Madera County Grand Jury

2024-2025

28 reports

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
View the full annual report (PDF)
The full consolidated volume; individual reports are listed below.
Individual reports (28)

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Findings & Recommendations 3 findings
F1: The MCGJ acknowledges and commends the exceptional dedication and efforts of the Sheriff’s Office, the Madera Police Department and many employees within Behavioral Health, the Department of Social Services, county employees, and private citizens who have demonstrated humanity and professionalism in serving the community. Despite these commendable efforts, leadership gaps are evident in the findings detailed below. (a) Lack of Centralized Leadership: Interviews conducted with various departments and stakeholders—including Behavioral Health (BH), the Chief Administrative Office (CAO), CAPMC, the Sheriff’s Office, Madera Police Department, Environmental Health (EH), Human Resources (HR), the Housing Authority, county grant writers, citizens and homeless clients—consistently revealed a critical gap: Madera County lacks a centralized lead agency responsible for overseeing continuity of care for individuals in crisis or experiencing homelessness. This absence includes a failure of leadership to validate the use of public funding and grant allocations. To address this gap, the establishment of a stand-alone lead agency, such as a Director of Human Rights Assessment and Strategy, is strongly recommended. This position could be tasked with: ● Analyzing homelessness and crisis-related issues within the county ● Evaluating effective models from other counties and adapting best practices ● Publishing evidence-based recommendations ● Reporting regularly on outcomes, progress, and areas of concern ● Eliminating redundant efforts and clarifying responsibilities ● Enhancing continuity of care for unhoused individuals ● Serving as a single point of contact for coordination and accountability Public data estimates that over 800 individuals in Madera County are currently unhoused. In light of these findings, the MCGJ invites the BOS and office of the CAO to formally respond to this recommendation. (b) Key Challenges: 1. Limited Inter-Departmental Communication: Departments often operate in isolation—completing tasks and passing them along without follow-up or verification. This creates a disjointed system with unclear outcomes and accountability. 2. Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift. 3. High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies.
Related Recommendations (1)
R1: MCGJ recommends the placement of a, e.g. - Director of Human Rights Assessment and Strategy Services: The MCGJ recommends the establishment of a dedicated local lead agency, such as a Director of Human Rights Assessment and Strategy at the top hierarchy level within the office of the Chief Administrator (CAO), to address homelessness with better operational and grant expenditure, in coordination with strategic oversight. Currently, homelessness response efforts are fragmented across multiple entities—counties, cities, and Fresno-Madera Continuums of Care—with varying roles and responsibilities. This lack of coordination creates confusion and limits the effectiveness of initiatives.
F2: Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift.
Related Recommendations (1)
R2: Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift.
F3: High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies.
Related Recommendations (1)
R3: High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies. RECOMMENDATIONS R1. MCGJ recommends the placement of a, e.g. - Director of Human Rights Assessment and Strategy Services: The MCGJ recommends the establishment of a dedicated local lead agency, such as a Director of Human Rights Assessment and Strategy at the top hierarchy level within the office of the Chief Administrator (CAO), to address homelessness with better operational and grant expenditure, in coordination with strategic oversight. Currently, homelessness response efforts are fragmented across multiple entities—counties, cities, and Fresno-Madera Continuums of Care—with varying roles and responsibilities. This lack of coordination creates confusion and limits the effectiveness of initiatives. REQUEST FOR RESPONSES The following responses are required pursuant to Penal Code sections 933 and 933.05: Section 933: This section empowers grand juries to investigate and report on the operations of local government entities. By granting this authority, the section promotes oversight, helping to uncover inefficiencies, misconduct, or areas needing improvement. It ensures that public officials and agencies are subject to scrutiny, fostering better governance. Section 933.05: This section mandates formal responses to grand jury findings and recommendations. By requiring clear and detailed replies, it ensures that public agencies engage with the grand jury's work meaningfully. This back-and-forth exchange fosters accountability, as agencies must explain their actions or justify inaction regarding the jury's recommendations. Required governing body responses within 90 days of this publication: Madera County Board of Supervisors 200 W 4th Street Ste 4 Madera, CA 93637 Invited responses within 60 days of this publication: CAPMC 1225 Gill Ave Madera, CA 93637 Madera County Behavioral Health 209 East 7th Street Madera, CA 93637 The Madera County Chief Administrative Office 200 W 4th Street Ste 4 Madera, CA 93637 Bibliography ○ California Interagency Council on Homelessness https://bcsh.ca.gov/calich/ ○ “California has spent billions” https://www.cnn.com/2023/07/11/us/california-homeless-spending/index.ht ml ○ “Madera behavioral health announces nearly $30M in grant funding” Madera behavioral health announces nearly $30M in grant funding - The Business Journal ○ California Homeless Accountability - Madera County https://www.accountability.ca.gov/county/madera/housing/ ○ Community Action Plan Madera County https://maderacap.org/wp-content/uploads/2024/07/2023-CAPMC-Audited -Financial-Statements-Locked.pdf ○ “California fails to track its homelessness” https://calmatters.org/housing/homelessness/2024/04/california-homeless ness-spending/ ○ Joint Legislative Audit Committee https://information.auditor.ca.gov/reports/2023-102.1/index.html#section1 ○ “Governor Newsom awards $131 Million” https://www.gov.ca.gov/2024/10/04/governor-newsom-awards-131-million- to-clear-homeless-encampments-with-stricter-accountability-measures/ ○ “Madera County supervisors OK plan to reduce homelessness” https://fresnoland.org/2024/02/23/madera-county-supervisors-ok-plan-to-r educe-homelessness-hear-update-on-budget-with-reduced-deficit/ ○ “Biden greenlights California spending federal healthcare funds on homeless housing” https://www.thecentersquare.com/california/article_3fa8b338-bd6e-11ef-b7 d6-47508758741f.html ○ “500 volunteers begin homelessness