, and Soft Rock 98.9), digital media using geofencing, and used Madera Unified School District digital platform, Peach Jar to reach all Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW DERA Behavioral Health Director parents and students attending Madera Unified School District. We are currently exploring social media boost of our educational post, Peach Jar to share flyers and information for parents, and preparation for a strategic planning session with partners and community members to help the prevention team develop a comprehensive communication plan. The communication plan will be used to guide the development of social media campaigns using print media, earn media, social media, and digital media targeting the Hispanic/Latino Community. Other outreach efforts conducted in-person to reach and engage the Hispanic Latino community include: Participation in Youth Specific Efforts: collaborated with local schools 37 instances to provide a presentation, workshop, and/or participated in outreach events during student's lunch. 2. Parent Specific Efforts: collaborated 29 instances with local schools and organizations that serve parents of students attending local Madera County schools. 3. County-wide Efforts: collaborated with organizations throughout Madera County to disseminate information, reaching 10,693 community members. 4. Establishing partnerships with organizations that served the monolingual Spanish speaking communities including Madera Coalition for Community Justice, City of Madera Park and Recreational Services, and their Senior Services. 5. In September of 2024, BHS will be launching educational workshops to help educate the community about mental health illness. These workshops will be conducted in Spanish and English. The purpose of these workshops is to help reduce stigma surrounding mental health that prevents individuals from seeking services, primarily focusing on the Hispanic Latino Community. 6. BHS partnered with other organizations to increase outreach efforts targeting the Hispanic Latino community by conducting outreach at Farmer's Markets, Madera Flea Market, and reaching out to organizations that work with the Oaxacan community.
F4: The MCGJ finds that the sterile nature of the facilities where services are conducted do not support the therapeutic environment essential for connection. The respondent disagrees partially with the finding.
Recomendaciones relacionadas (1)
R4: The MCGJ recommends that MBHS consult with a professional within 120 days of the MCGJ report posting to improve the interior of the treatment areas and create a more therapeutic environment. Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW PARA Behavioral Health Director The recommendation has been partially implemented but will be fully implemented in the future depending on available funding sources and depending on state and local budgets. MCDBHS will seek consultation with County Administration on available resources to develop a cost effective, well thought out, phased in facilities plan to improve the interior of the treatment areas, with staff and client input, within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. As it relates to client and family needs, MCDBHS relocated its Children's Services to its own separate office site. The name "Children, Youth and Family Recovery Center" (CYFRC) came about as result of staff input and feedback. CYFRC is a full-service Children's Site; in that, it provides Mental Health, Substance Abuse Disorder and Medication Services. The Children's Team (Clinical Providers, Administrative Staff and Supervisors) worked together in identifying the décor that would serve to be a more welcoming, warm, child/family environment while taking into consideration the importance of cultural diversity, equity and inclusion. Chowchilla Recovery Center has created a welcoming environment by dedicating a small area for children inclusive of a library and child size furniture. This is something we will consider replicating at our other locations. At our main location, known as "7th Street", the intake rooms are being reassessed to incorporate a more welcoming feel for the public. The dedicated office for the officer of the day office has already been decorated to include greenery and artwork for a more soothing and welcoming environment. In conference rooms and other specific locations throughout the clinic, client's therapeutic artwork has been put on display which has been quite welcomed by staff and the public alike. The halls and waiting areas have smart TV's playing soft, soothing music to create a relaxing atmosphere. Last, one conference room has been upgraded with new tables and chairs. A wall of the front reception office was painted with a warm color blue and it has bilingual signage on for "Welcome-Bienvenidos" to ensure our Spanish speaking clientele feel welcome in their own language. The others will continue to be upgraded as soon as the FY2024-2025 Budget is approved by the Board of Supervisors in September 2024. MCDBHS will continue to make efforts to improve the feel of our clinic sites by incorporating greenery and assessing the feasibility of painting walls for a more welcoming feel. Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW Behavioral Health Director
F5: The MCGJ finds that the new C.A.R.E.S mobile crisis team is a very valuable resource for the county, however it lacks sufficient public exposure to develop awareness and trust in the community. The respondent agrees with the finding.
Recomendaciones relacionadas (1)
R5: The MCGJ recommends that MBHS coordinate press releases, local news coverage, and social media campaigns to highlight the C.A.R.E.S. team and their services within 120 days of the MCGJ report posting. The recommendation has not yet been implemented but will be fully implemented during FY2024-2025. MCDBHS will research the best avenues for the coordination of press releases, local news coverage, and social media campaigns for C.A.R.E.S. team and its services, in coordination with the CAO Public Information Team (PIT) within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. The Prevention, Outreach, and Community Engagement Services focuses on education and support of individuals and communities to prevent the use and misuse of drugs and the development of substance use disorders; promotes the prevention and treatment of mental health disorders; conducts community outreach efforts to increase awareness of early signs of addiction and mental illness to enhance the wellbeing of individuals, families, and the community. Prevention services include CARES outreach services, which include education outreach aimed to educate and inform the community about our mobile crisis and non-crisis services through educational presentations and community engagement efforts. Community outreach efforts include tabling services at local events to increase awareness of our mobile crisis services, build rapport and partnerships with the community, and provide FREE marketing materials to promote our CARES services. For FY2023-2024, MCDBHS held or attended a total of 165 outreach events where CARES information reached a total of 6,372 community members. The outreach team also shared CARES information during 28 presentations throughout Madera County and established 61 partnerships with community organizations, business, and schools who were provided CARES marketing materials (posters, flyers, and business cards) to share with clients and customers. During this same period a total Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com CONNIE MORENO-PERAZA, MSW, LCSW E PARTIE WITH Behavioral Health Director of 283 educational social media posts that included the Centralized Access and Crisis Line and CARES information were completed. Currently, MCDBHS has a purchasing agent agreement (PAA) with OutFront Media to develop graphics and establish billboards that include our CARES information in two locations within the City of Madera, we are also opting into a poster rotation program that will feature our billboards in various locations that include the City of Chowchilla and rural areas of Madera County. We are also inquiring about print media, digital media, and radio broadcasting via iHeart Radio.
