Madera County 2006-2007 Grand Jury Final Report Book

Conclusions 68

• CL1
  How often are light fixtures cleaned? Response: Every six months.
• CL2
  What happens to leftover food served or not? Response: It is all double-bagged with staff watching then discarded in a secure (padlocked) dumpster.
• CL3
  How often are floors cleaned? Response: Three times a day seven days a week.
• CL4
  Do you quality control what you serve? Response: Food to be served in the dining area is tasted by an inmate and officer at each dining facility.
• CL5
  How do you arrange menu? Response: The menu is State mandated and is prepared and made available three months before serving. This allows sufficient time towards product purchase.
• CL6
  Do all California State Prisons serve the same meals on the same day? Response: Yes, in that food values are the same, but substations may be made based on availability, and inmate population preferences. Kosher and Diabetic meals are also available. At this juncture we are given a guided tour of the Central Kitchen including its cooking and storage capability. Inmates were attending to unloading boxes containing box lunches and moving them to refrigerators for storage. Large kettles were being scrubbed, cleaned, and readied for the next cooking sequence. The entire area was clean and orderly and appeared to be efficiently run. Lunch for our group of five Grand Jurors was provided in the Warden’s Conference room and consisted of that evening’s meal for the inmates. It included a well-cooked and tasty chicken leg and thigh, savory beans, coleslaw and corn. Pudding was included in the evening meal, however, not to us. We were served cookies. All five Grand Jurors were impressed with the flavor, quality, and quantity From there we returned to the dining hall to inspect and observe. Inmates had finished their lunchtime meal; consequently we could not see this process in action. We did however, have the opportunity to inspect. 13 CONCLUSION: Inmates are well provided for. Nutritional guidelines are adhered to providing inmates with a well-balanced, quality meal. Meals are prepared in a clean and sanitary environment. Proper storage of meal products was secure and well maintained. Maintaining high standards for sanitary conditions was evident. Security and storage of waste products was adhered to. Background and experience level of the Assistant Correctional Food Manager and Manager were of a high standard.
• CL7
  What is the budget for the Kitchen operation? Response: $3.6 million per year at a cost of $2.51 per inmate per day.
• CL8
  How are nutritional guidelines implemented? Response: Meals served are termed “CDC heart healthy diet” by the Standardized Menu Review Team (SMRT). SMRT established the CDC Heart Healthy goals six years ago, based on but not identical to, the American Heart Association recommendations and the 1990 California Daily Food Guide: “Dietary Guidance for Californians”. A CDC heart healthy diet served includes all the required nutritional food groups, which consist of 2400 calories per day. Additionally “State Nutritional Guidelines” are distributed on a quarterly basis.
• CL9
  What is the cost to serve? Response: The cost to serve is currently $2.10 per inmate per day; however, the menu remains within the current funding level of $2.51 per inmate per day, and should accommodate allowances for over count meals.
• CL10
  Who monitors or audits kitchen performance? Response: Once a year “Environmental Health” inspects along with a “Business Service Audit” which is conducted by State employees from Sacramento. The audits can take as long as three weeks to conduct.
• CL11
  What experience or training is required of employed Cook? Response: Cook Specialist two: At least three years experience as a cook and/or preparing food for at least 250 persons a meal with experience at the various stations, not less than six months of which shall have been in charge of the work of kitchen helpers or others doing similar work.
• CL12
  How many hours does the staff work and how are the shifts broken down? Response: Employees work eight-hour days, for five days with two days off. Shifts range from: 0430 to1230 0730 to1530 1200 to 2000
• CL13
  What security is in place for kitchen tools? 12 Response: All employees must place a tag on the hook from which the tool is being removed. The tag ID’s the individual. The type tool is shadow painted to identify it. A Security Guard monitors removal of all tools by inmates and employees.