count” https://www.yourcentralvalley.com/news/local-news/500-volunteers-begin- homelessness-count-and-survey-across-fresno-and-madera/amp/ ○ California Penal Code § 647(e)(f)(g)(h)(i) - California Code, PEN 647. ○ Code of Ordinances | Madera County, CA | Municode Library ○ § 9.48.010. Prohibition on loitering within designated areas., Chapter 9.48. LOITERING, III. - OFFENSES AGAINST PUBLIC SAFETY, Title 9. PEACE, SAFETY AND MORALS, Code of Ordinances, Madera County ○ Executive Order N-1-24 ○ Governor Newsom Announces Homeless Funding, Calls for Greater Accountability ○ https://www.maderacounty.com/home/showpublisheddocument/35405/638 271008122970000 ○ https://www.hcd.ca.gov/sites/default/files/docs/grants-and-funding/calich/h hap_round4/counties/madera.pdf ○ Proposition 1 the mental healthcare act. Resources ○ SB-1395 Shelter crisis: Low Barrier Navigation Center - https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=2023202 40SB1395 ○ Who’s Responsible for Addressing Homelessness? https://www.counties.org/csac-bulletin-article/whos-responsible-addressing -homelessness-californias-counties-testify-support ○ California Lost Track of $24 Billion Audit: California Lost Track of $24 Billion Spent to Combat Homelessness Attachment 1 2023 Employee Satisfaction Survey Provided a Critical Baseline for Understanding the County’s Organizational Climate and Identifying Areas in Need of Urgent Reform The 2023 Employee Satisfaction Survey was reviewed and analyzed by the MCGJ to assess employee opinions and management effectiveness. This is the most recent comprehensive survey available. a. 2023 Employee Satisfaction Survey provided a critical baseline for understanding the county’s organizational climate and identifying areas in need of urgent reform. b. 2023 Survey Agreement Levels: o Strongly agree and agree = 54% o Somewhat agree or Neither agree or disagree or Somewhat disagree = 33% o Disagree to strongly disagree = 13% c. Madera county Employee Survey comments reviewed: ○ “Staff evaluations are not consistent and sometimes very late”. ○ “Behavioral Health Department, which has an open-door policy but turns away homeless people. Several departments interviewed all stated the same thing, so they use CAPMC.” ○ “CAPMC and BH both have different computer systems that can’t talk to each or use each other's info. This has a detrimental effect to both since they have mostly the same info (lacks efficiency and raises costs) but can’t access information so we have to do the same work over and over again till the individual becomes someone we recognize”. ○ “I believe there are several issues within the organization that need to be reviewed. Unnecessary expenditures, for example. Staff evaluations are not consistent and sometimes very late. Supervisor accountability needs improvement. Communication with HR needs to improve, and there's inconsistency in processes like promotions. More opportunities for flexible schedules and telework would be beneficial”. ○ “Overworked, underappreciated, and underpaid. The lack of leadership and funding creates trust issues and low morale. Turnover is high due to poor compensation”. ○ “Promotion is impossible unless you know someone. The department doesn't value experience, creating a hostile work environment”. ○ “There is a lot of bullying and favoritism. Supervisors are not held accountable, officers are not treated well at all” ○ “Our office needs more money to be able to hire more staff in every category. Leaders do not qualify for their position, which reflects in the quality of management”. ○ “Nepotism and favoritism are major issues. Morale is at an all-time low. Employees feel undervalued and unsupported. Training and consistent application of policies are needed”. ○ "If there were no homeless people on the streets, would some of us still have a job?"
Findings & Recommendations 3 findings
F1: The MCGJ acknowledges and commends the exceptional dedication and efforts of the Sheriff’s Office, the Madera Police Department and many employees within Behavioral Health, the Department of Social Services, county employees, and private citizens who have demonstrated humanity and professionalism in serving the community. Despite these commendable efforts, leadership gaps are evident in the findings detailed below. (a) Lack of Centralized Leadership: Interviews conducted with various departments and stakeholders—including Behavioral Health (BH), the Chief Administrative Office (CAO), CAPMC, the Sheriff’s Office, Madera Police Department, Environmental Health (EH), Human Resources (HR), the Housing Authority, county grant writers, citizens and homeless clients—consistently revealed a critical gap: Madera County lacks a centralized lead agency responsible for overseeing continuity of care for individuals in crisis or experiencing homelessness. This absence includes a failure of leadership to validate the use of public funding and grant allocations. To address this gap, the establishment of a stand-alone lead agency, such as a Director of Human Rights Assessment and Strategy, is strongly recommended. This position could be tasked with: ● Analyzing homelessness and crisis-related issues within the county ● Evaluating effective models from other counties and adapting best practices ● Publishing evidence-based recommendations ● Reporting regularly on outcomes, progress, and areas of concern ● Eliminating redundant efforts and clarifying responsibilities ● Enhancing continuity of care for unhoused individuals ● Serving as a single point of contact for coordination and accountability Public data estimates that over 800 individuals in Madera County are currently unhoused. In light of these findings, the MCGJ invites the BOS and office of the CAO to formally respond to this recommendation. (b) Key Challenges: 1. Limited Inter-Departmental Communication: Departments often operate in isolation—completing tasks and passing them along without follow-up or verification. This creates a disjointed system with unclear outcomes and accountability. 2. Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift. 3. High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies.
Related Recommendations (1)
R1: MCGJ recommends the placement of a, e.g. - Director of Human Rights Assessment and Strategy Services: The MCGJ recommends the establishment of a dedicated local lead agency, such as a Director of Human Rights Assessment and Strategy at the top hierarchy level within the office of the Chief Administrator (CAO), to address homelessness with better operational and grant expenditure, in coordination with strategic oversight. Currently, homelessness response efforts are fragmented across multiple entities—counties, cities, and Fresno-Madera Continuums of Care—with varying roles and responsibilities. This lack of coordination creates confusion and limits the effectiveness of initiatives.
F2: Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift.
Related Recommendations (1)
R2: Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift.
F3: High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies.