F6: The MCGJ finds that MBHS is not providing support to their employees regarding their own well-being and mental health. The respondent partially agrees with the finding.
Recomendaciones relacionadas (1)
R6: The MCGJ recommends that MBHS implement an internal program to support the well-being and mental health of its employees within 120 days of the MCGJ report posting. The recommendation has been partially implemented but will be fully implemented in in the next two years. MCDBHS will strategize and identify further improvements for the well-being and mental health of its employees within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. MCDBHS has conducted various efforts to support the health and well-being of its staff. These became much more urgent and focused during the COVID-19 pandemic which saw our agency adapting to the immediate needs such as preventive measures and flexibility in schedules to work-from-home. During this time, MCDBHS leverage CredibleMind and its Live Well Madera County webpage to provide local resources to our staff. A survey to gauge burnout was launched in the early months of COVID so staff could determine when they needed to step away and regroup. Since then, additional efforts have been launched for the health and wellness of our staff, some of these are: 1. Implementation of a Wellness Room, which staff can use during their breaks throughout the working day to decompress, destress, relax, and/or do Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com DERA CONNIE MORENO-PERAZA, MSW, LCSW Behavioral Health Director mindfulness activities. This room was furnished with a therapeutic chair, cushions, soft lighting, soothing sounds machine and create an overall peaceful space. This Wellness Room is also conducive and arranged as a private "Lactation Room" for employees who need to use it after giving birth and returning to work. 2. Wellness Wednesday was established. This is an internal department email sent to all staff providing tips, recommendations, and facts related to mental health and wellness as well as additional resources staff can reference to support their health and wellbeing. 3. Monitors have been installed in lobby and other general areas set to play soothing music and encourage mindfulness. 4. The SAC also helps in the well-being of staff by creating and participating in fun monthly activities for all staff members to take part in. 5. "1st Fun Friday" has continued to promote a relaxed, fun, stress free work environment. 6. "Friday Jean's Day" has continued as well, and signage is posted in our facilities to inform the public of this relaxed attire at work. 7. COVID temperature scanners and preventative materials such as masks, hand sanitizers continue to be readily available throughout our clinics, notification of infections are sent to all staff as applicable to safeguard the health and wellbeing of our clients and staff. 8. A partnership with CredibleMind and the creation of the https://madera.crediblemind.com/ website a few years ago, provides our staff with resources for all around well-being through literature and podcasts on many topics as well as assessments to monitor one's own well-being and suggesting resources to provide relief. In addition, a WellScreen tool is being considered for implementation which promises to contribute to the County's expansion in access to local and self-help behavioral health resources, improved access for youth and acute mental health candidates and lower overall behavioral health service costs through improved triage efficiency.
F7: The MCGJ wants to commend the staff of MBHS for their dedication and commitment to improving the wellness of the community. The respondent agrees with the finding. MCDBHS has an amazing team that provides high quality mental health and substance use disorder service to our diverse communities in Madera County. I am proud of each one of them and grateful to know them and work with them. Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com
Hallazgos & Recomendaciones 4 hallazgos
F1: TheMCGJfindsthat the daily maintenanceroutineneeds improvementtocleanawaythe cobwebs.
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F2: TheMCGJfindsthat the worn-out linoleumflooring, citedin2021-2022,still needsto be addressed andrepaired.
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F3: TheMCGJfindsthat the Jailprovidesrelevant trainingand certificationprograms for participatinginmates.
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F4: TheMCGJfindsthatthe interactionbetween correctionofficersand inmateswasrespectful.
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Recomendaciones adicionales 4

No vinculadas a hallazgos específicos.

R1: TheMCGJ recommendsimproving thedaily maintenanceroutinetocleanaway the cobwebs.
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R2: TheMCGJ recommendsthat the worn-out linoleumflooringcitedin thisreport beaddressed bySeptember30,2024.
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R3: TheMCGJ recommendsthe current vocationalprograms continueandconsider expanding.
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R4: TheMCGJ recommendsthat the correctionofficerscontinuetointeractrespectfully with inmates. Required Responses: Pursuantto PenalCodeSections 933and 933.05,the MaderaCounty Grand Juryrequests responses asfollows: From thefollowing elected officialswithin90days: Board of Supervisors 200WestFourth Street Madera,CA 93637 MaderaCounty Sheriff Headquarters 2725FalconDr. Madera,CA 93637 27 Invited Responses: Pursuantto PenalCodeSections 933and933.05,theMadera County GrandJury requests responses asfollows: From thefollowing governingbodywithin 90days: MaderaCounty Sheriff (Jail) 195TozerSt. Madera,CA 93637 Board of Stateand CommunityCorrections (BSCC) 2590Venture OaksWay, Suite200 Sacramento, CA. 95833 ReportsissuedbytheCivilGrandJurydonotidentifyindividualsinterviewed.PenalCodeSection929requiresthat reportsoftheGrandJurynotcontainthenameofanypersonorfactsleadingtotheidentityofanypersonwho providesinformationtotheCivilGrandJury.TheCaliforniaStateLegislaturehasstatedthatitintendsthe provisionsofPenalCodeSection929prohibitingdisclosureofwitnessidentitiestoencouragefullcandorin testimonyinGrandJuryinvestigationsbyprotectingtheprivacyandconfidentialityofthosewhoparticipateinany CivilGrandJuryinvestigation. 28
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Hallazgos & Recomendaciones 2 hallazgos
F1: TheMCGJfindsthatVSP hasoverpopulated thefacilityand isfarexceeding thedesigned capacitylimits.