• CL14
  Classroom The pod classrooms were similar to a standard public school classroom. Neatly kept, each contained computers, books, bulletin boards, and student’s work posted throughout the room. Each front bulletin board contained motivational quotes for the day, for example, “No one really cares if you’re miserable, so you might as well be Happy”. The teacher maintains control of writing implements and other tools; they are dispensed as needed. Tape is used to mount posters and work rather than tacks. Available space for teacher’s supplies is inadequate. Supplies, while in order, were stacked on the floor or counters.
• CL15
  Counseling room The counseling room is a small room with interior windows and two chairs, allowing individuals an opportunity to speak with the Licensed Clinical Social Worker (LCSW) in private, while still under observation by an officer.
• CL16
  Nurses station These rarely used stations have one bed and extra cupboard space. While these rooms are available when needed, medical care is primarily provided at the main medical station.
• CL17
  Pods living space The day room is a community room used for meals, watching television and playing games. Some games played are chess, checkers, or playing cards. Parents may provide games to the facility for any juvenile use once an inspection of the game has been completed. The officers may instruct how to play the games, although they do not play games with wards. Each individual cell contains bathroom facilities, a polished metal mirror, and bed; showers are part of a community facility. Juveniles sleep safely in the individual locked cells. The officer for each pod remains in the day room area while wards are in their cells. Wards are not separated by age or gang affiliation; they are separated by sex, maturity level, and violence level. Gang behavior is not tolerated and such behavior normally declines during the juvenile’s stay. The laundry facilities are controlled by an automated system located in an adjacent room. Laundry soap and other additives are added here. This is done so juveniles have no contact with them. The wards are responsible for all their own laundry needs. 24 There are two recreation areas that are shared by the four pods. Two pods each share a recreation area. Each recreation area has two basketball hoops, volleyball net, and the availability of handballs. For security the recreation areas are surrounded by high walls, these high walls also prevent a breeze from cooling the area during the hot summer months. On the hottest summer days, the recreation area can reach temperatures of 112 to 118 degrees, or higher. During the summer heat, outside time must be limited for the health and safety of the wards. During winter months, as sundown is earlier, outside time is also limited due to inadequate lighting. The storage room houses clothing, shoes, blankets, and games available to the wards. The wards receive three sets of clothing, including two pairs of shoes, one pair shower shoes, and sneakers. The clothing color depicts status of the minor. Green and orange are for general population, tan and brown indicate the ability to work within the facility, white represents a sentence to California Youth Authority (CYA) or prison, and black and white stripes indicate a violent ward. The janitorial closet houses cleaning supplies that are required for the cleaning assignments wards complete each day. The wards are responsible for all cleaning within the facility under the supervision of officers. • Administrative Segregation Unit This unit was designed for violent wards, and is currently not in use. This unit is made into two parts each has five cells, a table and stools to seat five, one television and a small outdoor area. With the individual cells available in each pod, it has not been necessary to move wards to this unit. • Safety Cell This cell is used only when an individual is a danger to himself or herself. The walls are constructed of a softer material to prevent injury. While in this cell, all clothing and shoes have been removed and the ward is only allowed to wear a smock. The cell is devoid of any furnishings or bathroom facilities, other than a drain in the center of the cell. • Visitation The visitation room has long tables and chairs for the wards and their visitors to use. There are also three individual visitation rooms available when needed. These are booths with a table and chair on each side of a thick glass partition separating the ward and visitor, with communication provided by phone. The purpose is for attorney/client confidentiality, or if there is concern of contraband exchange or violence suspected on part of ward or visitor. 