Related Recommendations (1)
R3: High Staff Turnover: The 2023 Employee Survey cited inefficiencies and frustration as major contributors to employee attrition, calling for improved communication, accountability, and leadership. (c) Organizational Silos: Interviews revealed several systemic issues commonly described as "organizational" or "management silos." These include: ● Span of Control Issues: Too many managerial layers hinder top leadership's ability to stay informed and engaged with frontline operations. ● Information Asymmetry: Critical information is not shared effectively across departments or levels. ● Fragmented Management Structure: Dispersed decision-making leads to confusion and lack of direction. ● Buffered Hierarchy: Current structures shield leadership from day-to-day realities, further compounding inefficiencies. RECOMMENDATIONS R1. MCGJ recommends the placement of a, e.g. - Director of Human Rights Assessment and Strategy Services: The MCGJ recommends the establishment of a dedicated local lead agency, such as a Director of Human Rights Assessment and Strategy at the top hierarchy level within the office of the Chief Administrator (CAO), to address homelessness with better operational and grant expenditure, in coordination with strategic oversight. Currently, homelessness response efforts are fragmented across multiple entities—counties, cities, and Fresno-Madera Continuums of Care—with varying roles and responsibilities. This lack of coordination creates confusion and limits the effectiveness of initiatives. REQUEST FOR RESPONSES The following responses are required pursuant to Penal Code sections 933 and 933.05: Section 933: This section empowers grand juries to investigate and report on the operations of local government entities. By granting this authority, the section promotes oversight, helping to uncover inefficiencies, misconduct, or areas needing improvement. It ensures that public officials and agencies are subject to scrutiny, fostering better governance. Section 933.05: This section mandates formal responses to grand jury findings and recommendations. By requiring clear and detailed replies, it ensures that public agencies engage with the grand jury's work meaningfully. This back-and-forth exchange fosters accountability, as agencies must explain their actions or justify inaction regarding the jury's recommendations. Required governing body responses within 90 days of this publication: Madera County Board of Supervisors 200 W 4th Street Ste 4 Madera, CA 93637 Invited responses within 60 days of this publication: CAPMC 1225 Gill Ave Madera, CA 93637 Madera County Behavioral Health 209 East 7th Street Madera, CA 93637 The Madera County Chief Administrative Office 200 W 4th Street Ste 4 Madera, CA 93637 Bibliography ○ California Interagency Council on Homelessness https://bcsh.ca.gov/calich/ ○ “California has spent billions” https://www.cnn.com/2023/07/11/us/california-homeless-spending/index.ht ml ○ “Madera behavioral health announces nearly $30M in grant funding” Madera behavioral health announces nearly $30M in grant funding - The Business Journal ○ California Homeless Accountability - Madera County https://www.accountability.ca.gov/county/madera/housing/ ○ Community Action Plan Madera County https://maderacap.org/wp-content/uploads/2024/07/2023-CAPMC-Audited -Financial-Statements-Locked.pdf ○ “California fails to track its homelessness” https://calmatters.org/housing/homelessness/2024/04/california-homeless ness-spending/ ○ Joint Legislative Audit Committee https://information.auditor.ca.gov/reports/2023-102.1/index.html#section1 ○ “Governor Newsom awards $131 Million” https://www.gov.ca.gov/2024/10/04/governor-newsom-awards-131-million- to-clear-homeless-encampments-with-stricter-accountability-measures/ ○ “Madera County supervisors OK plan to reduce homelessness” https://fresnoland.org/2024/02/23/madera-county-supervisors-ok-plan-to-r educe-homelessness-hear-update-on-budget-with-reduced-deficit/ ○ “Biden greenlights California spending federal healthcare funds on homeless housing” https://www.thecentersquare.com/california/article_3fa8b338-bd6e-11ef-b7 d6-47508758741f.html ○ “500 volunteers begin homelessness count” https://www.yourcentralvalley.com/news/local-news/500-volunteers-begin- homelessness-count-and-survey-across-fresno-and-madera/amp/ ○ California Penal Code § 647(e)(f)(g)(h)(i) - California Code, PEN 647. ○ Code of Ordinances | Madera County, CA | Municode Library ○ § 9.48.010. Prohibition on loitering within designated areas., Chapter 9.48. LOITERING, III. - OFFENSES AGAINST PUBLIC SAFETY, Title 9. PEACE, SAFETY AND MORALS, Code of Ordinances, Madera County ○ Executive Order N-1-24 ○ Governor Newsom Announces Homeless Funding, Calls for Greater Accountability ○ https://www.maderacounty.com/home/showpublisheddocument/35405/638 271008122970000 ○ https://www.hcd.ca.gov/sites/default/files/docs/grants-and-funding/calich/h hap_round4/counties/madera.pdf ○ Proposition 1 the mental healthcare act. Resources ○ SB-1395 Shelter crisis: Low Barrier Navigation Center - https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=2023202 40SB1395 ○ Who’s Responsible for Addressing Homelessness? https://www.counties.org/csac-bulletin-article/whos-responsible-addressing -homelessness-californias-counties-testify-support ○ California Lost Track of $24 Billion Audit: California Lost Track of $24 Billion Spent to Combat Homelessness Attachment 1 2023 Employee Satisfaction Survey Provided a Critical Baseline for Understanding the County’s Organizational Climate and Identifying Areas in Need of Urgent Reform The 2023 Employee Satisfaction Survey was reviewed and analyzed by the MCGJ to assess employee opinions and management effectiveness. This is the most recent comprehensive survey available. a. 2023 Employee Satisfaction Survey provided a critical baseline for understanding the county’s organizational climate and identifying areas in need of urgent reform. b. 2023 Survey Agreement Levels: o Strongly agree and agree = 54% o Somewhat agree or Neither agree or disagree or Somewhat disagree = 33% o Disagree to strongly disagree = 13% c. Madera county Employee Survey comments reviewed: ○ “Staff evaluations are not consistent and sometimes very late”. ○ “Behavioral Health Department, which has an open-door policy but turns away homeless people. Several departments interviewed all stated the same thing, so they use CAPMC.” ○ “CAPMC and BH both have different computer systems that can’t talk to each or use each other's info. This has a detrimental effect to both since they have mostly the same info (lacks efficiency and raises costs) but can’t access information so we have to do the same work over and over again till the individual becomes someone we recognize”. ○ “I believe there are several issues within the organization that need to be reviewed. Unnecessary expenditures, for example. Staff evaluations are not consistent and sometimes very late. Supervisor accountability needs improvement. Communication with HR needs to improve, and there's inconsistency in processes like promotions. More opportunities for flexible schedules and telework would be beneficial”. ○ “Overworked, underappreciated, and underpaid. The lack of leadership and funding creates trust issues and low morale. Turnover is high due to poor compensation”. ○ “Promotion is impossible unless you know someone. The department doesn't value experience, creating a hostile work environment”. ○ “There is a lot of bullying and favoritism. Supervisors are not held accountable, officers are not treated well at all” ○ “Our office needs more money to be able to hire more staff in every category. Leaders do not qualify for their position, which reflects in the quality of management”. ○ “Nepotism and favoritism are major issues. Morale is at an all-time low. Employees feel undervalued and unsupported. Training and consistent application of policies are needed”. ○ "If there were no homeless people on the streets, would some of us still have a job?"