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F2: TheMCGJfindsthat VSP providesamulti-facetedenvironment withthe goalof rehabilitation andthereductionof recidivism.
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Recomendaciones adicionales 2

No vinculadas a hallazgos específicos.

R1: TheMCGJrecommends thatVSP meettheState-authorizedcapacity byOctober1,2024.
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R2: TheMCGJrecommends thatVSP continuetodevelop themulti-facetedenvironment for the purposeof rehabilitation and thereduction ofrecidivism. Required Responses: PursuanttoPenal Code Sections933and933.05,the MaderaCounty GrandJury requestsresponses fromthe following governingbodywithin90days: ValleyState PrisonWarden 21633Avenue 24 Chowchilla,California 93610 GovernorGavin Newsom 1021O Street,Suite 9000 Sacramento, CA95841 33 Invited Responses: Pursuantto Penal CodeSections933and 933.05,theMadera County GrandJury requestsresponses asfollows: From thefollowing governingbodywithin 60days: Board of Stateand CommunityCorrections (BSCC) 2590Venture OaksWay, Suite200 Sacramento, CA. 95833 ReportsissuedbytheCivilGrandJurydonotidentifyindividualsinterviewed.PenalCodeSection929requiresthat reportsoftheGrandJurynotcontainthenameofanypersonorfactsleadingtotheidentityofanypersonwho providesinformationtotheCivilGrandJury.TheCaliforniaStateLegislaturehasstatedthatitintendsthe provisionsofPenalCodeSection929prohibitingdisclosureofwitnessidentitiestoencouragefullcandorin testimonyinGrandJuryinvestigationsbyprotectingtheprivacyandconfidentialityofthosewhoparticipateinany CivilGrandJuryinvestigation. 34
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Hallazgos & Recomendaciones 16 hallazgos
F1: The MCGJ finds that the City has followed the 2009 Lease by establishing the Golf Course Advisory Committee to inspect, discuss, and report monthly to the City with findings and
F2: The MCGJ finds there is no current Inventory list of City owned personal property and fixtures located at the MMGC.
F3: The MCGJ finds that after 13 years the City has enforced one section in the Lease by requiring SGM to pay for the 2023 mandatory annual USGA report which was received in August 2023.
F4: The MCGJ finds that the City's PCS has failed to inspect, inventory, or comment to the 2022 consultant's 96-page ADA report evaluating the conditions at the MMGC.
F5: The MCGJ finds that the City has failed to understand the Lease and the series of nine amendments that have generated confusion hindering the orderly exercise, reasonable oversight, and enforcement over the MMGC tenants, maintenance, and capital improvement obligations.
F6: The MCGJ finds that the City business license application processing has no written procedures and thus no safeguards against fraudulent applications.
F7: The MCGJ finds that the logos and name Madera Municipal Golf Course are often omitted from signage, scorecards, announcements, menus, events, websites, etc.
F8: The MCGJ finds that the golf course kitchen and bar have not been operated by Sugar Pine Smokehouse.
F9: The MCGJ finds that the City made the written statement that no applications or City business licenses exist for GROUP.
F10: The MCGJ finds that the use of CI money has been discussed by the City and SGM as being used for deferred maintenance at the MMGC.
F11: The MCGJ finds that the City Tax Collector has no system to track businesses within the City to ensure that the City is receiving prompt and continuous tax payments.
F12: The MCGJ finds that the City of Madera has had discussions about writing one coherent consolidated MMGC Lease with SGM.
F13: The MCGJ finds that the City has repeatedly failed to ascertain or confirm the true identity of SGM's purported subtenant(s) at the MMGC.
F14: The MCGJ finds that SGM appears to have two subtenants: Smokehouse for the food service, and the undisclosed bar operator GROUP.
F15: The MCGJ finds that the Interim Fire Marshal recommended that the MMGC be brought up to both the ADA requirements and the City Building Code due to serious violations.
F16: The MCGJ finds that the City has failed to ensure that its tenant and subtenants at the MMGC have performed their daily maintenance obligations under the Lease
Recomendaciones adicionales 16

No vinculadas a hallazgos específicos.

R1: The MCGJ recommends that this GCAC continue its monthly oversight of MMGC.
R2: The MCGJ recommends that the City create an Inventory list of property and fixtures it owns at the golf course within 90 days of the publication of this report.
R3: The MCGJ recommends that SGM continue to provide the mandatory annual USGA advisory reports.
R4: The MCGJ recommends that the City have the PCS physically inspect and provide a written report to the City Council on each observation noted in the 96-page ADA Consultant's MMGC report within 90 days of receipt of this report.
R5: The MCGJ recommends that the City assign a person or department responsible for following up on all contracts to determine contractual performance and to enforce violations of required performance within 90 days of receipt of this report.
R6: The MCGJ recommends that the City enact written procedures for reviewing and processing Business license applications within 30 days of this report.