25 • Central Control Central control is considered the eyes of the facility. Located in this section are all monitors receiving camera feeds throughout the facility. There is an officer at this station at all times observing the monitors and making log entries of all events. This includes events as small as an officer moving between pods. • Holding Holding is the receiving area, which has a door that leads to the outside. This is where law enforcement officers turn over custody of juvenile offenders. Many juvenile offenders only see this room. They are held here until parents or guardians can come and retrieve them. Some juveniles stay in this receiving area for a matter of hours, while others may stay at the facility for months, however, the average stay at is eleven days. • Medical Station The primary medical station is similar to a doctor’s office with storage cupboards, an exam table, various medical equipment, and a desk. A Registered Nurse is on duty twelve hours a day from 7:00 a.m. until 7:00 p.m. A doctor is available on site once per week. Across the hall is a counseling room with an LCSW available on site two hours a day, five days each week. In case of emergency, 911 emergency services are available. • Library The library was the creation of a dedicated Sergeant at the facility and has been filled entirely with donated books. On the surprise visit, we were able to meet this Sergeant. The books in the library are reviewed for appropriateness by the Sergeant and approved or disapproved using the same criteria employed by public school libraries. The books are stacked in milk crates turned on their side, stacked on top of one another, and used as shelving. Wards are only allowed access to the library in the presence of an officer. The number of wards allowed access at one time is limited for safety. Education is very important to the center as evidenced by the educational center earning the highest accreditation possible. In July 2004, this school received a six-year accreditation that will remain in place until June 2010. Four teachers and three aids work at the school. The students receive computer skills training, as well as math, reading, writing, and history. The one-on-one teaching time offered to students with below grade level education has allowed these students to catch up to their correct grade level. Juveniles can graduate from high school while at this facility. One of the additional educational programs offered is entitled, “Skills to Change Lives”. The Madera County Action Committee, in association with the Madera County Probation Department, supports and presents this program. The mission statement for this course is, “Impart Information, Provide Alternatives, Build Character, Inspire Hope, and Change Lives”. The program provides a structured setting offering education on self-esteem, anger management, domestic violence, victim impact, sexually transmitted diseases, teenage pregnancy, parenting skills, and legal/court proceedings plus vocational 26 training in career development. Individual educational plans can be created for youth and they may be referred to outside mental health, physical health, and educational or other social services as needed. The goal of the program is for the youth to leave the facility with a better understanding of positive character development and to possess the tools necessary to become responsible and productive members of the community. Parenting classes for the parents or guardians of these wards are also available and given through the Probation Department. As required by law, a fire drill is conducted once per month. Juvenile Detention Officers have high school diplomas or higher, successful completion of core training and arrest and procedures training (PC832). Each officer is required to participate in at least twenty-four hours of additional training, as well as to re-certify in first aid and CPR. Meals are all prepared at the Department of Corrections (adult correction facility). Wards receive two cold meals and one hot meal (dinner) each day. Nutritional values are set by the State of California. A Thanksgiving meal was provided for the wards on Thanksgiving. As a treat on Thanksgiving movies were shown, the boys watched Road to Glory and the girls, Little Women. During the surprise visit, all doors were closed and locked properly with the exception of one storage room door located on the wall in the day room area. The officer was there at the time and observing all wards’ actions and interaction. All other findings were identical to findings on our scheduled inspection. During the unannounced visit, we found the facility to be as clean and well ordered as it was on the inspection scheduled weeks in advance. CONCLUSIONS: This report is a small overview of the facilities, daily activities, and interactions occurring at the Madera County Juvenile Facility. This is an intricate and regimented operation managed by caring professionals. The Juvenile Detention Facility was caught being good.
• CL18
  The recreation area can reach temperatures of 112 to 118 degrees or higher in the hot weather months. We recommend the installation of a misting system on the overhead framework; this would significantly aid in cooling the yard area, protecting the youth during exercise activities and allow more of such activity time in summer months. The boy’s side has plumbed water and is capable having these cooling tools implemented; the girl’s side will require additional plumbing to accommodate a misting system. 27
• CL19
  The lighting in the recreation area is inadequate for after-dark use, shortening the time outside in the fall and winter months. We recommend more lighting be added to these areas to allow more physical exercise time during shorter days.
• CL20
  We recommend installation of additional cupboards in the classrooms located in pods A and B, and shelving for the library.