Findings & Recommendations 1 findings
F1: The Madera County Grand Jury finds that the Madera County Recorder’s office lacks notification procedures protecting against property fraud, leaving property owners at risk as discovered in the below links: ● County Recorder Annual Statistical Property Report Calendar Year: 2023 - 638400447691530000 ● Madera County Clerk-Recorder - https://maderacountyca-web.tylerhost.net/web/ ● Madera County Fraud Tips - https://www.maderacounty.com/Home/Components/News/News/159/
Related Recommendations (1)
R1: The Madera County Grand Jury recommends that the Clerk-Recorder’s Office, within an established timeline - develop, test, and implement an electronic and written notification system to alert property owners of any documents submitted, recorded, or filed against their property. Additionally, in alignment with practices adopted by other California counties mentioned in the above discussion section, the Clerk-Recorder’s Office should: ● Offer alerts for property and identity protection ● Conduct regular reviews of property records ● Require valid identification for all document recordings Examples of Issues Needing Addressed: Forged Deeds & Unauthorized Transfers: Implement stricter verification protocols for deed and title transfers to prevent unauthorized actions by individuals using falsified identification, notary stamps, or forged signatures. Illegitimate Liens: Establish rigorous lien verification procedures to prevent fraudulent liens with no legal basis, protecting property owners from costly legal disputes. Fraudulent Loan Clearances (Mortgage Re-conveyance Fraud): Implement safeguards to prevent manipulation of loan records that falsely show debts as paid, which can enable unauthorized individuals to secure additional loans against a property.
Additional Recommendations 1

Not linked to specific findings.

R24-10: ● Sample of an alert program for property owners - https://www.placer.ca.gov/8322/Property-fraud-prevention-program ● Sample of an alert program for property owners - https://www.contracosta.ca.gov/3467/Fraud-Notification-Program
Findings & Recommendations 1 findings
F1: The Madera County Grand Jury finds that the Madera County Recorder’s office lacks notification procedures protecting against property fraud, leaving property owners at risk as discovered in the below links: ● County Recorder Annual Statistical Property Report Calendar Year: 2023 - 638400447691530000 ● Madera County Clerk-Recorder - https://maderacountyca-web.tylerhost.net/web/ ● Madera County Fraud Tips - https://www.maderacounty.com/Home/Components/News/News/159/
Related Recommendations (1)
R1: The Madera County Grand Jury recommends that the Clerk-Recorder’s Office, within an established timeline - develop, test, and implement an electronic and written notification system to alert property owners of any documents submitted, recorded, or filed against their property. Additionally, in alignment with practices adopted by other California counties mentioned in the above discussion section, the Clerk-Recorder’s Office should: ● Offer alerts for property and identity protection ● Conduct regular reviews of property records ● Require valid identification for all document recordings Examples of Issues Needing Addressed: Forged Deeds & Unauthorized Transfers: Implement stricter verification protocols for deed and title transfers to prevent unauthorized actions by individuals using falsified identification, notary stamps, or forged signatures. Illegitimate Liens: Establish rigorous lien verification procedures to prevent fraudulent liens with no legal basis, protecting property owners from costly legal disputes. Fraudulent Loan Clearances (Mortgage Re-conveyance Fraud): Implement safeguards to prevent manipulation of loan records that falsely show debts as paid, which can enable unauthorized individuals to secure additional loans against a property.
Additional Recommendations 1

Not linked to specific findings.

R24-10: ● Sample of an alert program for property owners - https://www.placer.ca.gov/8322/Property-fraud-prevention-program ● Sample of an alert program for property owners - https://www.contracosta.ca.gov/3467/Fraud-Notification-Program
Findings & Recommendations 6 findings
F1: The MCGJ finds the EHD lacks effective management oversight, including a disregard for inspection productivity and efficiency.
Related Recommendations (1)
R1: The MCGJ recommends that the Community and Economic Development Department monitor data tracking and productivity reports. This should be completed by 90 days after the MCGJ report posting and reviewed quarterly.
F2: The MCGJ finds that the EHD is inadequately staffed to complete all inspections under their current purview, specifically those in programs without state regulation.
Related Recommendations (1)
R2: The MCGJ recommends that the EHD work in conjunction with the Community and Economic Development Department and the Madera County Human Resources Department to explore alternative staffing models, such as reassessing the need to classify all employees as EHS or REHS for all inspections. This should be completed by 90 days after the MCGJ report posting.
F3: The MCGJ finds that current funding limitations constrain hiring, inspection frequency, and program effectiveness.
Related Recommendations (1)
R3: The MCGJ recommends that the EHD work in conjunction with the Madera County Board of Supervisors to request General Fund allocations and explore grant opportunities to support staffing needs. This plan should be completed by 90 days after the MCGJ report posting.
F4: The MCGJ finds that employee absenteeism compounds productivity issues.
Related Recommendations (1)
R4: The MCGJ recommends that the EHD develop a plan to be presented to the Board of Supervisors detailing action to reduce the excessive sick time usage. This should be completed by 90 days after the MCGJ report posting.
F5: The MCGJ finds that the EHD lacks public transparency and community education efforts.
Related Recommendations (1)
R5: The MCGJ recommends that the EHD develop an outreach program in charge of regular public education events as well as updates to the EHD website including food inspection reports and fillable vendor forms. This should be completed by 90 days after the MCGJ report posting.
F6: The MCGJ finds that the EHD does not prioritize housing and homeless encampment complaints.
Related Recommendations (1)
R6: The MCGJ recommends that the EHD join the established Madera Housing Our Homeless task force and collaborate with other county departments to address the recurring housing and homelessness issues. This should be completed by 90 days after the MCGJ report posting.
Findings & Recommendations 1 findings
F1: The MCGJ finds that while the 2023 Employee Satisfaction Survey provided valuable feedback, updated feedback in 2025 is critical.
Related Recommendations (1)
R1: The MCGJ recommends that the Madera County Human Resources Department conduct a 2025 Employee Satisfaction Survey. This will be completed by 60 days after the MCGJ report publication.
Additional Recommendations 3

Not linked to specific findings.

R2: The MCGJ recommends that results and verbatim comments to the 2025 Employee Satisfaction Survey be provided to all Madera County Department leadership. This will be completed by 90 days after the MCGJ report publication.
R3: The MCGJ recommends that each Department leadership staff submit a plan to the Chief Administrative Officer (CAO) detailing measurable goals to improve employee morale and organizational effectiveness following the results of the 2025 Employee Satisfaction Survey. This will be completed by 120 days after the MCGJ report publication.
R4: The MCGJ recommends that upon receipt of the leadership-developed departmental goals, the CAO’s Office will allocate appropriate resources to achieve the identified goals. A notification of requested and allocated resources will be submitted to the MCGJ by 150 days after the MCGJ report publication.