R7: The MCGJ recommends that the City correct the omission and take action to either enforce this Lease requirement or delete the requirement within 30 days.
R8: The MCGJ recommends that the City require proof of the identity of the tenants and /or subtenants operating the kitchen and the bar and obtain a copy of the ABC liquor license within seven days.
R9: The MCGJ recommends that the City seek the maximum fines and penalties against GROUP within seven days of publication of this report. R 10. The MCGJ recommends that the City enforce the maintenance provisions in Lease Section 16 to require SGM to pay for all deferred maintenance. R 11. The MCGJ recommends that the City enact adequate tracking systems to ensure that businesses are paying taxes to the City within 30 days from the publication of this report. R 12. The MCGJ recommends that the City complete negotiations and memorialize the product of the negotiations into one modern consolidated Lease within 90 days from the publication of this report. R 13. The MCGJ recommends that the City recognize that SGM has represented its subtenant as Smokehouse and commence all appropriate actions to determine and correct the subtenant's true identity of the kitchen/dining and bar operator(s) within 30 days of the publication of this report. R 14. The MCGJ recommends that the City investigate this subtenant discrepancy and take appropriate action within 7 days of the publication of this report. R 15. The MCGJ recommends that the City and SGM take action to correct these violations and complete the required work to avoid serious potential liability within 30 days of the publication of this report. R 16. The MCGJ recommends that the City enforce timely maintenance at the MMGC immediately. Report Respondents Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requests that the statutory required responses be delivered within the deadlines in both written form and PDF to the following: Superior Court of Madera County 200 South G Street Madera, CA 93637 Required Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials within 90 days: Madera City Council Madera City Hall 205 West 4th Street Madera, CA 93637 Mayor of the City of Madera Madera City Hall 205 West 4th Street Madera, CA 93637 Madera County District Attorney 300 South G Street Madera, CA 93637 Invited Responses: Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury invites responses from the following within 60 days: California Attorney General 1300 I Street Ste 1142 Sacramento, CA 95814 Alcoholic Beverage Control 1330 E. Shaw Avenue Ste or Building B Fresno. CA 93710 City of Madera City Manager Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Director of Parks and Community Services John W. Wells Youth Center 701 East 5th Street Madera, CA 93638 City of Madera Finance Department Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Police Chief 330 C Street Madera, CA 93637 City of Madera Planning Department Madera City Hall 205 West 4th Street Madera, Ca 93637 City of Madera Code Enforcement 330 C Street Madera, CA 93637 City of Madera ADA Advisory Council Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Golf Course Advisory Committee Madera City Hall 205 West 4th Street Madera, CA 93637 Note: This report was prepared using current information available on the websites listed. Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.
R10: The MCGJ recommends that the City enforce the maintenance provisions in Lease Section 16 to require SGM to pay for all deferred maintenance.
R11: The MCGJ recommends that the City enact adequate tracking systems to ensure that businesses are paying taxes to the City within 30 days from the publication of this report.
R12: The MCGJ recommends that the City complete negotiations and memorialize the product of the negotiations into one modern consolidated Lease within 90 days from the publication of this report.
R13: The MCGJ recommends that the City recognize that SGM has represented its subtenant as Smokehouse and commence all appropriate actions to determine and correct the subtenant's true identity of the kitchen/dining and bar operator(s) within 30 days of the publication of this report.
R14: The MCGJ recommends that the City investigate this subtenant discrepancy and take appropriate action within 7 days of the publication of this report.
R15: The MCGJ recommends that the City and SGM take action to correct these violations and complete the required work to avoid serious potential liability within 30 days of the publication of this report.
R16: The MCGJ recommends that the City enforce timely maintenance at the MMGC immediately. Report Respondents Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requests that the statutory required responses be delivered within the deadlines in both written form and PDF to the following: Superior Court of Madera County 200 South G Street Madera, CA 93637 Required Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials within 90 days: Madera City Council Madera City Hall 205 West 4th Street Madera, CA 93637 Mayor of the City of Madera Madera City Hall 205 West 4th Street Madera, CA 93637 Madera County District Attorney 300 South G Street Madera, CA 93637 Invited Responses: Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury invites responses from the following within 60 days: California Attorney General 1300 I Street Ste 1142 Sacramento, CA 95814 Alcoholic Beverage Control 1330 E. Shaw Avenue Ste or Building B Fresno. CA 93710 City of Madera City Manager Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Director of Parks and Community Services John W. Wells Youth Center 701 East 5th Street Madera, CA 93638 City of Madera Finance Department Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Police Chief 330 C Street Madera, CA 93637 City of Madera Planning Department Madera City Hall 205 West 4th Street Madera, Ca 93637 City of Madera Code Enforcement 330 C Street Madera, CA 93637 City of Madera ADA Advisory Council Madera City Hall 205 West 4th Street Madera, CA 93637 City of Madera Golf Course Advisory Committee Madera City Hall 205 West 4th Street Madera, CA 93637 Note: This report was prepared using current information available on the websites listed. Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.
Hallazgos & Recomendaciones 5 hallazgos
F1: The MCGJ finds Fairmead is in dire need of assistance to mitigate the water challenges.
Recomendaciones relacionadas (1)
R1: The MCGJ recommends that the Board of Supervisors create a work group with the HSRA and FCF to establish timelines, monitor the progress, and report to the Board of Supervisor annually regarding the water system conditions by October 1, 2024.
F2: The MCGJ finds Fairmead is in dire need of assistance to mitigate the sewer challenges.