• CL21
  The Administrative Segregation Unit is not in use at this time. We recommend it be opened to wards that have earned work status through their efforts while at this facility. If this unit were opened, additional appropriate rewards could be offered to youth making positive use of their time and programs offered to them. RESPONSES: Madera County Board of Supervisors Madera County Probation Department Madera County Juvenile Detention Facility 28 2006-2007 MADERA COUNTY GRAND JURY FINAL REPORT ON: THE GOLDEN VALLEY UNIFIED SCHOOL DISTRICT INTRODUCTION: Members of the Madera County Grand Jury visited the Golden Valley Unified School District’s offices on October 26, 2006. FINDINGS: The members of the Grand Jury visited with the Golden Valley Unified District Superintendent and the Assistant Superintendent at the District offices located at 37479, Avenue 12, Madera, California. The District is comparatively new and consists of nine schools located at various locations throughout the District. The student population of the entire District is approximately 1,927 and school sizes range from Golden Valley Adult Education’s 5 students to Webster Elementary with approximately 690 students in attendance. The District currently has 105 teachers and 120 classified full and part time employees. The Superintendent was asked about the status of accreditation reports for Liberty High School. She stated that an accreditation review had been completed last year with favorable ratings and the process will be repeated next spring. The previously completed report can be made available to the Grand Jury if we so desire. In light of recent tragic events, which have occurred throughout the country, the Grand Jury members expressed an interest in what measures are in effect across the District to safeguard students. Procedures and guidelines covering emergency situations are in effect covering a variety of events such as a gun on the campus, a fire, or an earthquake. Emergency drills are conducted periodically with associated student classroom lockdowns where required. These emergency procedures are detailed in writing for all students and teachers review. The District employees a full time security officer who’s primary focus is Liberty High School. The question of drugs and gang affiliation was discussed. As in many schools, some problems with drugs have been discovered such as prescription misusage. Accordingly, careful attention has been paid to prescription drugs used by students and such drugs require that a doctor’s approval be filed with the proper school authorities. Some minor gang-related activity has been noted but subsequent conversations with the security officer indicate these seem to be more gang “wannabes” than actual gang member involvement. In order to monitor the general school population remote cameras are now installed at Liberty High School and the District has plans to add such cameras at other school sites in the near future. The District does not have a significant number of minority students with less than twenty five percent falling into this category. The need for Spanish speaking teachers is not a significant issue though both principals at Liberty High School and Webster Elementary can converse in Spanish. 29 As the meeting concluded the Assistant Superintendent suggested that the members might like to tour the facilities at Liberty High School where the afternoon session was in process. To further assist our review of the District the Superintendent provided each of the members with the following documents:
• CL22
  “Golden Valley Unified School District State of the District – Fall 2006” This 69-page document provides a complete overview of the District’s status, goals, and future plans.
• CL23
  “Golden Valley Unified School District Facilities Update” This document outlines future facility growth needs.
• CL24
  “Golden Valley Employee Hand Book” This 25-page handbook covering Calendar items, Policies and Procedures, Safety Rules etc. An hour-long tour of the Liberty High School followed. The members found the facilities well maintained and very functional. The cafeteria serves the high school population through the junior level with only senior students allowed to leave the campus during the noon period. The library area was well arranged and the members were impressed with the number of computers available for student use. At the conclusion of the tour the members expressed the opinion that the high school was of excellent caliber. CONCLUSION: The Golden Valley Unified School District should be rated as an excellent school district. Parents whose children attend any of the schools in the district should be aware of the facts that their children are receiving an excellent education in a safe and up to date school system.