Findings & Recommendations 1 findings
F1: The MCGJ finds that while the 2023 Employee Satisfaction Survey provided valuable feedback, updated feedback in 2025 is critical.
Related Recommendations (1)
R1: The MCGJ recommends that the Madera County Human Resources Department conduct a 2025 Employee Satisfaction Survey. This will be completed by 60 days after the MCGJ report publication.
Additional Recommendations 3

Not linked to specific findings.

R2: The MCGJ recommends that results and verbatim comments to the 2025 Employee Satisfaction Survey be provided to all Madera County Department leadership. This will be completed by 90 days after the MCGJ report publication.
R3: The MCGJ recommends that each Department leadership staff submit a plan to the Chief Administrative Officer (CAO) detailing measurable goals to improve employee morale and organizational effectiveness following the results of the 2025 Employee Satisfaction Survey. This will be completed by 120 days after the MCGJ report publication.
R4: The MCGJ recommends that upon receipt of the leadership-developed departmental goals, the CAO’s Office will allocate appropriate resources to achieve the identified goals. A notification of requested and allocated resources will be submitted to the MCGJ by 150 days after the MCGJ report publication.
Findings & Recommendations 4 findings
F1: The MCGJ finds that the responses were received within the 90-day period as required by Penal Code 933.05.
Related Recommendations (1)
R1: The MCGJ recommends that all future responses be submitted within the 90-day period required by Penal Code 933.05 to ensure continued compliance and accountability.
F2: The MCGJ finds that the responses were properly sent to the appropriate recipients, including the Presiding Judge and the Madera County Grand Jury.
Related Recommendations (1)
R2: The MCGJ encourages that responses continue to be addressed and delivered promptly to both the Presiding Judge and the Madera County Grand Jury, maintaining the integrity of the reporting process.
F3: The MCGJ finds that the responses to the Madera County Grand Jury reports for the year 2023-24 were made in accordance with the guidelines outlined in Penal Code 933.05.
Related Recommendations (1)
R3: The MCGJ recommends that future responses clearly and thoroughly address each
F4: The MCGJ finds that the review, approval, and signing of the Board of Supervisors’ responses to the MCGJ’s final report is systemically hidden in the consent calendar.
Related Recommendations (1)
R4: The MCGJ recommends that the review, approval, and signing of the Board of Supervisors’ responses to the MCGJ’s final report be placed on the agenda outside of the consent calendar as a separate item and moved to the beginning of any scheduled public meeting concerning the report, in order to promote transparency, reinforce public trust, and demonstrate a strong commitment to open government principles. REQUIRED RESPONDENTS Pursuant to Penal Code Section 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 St Ste 4 Madera, CA 93637 INVITED RESPONDENTS Pursuant to Penal Code Sections 933 and 933.05, the Grand Jury invites responses as follows: From the following governing bodies within 60 days: Madera County Chief Administrative Officer 200 W 4th St Ste 4 Madera, CA 93637 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 * Note: This report was prepared using current information available on the confidentiality of those who participate in any Civil Grand Jury investigation. ____________________________________________________________________________________
Findings & Recommendations 4 findings
F1: The MCGJ finds that the responses were received within the 90-day period as required by Penal Code 933.05.
Related Recommendations (1)
R1: The MCGJ recommends that all future responses be submitted within the 90-day period required by Penal Code 933.05 to ensure continued compliance and accountability.
F2: The MCGJ finds that the responses were properly sent to the appropriate recipients, including the Presiding Judge and the Madera County Grand Jury.
Related Recommendations (1)
R2: The MCGJ encourages that responses continue to be addressed and delivered promptly to both the Presiding Judge and the Madera County Grand Jury, maintaining the integrity of the reporting process.
F3: The MCGJ finds that the responses to the Madera County Grand Jury reports for the year 2023-24 were made in accordance with the guidelines outlined in Penal Code 933.05.
Related Recommendations (1)
R3: The MCGJ recommends that future responses clearly and thoroughly address each
F4: The MCGJ finds that the review, approval, and signing of the Board of Supervisors’ responses to the MCGJ’s final report is systemically hidden in the consent calendar.
Related Recommendations (1)
R4: The MCGJ recommends that the review, approval, and signing of the Board of Supervisors’ responses to the MCGJ’s final report be placed on the agenda outside of the consent calendar as a separate item and moved to the beginning of any scheduled public meeting concerning the report, in order to promote transparency, reinforce public trust, and demonstrate a strong commitment to open government principles. REQUIRED RESPONDENTS Pursuant to Penal Code Section 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 St Ste 4 Madera, CA 93637 INVITED RESPONDENTS Pursuant to Penal Code Sections 933 and 933.05, the Grand Jury invites responses as follows: From the following governing bodies within 60 days: Madera County Chief Administrative Officer 200 W 4th St Ste 4 Madera, CA 93637 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 * Note: This report was prepared using current information available on the confidentiality of those who participate in any Civil Grand Jury investigation. ____________________________________________________________________________________
Findings & Recommendations 4 findings
F1: The Madera County Grand Jury finds that the Chowchilla Volunteer Fire Department Association has devoted numerous hours to protecting persons and property in the City of Chowchilla since 1923.
Related Recommendations (1)
R1: The Madera County Grand Jury recommends that the Chowchilla City Council develop a plan to hire a full-time paid fire department crew to begin the 2026-27 fiscal year.
F2: The Madera County Grand Jury finds that the City of Chowchilla has grown substantially and the volunteers may no longer be adequate to provide the services needed by the community's residents.
Related Recommendations (1)
R2: The Madera County Grand Jury recommends that select Chowchilla Volunteer Fire Department Association members assist the City of Chowchilla develop a transition plan to a California state-certified full-time fire department.
F3: The Madera County Grand Jury finds no available training records upon request.
Related Recommendations (1)
R3: The Madera County Grand Jury recommends that the Chowchilla Fire Department maintain and make all training records available for firefighting personnel.
F4: The Madera County Grand Jury has found that volunteer training is provided by in-house trainers and that the in-house evaluation process lacks external oversight.
Related Recommendations (1)
R4: The Madera County Grand Jury recommends that the City of Chowchilla requests the Office of the State Fire Marshall (OSFM) conduct a current Chowchilla Volunteer Fire Department assessment. The evaluation and the results will be submitted to the Court and the Grand Jury within 90 days of publication of this report.
Findings & Recommendations 4 findings
F1: The Madera County Grand Jury finds that the Chowchilla Volunteer Fire Department Association has devoted numerous hours to protecting persons and property in the City of Chowchilla since 1923.