Recomendaciones relacionadas (1)
R2: The MCGJ recommends that the Board of Supervisors create a work group with the City of Chowchilla, FCF, and HSRA to establish timelines, monitor progress, and report to the Board of Supervisors annually regarding the implementation of the sewer system by October 1, 2024.
F3: The MCGJ finds Fairmead is in dire need of assistance to mitigate the road challenges.
Recomendaciones relacionadas (1)
R3: The MCGJ recommends that the Board of Supervisors direct the County of Madera Road Department to submit a plan to the Board of Supervisors addressing the road repairs, including a timeline for completion, by October 1, 2024.
F4: The MCGJ finds that the HSRA has entered into a MOU agreement with the FCF that fails to include any timelines or deadlines for performance.
Recomendaciones relacionadas (1)
R4: The MCGJ recommends that the Madera County Board of Supervisors, the HSRA, and FCF establish timelines and deadlines for each provision included in the MOU agreement by October 1, 2024.
F5: The MCGJ finds that it is uncertain how the HSRA route will impact Fairmead.
Recomendaciones relacionadas (1)
R5: The MCGJ recommends that Madera County, FCF, and HSRA determine the exact Fairmead HSRA route and determine the affected properties by October 1, 2024. Required Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials within 90 days: Madera County Board of Supervisors 400 W. 4th Street Madera, CA 93637 City of Chowchilla City Council 130 S. Second St. Chowchilla, CA 93610 Invited Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials within 60 days: Fairmead Community & Friends P.O. Box 517 Chowchilla, CA 93610 City of Chowchilla Public Works 360 N 1st St. Chowchilla, CA 93610 Madera County Public Works 200 W. 4th St. Madera, CA 93637 High-Speed Rail Authority Central California Regional Office 1111 H Street Fresno, CA 93721 Note: This report was prepared using current information available on the websites listed. Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.
Hallazgos & Recomendaciones 4 hallazgos
F1: TheMCGJfindsthat thetax-sharing contractbetween Madera Countyand thecities of Maderaand Chowchillashould bemoreequitable basedonthe number ofanimal intakesper jurisdiction.
Recomendaciones relacionadas (1)
R1: TheMCGJrecommendsthat theBoard ofSupervisors renegotiatethe tax-sharingcontract between theCountyof Maderaandthe citiesof Maderaand Chowchillaregarding theMCAS funding within 90daysofthe MCGJ reportposting.
F2: The2023-2024 MCGJ finds,andagreeswith previousfindings,that theMCAS facilityis inadequateto meetMaderaCounty's currentneeds andfuture growth.
Recomendaciones relacionadas (1)
R2: TheMCGJrecommendsthat theBoard ofSupervisors proposeanewplan tocompletethe renovationof thecurrent MCAS facilityorthe constructionofanewfacilitywithin 90daysof theMCGJ report posting.
F3: The2023-2024 MCGJ finds,andagreeswith previousMCGJ findings,that staffing shortages persistdue tothe significantgapbetween thebudgeted numberof full-timeequivalent employeesand theactualnumber ofpositionsfilled.
Recomendaciones relacionadas (1)
R3: TheMCGJrecommendsthat theBoard ofSupervisors removethe hiring freezeaffecting MCAS within 90daysof theposting of theMCGJ report.
F4: The2023-2024 MCGJ finds,andagreeswith previousMCGJ findings,that theMCASdoes not haveanestablishedwrittenPolicy andProcedure Manual.
Recomendaciones relacionadas (1)
R4: TheMCGJrecommendsthat MCASdevelop andadopt awrittenPolicy andProcedure Manualwithin 180daysof theMCGJ reportposting. Required Responses: Pursuantto PenalCodesections933and933.05,the MCGJ requestsresponses as follows; From thefollowing elected countyofficialswithin 90days: MaderaCounty Boardof Supervisors 200W. 4thStreet Madera,CA 93637 MaderaCityCouncil 205W. 4thStreet Madera,CA 93637 ChowchillaCityCouncil 130S. 2ndStreet Chowchilla,CA 93610 Invited Responses: Pursuantto PenalCodesections933and933.05,the MCGJ requestsresponses as follows; From thefollowing elected countyofficialswithin 60days: MaderaCounty AnimalShelter 14269Road 28 Madera,CA 93637 MaderaCounty Public Health Director 1604SunriseAvenue Madera,CA 983638 MaderaCounty AnimalControl Director 14269Road 28 Madera,CA 93636 MaderaCounty ChiefAdministrativeOfficer 200W. 4thStreet Madera,CA 93637 Note: Thisreportwaspreparedusingcurrentinformationavailableonthewebsiteslisted. ReportsissuedbytheCivilGrandJurydonotidentifyindividualsinterviewed.PenalCodeSection929requires thatreportsoftheGrandJurynotcontainthenameofanypersonorfactsleadingtotheidentityofanypersonwho providesinformationtotheCivilGrandJury.TheCaliforniaStateLegislaturehasstatedthatitintendsthe provisionsofPenalCodeSection929prohibitingdisclosureofwitnessidentitiestoencouragefullcandorin testimonyinGrandJuryinvestigationsbyprotectingtheprivacyandconfidentialityofthosewhoparticipateinany CivilGrandJuryinvestigation.
Hallazgos & Recomendaciones 4 hallazgos
F1: The elected officials, department heads, and governing bodies of the Madera County BOS and the Cities of Madera and Chowchilla are inconsistent with compliance with the statutory requirements for responses to the MCGJ Findings and Recommendations within 60/90 days.