• CL25
  Sports & Leisure Park (24.4 Acres) Tot Lot for 2 to 6 years Children’s Play Area: 6 to 12 years Skate Park (New) Lioness Club Shelter with barbeque Volleyball Court (Sand) Full size Basketball Court Handball Courts Youth Soccer Complex Two lighted softball fields One youth hardball field Concession Building Restrooms Ample parking (includes designated Handicapped spaces)
• CL26
  Sports & Leisure Center Full service kitchen available with table and chairs 65 person dinning capacity or 85-person assembly capacity Indoor and outdoor restrooms Adjacent Tot Lot, playground, and Skate Park
• CL27
  R. C. Weisner Park (4.5 Acres) Tot Lot for 2 to 6 years Children’s Play Area: 6 to 12 years Concession shelter built and manned by the Rotary Club Three Youth Little League Baseball fields (lighted) Baseball batting cage facility for both Slow & Fast pitch Ample parking including designated Handicapped spaces Restrooms 35
• CL28
  Community Sports Center (.25 Acres) One main Basketball court or two side basketball courts One main Volleyball court or three side volleyball courts Wood floor with retractable bleachers Gym capacity of 683 persons Large indoor restrooms Lobby is available for meetings.
• CL29
  Senior Citizens Center Full service kitchen with table and chairs available 65-person dinning capacity or 85-person assembly capacity Stage area - alcohol is allowed by permit Restrooms
• CL30
  Veteran’s Memorial Park (2.1 acres) Tot Lot for 2 to 6 years Children’s Play Area: 6 to 12 years Farnesi Shelter with barbecue facilities is Handicap accessible Lions Shelter with Barbecue Horseshoe pit – with benches under tall shade trees Ample parking (including designated Handicapped spaces) Restrooms
• CL31
  Berenda Reservoir (Park) (6.0 Acres) Berenda Reservoir is located outside the city limits of Chowchilla in Madera County. The City of Chowchilla maintains a watercraft launch ramp, concession area, restrooms, and parking lot. The Berenda Reservoir Park facility also includes picnic areas and a covered barbecue area. The Chowchilla Water District (CWD) owns the Berenda Reservoir. The City of Chowchilla has a long-term agreement with CWD for joint use of this property. Chowchilla Area Transit Express (CATX) is operated by the Parks & Recreation Department and is a general public curb-to-curb demand response system.
• CL32
  CATX is available for a variety of services. The offices of CATX, equipment parking and service facilities are located on the campus of the Senior Citizens Center. The City of Chowchilla Parks Recreation & Community Service Department current projects are as follows:
• CL33
  Sports & Leisure ADA (Americas with Disabilities Act) Concession Restroom Project: 36 The funds for building the Polygon building in Sports & Leisure Park were funded through Community building Development Grant (CBDG). Program income funds totaling $90,000, additional funding through impact fees (funds for local match) in the amount of $ 24,000 and local labor/expertise donations was the other part of the match. The first phase was to purchase and erect the Polygon Building, which is complete.
• CL34
  Sports and leisure Park, 2006 improvement project: This is an expansion project that includes new paving and lighting. Funding sources: Roberti Zberg State Parks and Recreation Grant is $500,000. With a performance period starting July 2001 and ending June 30, 2009. Prop 40 Capita State Parks and Recreation Grant of $191,200. Farnesi Foundation, which is a local donation of $40,000. Kites Way Street Regional State Transit Program Exchange Fund Also local funds of $44,200 and park development impact fees of $1,288,666. The total project cost $2,064,066. This project was awarded to American Paving and is slated to start the week of November 20, 2006.