Related Recommendations (1)
R1: The Madera County Grand Jury recommends that the Chowchilla City Council develop a plan to hire a full-time paid fire department crew to begin the 2026-27 fiscal year.
F2: The Madera County Grand Jury finds that the City of Chowchilla has grown substantially and the volunteers may no longer be adequate to provide the services needed by the community's residents.
Related Recommendations (1)
R2: The Madera County Grand Jury recommends that select Chowchilla Volunteer Fire Department Association members assist the City of Chowchilla develop a transition plan to a California state-certified full-time fire department.
F3: The Madera County Grand Jury finds no available training records upon request.
Related Recommendations (1)
R3: The Madera County Grand Jury recommends that the Chowchilla Fire Department maintain and make all training records available for firefighting personnel.
F4: The Madera County Grand Jury has found that volunteer training is provided by in-house trainers and that the in-house evaluation process lacks external oversight.
Related Recommendations (1)
R4: The Madera County Grand Jury recommends that the City of Chowchilla requests the Office of the State Fire Marshall (OSFM) conduct a current Chowchilla Volunteer Fire Department assessment. The evaluation and the results will be submitted to the Court and the Grand Jury within 90 days of publication of this report.
Findings & Recommendations 3 findings
F1: The MCGJ finds that the transition of leadership from the Department of Corrections to the Sheriff’s Office has been positive for both staff and inmates at the Madera County Jail.
Related Recommendations (1)
R1: The MCGJ recommends that the Sheriff’s Office continue to develop innovative ways to maintain employee morale and the high level of safety and security of the Jail. The Sheriff's Office should continue to provide regular updates to the Board of Supervisors regarding innovative developments within the Jail beginning 90 days after the MCGJ report posting.
F2: The MCGJ finds that despite legislative changes and the County’s population growth, the staffing levels at the Jail have remained the same.
Related Recommendations (1)
R2: The MCGJ recommends that the Sheriff’s Office work with the Board of Supervisors to conduct a staffing analysis now that the Jail is fully staffed and there are correctional officers available to join at any time. The staffing analysis should be completed by 90 days after the MCGJ report posting.
F3: The MCGJ finds that building renovations can help support the potential future growth of the Jail population.
Related Recommendations (1)
R3: The MCGJ recommends that the Sheriff’s Office develop a plan to rehabilitate Module B, which should be completed and presented to the Board of Supervisors 90 days after the MCGJ report posting.
Findings & Recommendations 3 findings
F1: The MCGJ finds that the transition of leadership from the Department of Corrections to the Sheriff’s Office has been positive for both staff and inmates at the Madera County Jail.
Related Recommendations (1)
R1: The MCGJ recommends that the Sheriff’s Office continue to develop innovative ways to maintain employee morale and the high level of safety and security of the Jail. The Sheriff's Office should continue to provide regular updates to the Board of Supervisors regarding innovative developments within the Jail beginning 90 days after the MCGJ report posting.
F2: The MCGJ finds that despite legislative changes and the County’s population growth, the staffing levels at the Jail have remained the same.
Related Recommendations (1)
R2: The MCGJ recommends that the Sheriff’s Office work with the Board of Supervisors to conduct a staffing analysis now that the Jail is fully staffed and there are correctional officers available to join at any time. The staffing analysis should be completed by 90 days after the MCGJ report posting.
F3: The MCGJ finds that building renovations can help support the potential future growth of the Jail population.
Related Recommendations (1)
R3: The MCGJ recommends that the Sheriff’s Office develop a plan to rehabilitate Module B, which should be completed and presented to the Board of Supervisors 90 days after the MCGJ report posting.
Findings & Recommendations 5 findings
F1: The Madera County Grand Jury finds that the facility is well-maintained and clean, with juveniles participating in janitorial duties under staff supervision.
F2: The Madera County Grand Jury finds that routine inspections have been conducted and successfully passed by multiple regulatory bodies, including Fire, Medical/Mental Health, Environmental Health, Nutritional Health, the California Board Of Community and State Corrections (BSCC).
F3: The Madera County Grand Jury finds that the facility has a dedicated educational staff, including four full-time teachers, one full-time instructional aide, and one special aide teacher.
F4: The Madera County Grand Jury finds that the MCJDF staff actively promotes responsibility, discipline, and self-improvement among detainees through structured educational programs, counseling services, and life skills training.
F5: The Madera County Grand Jury finds that a high level of professionalism, dedication, and compassion exists from the MCJDF staff.
Related Recommendations (1)
R1: The Madera County Grand Jury commends the Madera County Juvenile Detention Facility staff for the continual support and impact made on the detained youth.
Findings & Recommendations 5 findings
F1: The Madera County Grand Jury finds that the facility is well-maintained and clean, with juveniles participating in janitorial duties under staff supervision.
F2: The Madera County Grand Jury finds that routine inspections have been conducted and successfully passed by multiple regulatory bodies, including Fire, Medical/Mental Health, Environmental Health, Nutritional Health, the California Board Of Community and State Corrections (BSCC).
F3: The Madera County Grand Jury finds that the facility has a dedicated educational staff, including four full-time teachers, one full-time instructional aide, and one special aide teacher.
F4: The Madera County Grand Jury finds that the MCJDF staff actively promotes responsibility, discipline, and self-improvement among detainees through structured educational programs, counseling services, and life skills training.
F5: The Madera County Grand Jury finds that a high level of professionalism, dedication, and compassion exists from the MCJDF staff.
Related Recommendations (1)
R1: The Madera County Grand Jury commends the Madera County Juvenile Detention Facility staff for the continual support and impact made on the detained youth.
Findings & Recommendations 6 findings
F1: The MCGJ finds that Valley State Prison (VSP) remains significantly over its original design capacity, housing 3,332 inmates compared to the original design capacity of 1,961, despite not exceeding its current operational capacity of 3,801. This persistent overcrowding may contribute to operational strain and impact the quality of services.
Related Recommendations (1)
R1: The MCGJ recommends that VSP continue working with the CDCR Population Management Unit to adjust inmate placement and reduce inmate population by advocating for accelerated transfers or conversions of other facilities to Level II.
F2: The MCGJ finds that VSP is experiencing a high number of staffing vacancies and that mandatory overtime is widely used across multiple departments, including custody, nursing, and culinary staff. This reliance on overtime may lead to staff fatigue and reduced efficiency.