Recomendaciones relacionadas (1)
R1: Budget The issue was approved at the 6/21/23 City Council meeting. Χ CLOSED. IMPLEMENTED Clarity
F2: The elected officials, department heads, and governing bodies of the Madera County BOS and the Cities of Madera and Chowchilla frequently fail to comply with the statutory requirements for designating timeframes for intended implementation and providing details for further analysis.
Recomendaciones relacionadas (1)
R2: Contract X City stated, "City and SGM have discussed updating the Revision contract. OPEN. NOT IMPLEMENTED; No explanation.
F3: The lack of compliance by elected officials, department heads, and governing bodies of the County of Madera, Cities of Madera, and Chowchilla and the lack of follow-up by previous grand juries have caused many unresolved issues.
Recomendaciones relacionadas (1)
R3: Detailed X X Partial Agreement: The records exist but will only be made public on request as per the Public Records Act. records OPEN. NOT IMPLEMENTED; partial explanation;
F4: The failure of previous Madera County Grand Juries to follow up on Open responses to report recommendations has allowed the government agencies to ignore the Grand Jury.
Recomendaciones relacionadas (1)
R4: Oversight X X Partial: Response makes reference to the 9th Amendment and a Golf Course Advisory Committee. CLOSED X X Partial: The issue was partially addressed in response to R4.
Recomendaciones adicionales 6

No vinculadas a hallazgos específicos.

R5: Has been implemented.
R6: Has not yet been Director of Behavioral Implemented R7. Has not Health Services R1. yet been implemented. R8. Agreed. R2. Has been Workers and Program Managers with social work education and experience, effective immediately, R9, DSS administration annually review Has not yet been implemented, R3, Patially
R7: Word X The word "Catering" was removed. "Catering" CLOSED
R8: COVID X CLOSED The contract has a five-year extension; still negotiating the
R9: Contract X agreement; the current status and timeline are not provided. OPEN
R10: USGA X For the first time, a USGA Report was completed; however, no indication of future USGA Reports planned. Report CLOSED. Need to revisit. The role of California civil grand juries is unique. Its role in the judicial branch is to examine and investigate local government functions and make recommendations to improve systems, procedures, and methods of operations, promoting honest, efficient government in the best interest of the community. While a grand jury has legislative powers to conduct investigations, including the power to subpoena witnesses, it lacks authority to enforce the implementation of report recommendations. The grand jury can only ensure that the reports and affected agencies' responses are published for public scrutiny. The lasting value of a grand jury investigation is diminished when the affected agencies do not appropriately address findings and recommendations3. Often, a respondent will reply that it intends to implement a recommendation later or that it requires further study, leaving the report Open. Regardless of these difficulties, there are statutory requirements by the responsible agencies investigated to provide substantial responses in compliance with Government Code requirements. Tracking and follow-up of Open responses is made challenging as reports are typically published at or near the end of the MCGJ's one-year term of service. Diligent follow-up by local agencies and succeeding grand juries is needed in order to ensure that all Open responses have met the statutory requirements and are appropriately closed with published responses. Without the oversight of continuity, the recommendations fall off the radar of the public and governing agencies. See for example, MCGJ Final Report: Madera County Animal Services: It's a Dog's Life, 2324-03. Recommendations and Response Tracking System (RRTS) Tracking responses to previous grand jury reports is an internal function of the sitting MCGJ. The 2023-2024 Grand Jury developed a Recommendation and Response Tracking System (RRTS) for the purpose of investigating the met or unmet statutory requirements of all respondents identified in each Final Report. This RRTS will be passed on to future MCGJs. The implementation of RRTS to track and report on all responses, diligently maintained, will give further credence toward preserving the positive impact of MCGJ reports. Responses to reports of prior grand juries are followed up by the succeeding panel. However, problems arise when responses are incomplete or extend beyond the term of the succeeding grand jury. Failure to respond in the appropriate time frame results in a referral to the presiding judge for the grand jury. Due to the passage of time between response and completion of responses to reports, the action to which the city and/or county agency has committed, drops from view of all responsible agencies, including the grand jury. The RRTS ensures that all agencies are accountable for the recommendations and responses to published reports. Accountability is key to the betterment of the County and community. The Madera BOS and the Cities of Madera Continuity Responsibilities The MCGJ annually completes its term of service in a flurry of published reports on completed civil investigations. These reports generate scores of findings and recommendations, in turn often necessitating hundreds of required responses. The current MCGJ continuity investigation revealed that a significant number of required agency responses remain evasive or incomplete. More consistent follow-up by the MCGJ of the investigated agencies with Open responses is needed. It is anticipated that the implementation of the RRTS will encourage greater agency compliance. Reporting publicly on the completion of previously committed actions goes a long way toward enhancing the positive impact of the MCGJ in its role as a bridge between the community and government. In addition to implementing the RRTS, the MCGJ is initiating a response review policy with the County BOS, City Councils of Madera and Chowchilla. This policy will provide a joint effort to ensure the continuity of current and past reports. The MCGJ believes an annual review with appropriate parties will lead to positive reflection and provide contextual insights into grand jury recommendations.
Hallazgos & Recomendaciones 7 hallazgos
F1: TheMCGJ findsthatMBHS’long-term staffing shortage hashada detrimentaleffect on theengagementand retentionrateof those utilizingthe services,aswell asemployeemorale.
Recomendaciones relacionadas (1)
R1: TheMCGJ recommends that MBHSsubmitarecruitment andretention planthat includes salaryincreases andincentives tothe BoardofSupervisors within 120daysof theMCGJ report posting, addressingthe long-standingstaffing shortage.