Related Recommendations (1)
R2: The MCGJ recommends that CDCR strengthen its recruitment and retention strategies at VSP to address ongoing staffing shortages, especially in the custody and medical departments. Consideration should also be given to offering incentives—such as signing bonuses, retention pay, or additional compensation for bilingual staff—to help alleviate the need for mandatory overtime.
F3: The MCGJ finds that VSP provides significant medical and mental health services, including 24/7 nursing, primary care, mental health therapy, and outpatient care, as well as access to dental and specialty services, reflecting a commitment to inmate well-being.
Related Recommendations (1)
R3: The MCGJ recommends that VSP continue to maintain and invest in its medical services.
F4: The MCGJ finds that the prison’s Enhanced Outpatient Program (EOP) and other therapy options offer substantial mental health support for inmates, which is critical given the incidents of attempted suicides.
Related Recommendations (1)
R4: The MCGJ recommends that mental health programs such as the EOP be continued, with adequate staffing and resources to meet the need for mental health services and support.
F5: The MCGJ finds that rehabilitation and educational programs at VSP are available. The partnership with multiple colleges and the availability of digital learning tools enhance access to learning.
Related Recommendations (1)
R5: The MCGJ recommends that VSP expand educational offerings and ensure continued access to state-issued laptops and college programming, with an emphasis on increasing outreach to inmates not currently enrolled in academic programs.
F6: The MCGJ finds vocational programs offered to inmates, such as welding, cosmetology, and electrical work, help aid in reentry preparation.
Related Recommendations (1)
R6: The MCGJ recommends that vocational training programs be regularly reviewed and updated to match current labor market demands, and that participation in pre-release work programs through Male Community Reentry Program be expanded where possible. INVITED RESPONSE Pursuant to Penal Code Section 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body within 60 days: Valley State Prison 21633 Avenue 24 Chowchilla, CA 93610 Warden Valley State Prison 21633 Avenue 24 Chowchilla, CA 93637 Governor Gavin Newsom 1021 O Street Suite 9000 Sacramento, CA 95841 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. * Note: This report was prepared using current information available on the websites listed. ____________________________________________________________________________
Findings & Recommendations 6 findings
F1: The MCGJ finds that Valley State Prison (VSP) remains significantly over its original design capacity, housing 3,332 inmates compared to the original design capacity of 1,961, despite not exceeding its current operational capacity of 3,801. This persistent overcrowding may contribute to operational strain and impact the quality of services.
Related Recommendations (1)
R1: The MCGJ recommends that VSP continue working with the CDCR Population Management Unit to adjust inmate placement and reduce inmate population by advocating for accelerated transfers or conversions of other facilities to Level II.
F2: The MCGJ finds that VSP is experiencing a high number of staffing vacancies and that mandatory overtime is widely used across multiple departments, including custody, nursing, and culinary staff. This reliance on overtime may lead to staff fatigue and reduced efficiency.
Related Recommendations (1)
R2: The MCGJ recommends that CDCR strengthen its recruitment and retention strategies at VSP to address ongoing staffing shortages, especially in the custody and medical departments. Consideration should also be given to offering incentives—such as signing bonuses, retention pay, or additional compensation for bilingual staff—to help alleviate the need for mandatory overtime.
F3: The MCGJ finds that VSP provides significant medical and mental health services, including 24/7 nursing, primary care, mental health therapy, and outpatient care, as well as access to dental and specialty services, reflecting a commitment to inmate well-being.
Related Recommendations (1)
R3: The MCGJ recommends that VSP continue to maintain and invest in its medical services.
F4: The MCGJ finds that the prison’s Enhanced Outpatient Program (EOP) and other therapy options offer substantial mental health support for inmates, which is critical given the incidents of attempted suicides.
Related Recommendations (1)
R4: The MCGJ recommends that mental health programs such as the EOP be continued, with adequate staffing and resources to meet the need for mental health services and support.
F5: The MCGJ finds that rehabilitation and educational programs at VSP are available. The partnership with multiple colleges and the availability of digital learning tools enhance access to learning.
Related Recommendations (1)
R5: The MCGJ recommends that VSP expand educational offerings and ensure continued access to state-issued laptops and college programming, with an emphasis on increasing outreach to inmates not currently enrolled in academic programs.
F6: The MCGJ finds vocational programs offered to inmates, such as welding, cosmetology, and electrical work, help aid in reentry preparation.
Related Recommendations (1)
R6: The MCGJ recommends that vocational training programs be regularly reviewed and updated to match current labor market demands, and that participation in pre-release work programs through Male Community Reentry Program be expanded where possible. INVITED RESPONSE Pursuant to Penal Code Section 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body within 60 days: Valley State Prison 21633 Avenue 24 Chowchilla, CA 93610 Warden Valley State Prison 21633 Avenue 24 Chowchilla, CA 93637 Governor Gavin Newsom 1021 O Street Suite 9000 Sacramento, CA 95841 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. * Note: This report was prepared using current information available on the websites listed. ____________________________________________________________________________
Findings & Recommendations 4 findings
F1: The MCGJ finds that the housing units at CCWF had missing ceiling tiles, water-stained and moldy vents.
Related Recommendations (1)
R1: The MCGJ recommends that maintenance be conducted to replace and fix the missing and water stained ceiling tiles and vents in CCWF.
F2: The MCGJ finds that the CCWF has implemented progressive rehabilitation programs for inmates.
Related Recommendations (1)
R2: The MCGJ recommends that the warden continue to research and implement innovative and progressive rehabilitative programs for the inmates within CCWF.
F3: The MCGJ finds that the PUPS program is a benefit for trainers/handlers, staff, administration and the community.
Related Recommendations (1)
R3: The MCGJ recommends CCWF continue to offer and expand the PUPS program for the benefit of trainers/handlers, staff, administration and the community.
F4: The MCGJ finds that staff in the mail room at the CCWF failed to use appropriate personal protective equipment when handling incoming mail. This lapse in safety practices potentially exposes both staff and inmates to harmful substances or contaminants.
Related Recommendations (1)
R4: The MCGJ recommends that CCWF establish and enforce stricter safety protocols in the mail room, including mandatory personal protective equipment usage, regular training on handling potentially hazardous materials and routine audits to ensure compliance. INVITED RESPONSES Invited Respondents: Pursuant to Penal Code Sections 933 and 933.05, the Grand Jury invites responses as follows: From the following governing bodies within 90 days: Central California Women's Facility 23370 Road 22 Chowchilla Ca. 93610 Warden CCWF Central California Women’s Facility 23370 Road 22 Chowchilla, CA 93610 Governor Gavin Newsom 1021 O Street, Suite 9000 Sacramento, CA 95841 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. * Note: This report was prepared using current information available on the websites listed. ____________________________________________________________________________________
Findings & Recommendations 4 findings
F1: The MCGJ finds that the housing units at CCWF had missing ceiling tiles, water-stained and moldy vents.
Related Recommendations (1)
R1: The MCGJ recommends that maintenance be conducted to replace and fix the missing and water stained ceiling tiles and vents in CCWF.
F2: The MCGJ finds that the CCWF has implemented progressive rehabilitation programs for inmates.
Related Recommendations (1)
R2: The MCGJ recommends that the warden continue to research and implement innovative and progressive rehabilitative programs for the inmates within CCWF.
F3: The MCGJ finds that the PUPS program is a benefit for trainers/handlers, staff, administration and the community.
Related Recommendations (1)
R3: The MCGJ recommends CCWF continue to offer and expand the PUPS program for the benefit of trainers/handlers, staff, administration and the community.
F4: The MCGJ finds that staff in the mail room at the CCWF failed to use appropriate personal protective equipment when handling incoming mail. This lapse in safety practices potentially exposes both staff and inmates to harmful substances or contaminants.
Related Recommendations (1)
R4: The MCGJ recommends that CCWF establish and enforce stricter safety protocols in the mail room, including mandatory personal protective equipment usage, regular training on handling potentially hazardous materials and routine audits to ensure compliance. INVITED RESPONSES Invited Respondents: Pursuant to Penal Code Sections 933 and 933.05, the Grand Jury invites responses as follows: From the following governing bodies within 90 days: Central California Women's Facility 23370 Road 22 Chowchilla Ca. 93610 Warden CCWF Central California Women’s Facility 23370 Road 22 Chowchilla, CA 93610 Governor Gavin Newsom 1021 O Street, Suite 9000 Sacramento, CA 95841 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. * Note: This report was prepared using current information available on the websites listed. ____________________________________________________________________________________
Findings & Recommendations 12 findings
F1: The MCGJ finds that a City Administrator instructed Smokehouse to contact a Financial Officer, regarding how to change the business license to reflect GROUP's name.
Related Recommendations (1)
R1: The MCGJ recommends Transparency and Accountability: The City should ensure transparency and accountability in the issuance and modification of business licenses. All actions taken by city officials should be documented and made available for public scrutiny within 60 days of this report being published.
F2: The MCGJ finds The GROUP business license was initiated by a City Administrator. Email records from the city confirm that this was done without any application filed by GROUP.
Related Recommendations (1)
R2: The MCGJ recommends the city administration hire an independent agency to conduct a thorough review and audit of the business license issuance process to identify any irregularities and ensure compliance with city ordinances within 90 days of receiving this report.
F3: The MCGJ finds Lack of Documentation: There is a lack of proper documentation and transparency in the process of issuing and modifying business licenses.
Related Recommendations (1)
R3: The MCGJ recommends improving communication between city departments and the City Council to ensure that all relevant information is shared, discussed and documented within 30 days. This recommendation should be implemented within 30 days of receiving this report.
F4: The MCGJ finds Non-compliance with Ordinances: The issuance of the business license to GROUP did not comply with the Madera Code of Ordinances (MCO) Title VI, Chapter 1.
Related Recommendations (1)
R4: The MCGJ recommends enforcement of ordinances: Enforce the Madera Code of Ordinances Title VI, Chapter 1, to ensure that all businesses operating in the city have the necessary licenses and comply with city regulations within 30 days of receiving this report.
F5: The MCGJ finds Potential Conflict of Interest: A City Manager's involvement in the business license issuance process raises concerns about conflicts of interest, especially in light of the Team Responses.
Related Recommendations (1)
R5: The MCGJ recommends implementing a conflict of interest policy to ensure that city officials do not have any personal or financial interests in the businesses they regulate within 30 days of receiving this report.
F6: The MCGJ finds Public Scrutiny: The actions taken by city officials in issuing and modifying business licenses should be documented and made available for public scrutiny.
Related Recommendations (1)
R6: The MCGJ recommends launching a public awareness campaign to inform residents and business owners about the importance of compliance with city ordinances and the procedures for obtaining business licenses within 30 days of receiving this report.
F7: The MCGJ finds impact on public trust: The irregularities in the business license issuance process harm public trust in city officials and the administration.
Related Recommendations (1)
R7: The MCGJ recommends that the entire MCGJ report be read to the Council members in an open public meeting within 30 days of receiving this report.
F8: The MCGJ finds the Council does not read the findings, recommendations, and City responses to MCGJ reports.
Related Recommendations (1)
R8: The MCGJ recommends hiring an outside expert to check the City's property and equipment records and also to do regular checks within the City. The list of items the City owns (Exhibit B) needs to be brought up-to-date within 90 days.
F9: The MCGJ finds the equipment inventory, Exhibit B, is outdated.
Related Recommendations (1)
R9: The MCGJ recommends conducting regular audits of SGM’s business expenses in regards to capital improvements vs maintenance obligations. Within 90 days of receiving this report.
F10: The MCGJ finds the cleaning of the solar panels has been paid by SGM from the CapitaI Improvement fund and not the maintenance costs.
Related Recommendations (1)
R10: The MCGJ recommends improving the documentation process for issuing and modifying business licenses to ensure that all actions are properly recorded and transparent. Within 90 days of receiving this report.
F11: The MCGJ finds that the Advisory Committee monthly meeting reports are not made available to the Council.
Related Recommendations (1)
R11: The MCGJ recommends engaging with stakeholders, including business owners and residents, to gather feedback and improve the business license issuance process within 90 days of receiving this report.
F12: The MCGJ finds insufficient training regarding business license applications and issuance requirements.
Related Recommendations (1)
R12: The MCGJ recommends that the Advisory Committee reports be agendized monthly and read to the Council in an open meeting within 90 days of this report. REQUIRED RESPONSE Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requires responses from the following: within 60 days: Mayor of the City of Madera Madera City Hall 205 West 4th Street Madera, CA 93637 Pursuant to Penal Code sections 933 and 933.05, the Madera County Grand Jury requires responses from the following: within 90 days: Madera City Council 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: 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 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 Golf Course Advisory Committee Madera City Hall 205 West 4th Street Madera, CA 93637 ________________________________________________________________________ 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. ______________________________________________________________________________ * Note: This report was prepared using current information available on the websites listed. ____________________________________________________________________________