F2: TheMCGJ findsthatMBHS hasinsufficient professionaldevelopment trainingfor their employees,not justfor thebenefit ofthe staff,butalso supportingtheir owngoal ofbeing able to growtheirownprofessionals inresponseto theworkforce crisis.
Recomendaciones relacionadas (1)
R2: TheMCGJ recommends that MBHSupdate itsWorkforce Training Policytoexpand the numberof professionaldevelopment trainingsessions andcertificationsavailable to employees,with costsincurred byMBHSwithin120days ofthe MCGJ reportposting.
F3: TheMCGJ findsthattheoutreach efforts areinadequatetothe Hispanic/Latino population.
Recomendaciones relacionadas (1)
R3: TheMCGJ recommends that MBHSaddSpanish-languagemediaoutletsto theiroutreach efforts to theHispanic/Latino communitywithin120days ofthe MCGJ reportposting.
F4: TheMCGJ findsthatthesterilenatureof thefacilities where servicesareconducteddonot supportthetherapeutic environment essentialfor connection.
Recomendaciones relacionadas (1)
R4: TheMCGJ recommends that MBHSconsultwithaprofessional within120days ofthe MCGJ report postingto improve theinterior of thetreatmentareas andcreate amore therapeutic environment.
F5: TheMCGJ findsthatthenewC.A.R.E.Smobilecrisis teamis avery valuableresourcefor thecounty,howeverit lackssufficientpublic exposureto developawareness andtrust inthe community.
Recomendaciones relacionadas (1)
R5: TheMCGJ recommends that MBHScoordinate pressreleases,localnewscoverage, and social mediacampaignstohighlight the C.A.R.E.S.teamandtheirserviceswithin 120daysof theMCGJ report posting.
F6: TheMCGJfindsthat MBHSis notproviding supporttotheiremployees regarding their own well-beingandmental health.
Recomendaciones relacionadas (1)
R6: TheMCGJrecommendsthat MBHSimplement aninternal programto support thewell-beingand mentalhealth ofits employeeswithin 120daysof theMCGJ report posting. Required Responses: Pursuantto PenalCodesections933and933.05,the MCGJ requestsresponses as follows; From thefollowing elected countyofficialswithin 90days: MaderaCounty Boardof Supervisors 200W. 4thSt. #4 Madera,CA 93637 Invited Responses: Pursuantto PenalCodesections933and933.05,the MCGJ requestsresponses as follows; From thefollowing governingbodies within60days: Director of MaderaCounty Departmentof BehavioralHealth 209E. 7thSt., Madera,CA 93638 Note: Thisreportwaspreparedusingcurrentinformationavailableonthewebsiteslisted. ReportsissuedbytheCivilGrandJurydonotidentifyindividualsinterviewed.PenalCodeSection929requires thatreportsoftheGrandJurynotcontainthenameofanypersonorfactsleadingtotheidentityofanypersonwho providesinformationtotheCivilGrandJury.TheCaliforniaStateLegislaturehasstatedthatitintendsthe provisionsofPenalCodeSection929prohibitingdisclosureofwitnessidentitiestoencouragefullcandorin testimonyinGrandJuryinvestigationsbyprotectingtheprivacyandconfidentialityofthosewhoparticipateinany CivilGrandJuryinvestigation.
F7: TheMCGJ wantstocommend thestaff ofMBHSfor their dedicationandcommitmentto improving thewellnessof thecommunity.
Hallazgos & Recomendaciones 6 hallazgos
F1: The current Strategic Plan - Mission 2023 has expired.
Recomendaciones relacionadas (1)
R1: In order to permit time until a new Strategic Plan is developed and published, at the next regularly scheduled BOS meeting after receipt of this Report the Madera County BOS document and publish a statement indicating that the Strategic Plan - Mission 2023 stands as its statement of Creating a countywide Culture of Excellence until that time when a new Plan is in place.
F2: The Madera County BOS did not have a plan for moving forward once the Strategic Plan expired.
Recomendaciones relacionadas (1)
R2: Prior to and included in the process of developing a new Strategic Plan, the BOS will determine policies and procedure for having a new Plan in place prior to the previous Plan's expiration date.
F3: Individual Focus Areas identified on BOS Agenda Packet Agenda Item Submittal forms are often grouped together or completely omitted with no explanation or rationale provided.
Recomendaciones relacionadas (1)
R3: After receipt of this Report and at the next regularly scheduled BOS meeting all Departments take into consideration how and why Focus Areas are grouped and/or omitted from Agenda Items Submittal forms and provide explanation in the space provided.
F4: In reviewing Agenda Packets, no agenda item was found that made reference to an annual Report Card, which would provide an update on the status of the Plan and, provide the public with information, and increase transparency.
Recomendaciones relacionadas (1)
R4: Prior to the publishing of the version of the Strategic Plan, the Madera County BOS work with the City of Madera City Council to develop a plan for improved working relations so that process can be identified and published in the new Plan.
F5: Madera County and the City of Madera officials are in conflict regarding Government relations.
Recomendaciones relacionadas (1)
R5: To improve public information and transparency, the Madera County BOS develop a specific plan for the presentation of an annual update at BOS meetings of current status of the Plan. For the next version of the Strategic Plan, the Madera County BOS identify specific goals
F6: The current Strategic Plan - Mission 2023 did not take into consideration goals for the future.
Recomendaciones relacionadas (1)
R6: for a growing, aging, and technologically advanced population. Required Responses: Pursuant to Penal Code Sections 933 and 933.5, the Madera County Grand Jury requests responses as follows from the elected County elected officials within 90 days: Madera County Board of Supervisors 200 W. 4th Street, 4th Floor Madera, CA 93637 Invited Responses: Pursuant to Penal Code sections 993 and 933.05, the Madera County Grand Jury requests responses as follows from the elected county officials within 60 days: Madera County CAO 200 W. 4th Street #2 Madera CA 93637 Not This report was prepared using current information available on the websites listed.e: Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.
Hallazgos & Recomendaciones 2 hallazgos
F1: The MCGJ finds that VSP has overpopulated the facility and is far exceeding the designed capacity limits.
Recomendaciones relacionadas (1)
R1: The MCGJ recommends that VSP meet the State-authorized capacity by October 1, 2024.
F2: The MCGJ finds that VSP provides a multi-faceted environment with the goal of rehabilitation and the reduction of recidivism.
Recomendaciones relacionadas (1)
R2: The MCGJ recommends that VSP continue to develop the multi-faceted environment for the purpose of rehabilitation and the reduction of recidivism. Required Responses: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses from the following governing body within 90 days: Valley State Prison Warden 21633 Avenue 24 Chowchilla, California 93610 Governor Gavin Newsom 1021 O Street, Suite 9000 Sacramento, CA 95841 Invited Responses: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body within 60 days: Board of State and Community Corrections (BSCC) 2590 Venture Oaks Way, Suite 200 Sacramento, CA. 95833 Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.
Hallazgos & Recomendaciones 4 hallazgos
F1: The MCGJ finds that the daily maintenance routine needs improvement to clean away the cobwebs.
Recomendaciones relacionadas (1)
R1: The MCGJ recommends improving the daily maintenance routine to clean away the cobwebs.
F2: The MCGJ finds that the worn-out linoleum flooring, cited in 2021-2022, still needs to be addressed and repaired.
Recomendaciones relacionadas (1)
R2: The MCGJ recommends that the worn-out linoleum flooring cited in this report be addressed by September 30, 2024.
F3: The MCGJ finds that the Jail provides relevant training and certification programs for participating inmates.
Recomendaciones relacionadas (1)
R3: The MCGJ recommends the current vocational programs continue and consider expanding.
F4: The MCGJ finds that the interaction between correction officers and inmates was respectful.
Recomendaciones relacionadas (1)
R4: The MCGJ recommends that the correction officers continue to interact respectfully with inmates. Required Responses: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following elected officials within 90 days: Board of Supervisors 200 West Fourth Street Madera, CA 93637 Madera County Sheriff Headquarters 2725 Falcon Dr. Madera, CA 93637 Invited Responses: 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: Madera County Sheriff (Jail) 195 Tozer St. Madera, CA 93637 Board of State and Community Corrections (BSCC) 2590 Venture Oaks Way, Suite 200 Sacramento, CA. 95833 Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation.

Hallazgos y recomendaciones aún no extraídos.

Hallazgos & Recomendaciones 7 hallazgos
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.
F4: The MCGJ finds the PUPS program is beneficial for inmates, dogs, and the recipients of the trained dogs.
F5: The MCGJ finds that the CCWF firefighting program benefits the inmates and communities it serves. 40
F6: The MCGJ finds that MBHS is not providing support to their employees regarding their own well-being and mental health.
F7: The MCGJ wants to commend the staff of MBHS for their dedication and commitment to improving the wellness of the community.
Recomendaciones adicionales 6

No vinculadas a hallazgos específicos.

R1: The MCGJ recommends that CCWF establish and document a regular maintenance and cleaning program throughout the facility within 90 days of the MCGJ report posting.
R2: The MCGJ recommends that CCWF initiate a regular maintenance schedule for the swamp coolers within 90 days of the MCGJ report posting.
R3: The MCGJ recommends that CCWF test for health hazards, including mold, as a result of the water-damaged ceiling tiles within 90 days of the MCGJ report posting.
R4: The MCGJ recommends that CCWF continue to support the PUPS program.
R5: The MCGJ recommends that CCWF continue to support the CCWF firefighting program. Required Responses: 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: Central California Women’s Facility Warden 23370 Road 22 Chowchilla, CA 93610 Invited Responses: Pursuant to Penal Code Sections 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body within 60 days: Governor Gavin Newsom 1021 O Street, Suite 9000 Sacramento, CA 95841 Board of State Community and Corrections (BSCC) 2590 Venture Oaks Way, Suite 200 Sacramento, CA 95833 Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation. Madera County’s Behavioral Health Services Madera County Grand Jury Final Report 2324-02 June 19, 2024 42
R6: The MCGJ recommends that MBHS implement an internal program to support thewell-being and mental health of its employees within 120 days of the MCGJ report posting. Required Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials within 90 days: Madera County Board of Supervisors 200 W. 4th St. #4 Madera, CA 93637 Invited Responses: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following governing bodies within 60 days: Director of Madera County Department of Behavioral Health 209 E. 7th St., Madera, CA 93638 Note: This report was prepared using current information available on the websites listed. Reports issued by the Civil Grand Jury do not identify 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 Civil Grand Jury. The California State Legislature has stated that it intends the provisions of Penal Code Section 929 prohibiting disclosure of witness identities to encourage full candor in testimony in Grand Jury investigations by protecting the privacy and confidentiality of those who participate in any Civil Grand Jury investigation. Madera County Animal Services: It’s A Dog’s Life Madera County Grand Jury Final Report 2324-03 June 19, 2024 54

* 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.