• CL35
  Legacy Neighborhood Park: This is a brand new park being built on the south side of town and will be approximately 6.0 acres. Funding sources: Funding for this project was obtained through State Parks and Recreation, Roberti Zberg and Harris Grant Funds in the amount of $500,000. Additional Funds are from Community cash donations, excavation, and grading. Donations were in the amount of $80,000 and city development fees of $229,000. City of Chowchilla Parks, Recreation & Community Service Department (CCPRCSD) operates on funds from grants from the State of California and the County of Madera. Additional funds are from Community grants, donations, city development fees, and real estate developer fees. Total 2006 Budget for CCPRCSD is $899,000 including $305,000 budgeted for Chowchilla Transit System, which is operated from within, and under the umbrella of the City of Chowchilla Parks, Recreation & Community Service Department. The breakdown of salaries can be seen in the attachments. The Parks & Recreation Department is overseen by a seven-person commission and is staffed by one director, one project manager, three supervisors, on special event coordinator, one secretary, four park workers, one Kiddy College Instructor and two Kiddy Kollege aides. Kiddy Kollege is a pre-school program. The stated goal of the Parks & Recreation Department is to provide for the recreational needs of the current and projected population of the City of Chowchilla and to create community through people, 37 parks, and programs. Service and facilities are designed to strengthen community image and produce a memorable life experience. There are 10 service clubs and over 33 parks and recreation programs available for all ages. Some of them are: Girls softball, T-Ball, Little League, Junior Giants, Youth Soccer, Youth Basketball, Youth Football, Kiddy Kollege Pre-School Program, Easter Egg Hunt, Summer Children’s Day Camp, Recreational Swimming, USA Water Polo, Skate Park, Adult Recreational Volleyball, Adult Recreational Basketball, Co-ed Softball, Community Block Party, Veterans Day Ceremonies, Christmas Tree Lighting, Summer Theatre, Senior Services. CONCLUSION: Volunteers make the Parks & Recreation Department possible and are drawn from a large community base including parents, Seniors Service Clubs, and the population at large. The City of Chowchilla Parks, Recreation & Community Service Department has done an exceptional job of planning and implementing its excellent and well maintained facilities. The Project Manager’s knowledge, talent, and experience in planning and implementation of projects are evident in the final result. The entire program could be a model for other cities.
• CL36
  That a maintenance schedule be created and implemented to insure that all equipment and machinery is running effectively and efficiently at all times.
• CL37
  That future Grand Jury members visit the facilities to insure that these recommendations have been carried out. 40 RESPONSES: Oakhurst Water Treatment Facility Madera County Board of Supervisors Madera County Board of Directors 41 2006-2007 MADERA COUNTY GRAND JURY FINAL REPORT RESOURCE MANAGEMENT AGENCY POSSE ROUND UP INTRODUCTION: The 2006-2007 Madera County Grand Jury visited the Planning Department of the Resource Management Agency (RMA) on November 28, 2006, January 29, and March 14, 2007 to evaluate and gain information on the POSSE system. The Director and staff appear to be well qualified and experienced in the details associated with the magnitude, duties, and responsibilities of the computer program. The Director personally briefed the Grand Jury on the POSSE program that was designed as a workflow management system intended to provide a one-stop-shop work management tool. FINDINGS: POSSE (Public One-Stop-Shop) is a workflow management system, unique in that it may be applied to every department within RMA and many of the daily activities carried out in those various departments. It has the ability to centralize information and make it available to those departments that need it, while at the same time safeguarding the information from unauthorized use. Recognizing the necessity for an automated computer tracking system to process associated departmental activities, an investigation of various other automated systems was conducted. This review found the POSSE system when used correctly, covered and satisfied all departmental parameters and in addition, allowed for improved management control, cost saving benefits, employee efficiency and improved customer service. Although Madera County is the only current user of the POSSE system in California, it is being used in Dallas, Texas, and various cities in the Mid-West, Florida and exclusively in the State of Hawaii. As a result of its success, the City of Clovis is looking to implement this same program by years end. Initial cost of the POSSE system was $421,000 and was purchased from the Canadian Company, Computronix. Computronix as part of its contractual obligation provided the training and system implementation support. Since it’s initiation in 2002, it has generated significant cost avoidance on new hires and is meeting the demands of County growth. County departments that benefit from this program are Planning, Building, Road, Fire and Environmental Health as they are all intertwined in the building or land use permits application. Intertwined further within these various departments it allows the monitoring of the following: 42 Plot plans – Site plans – Blue prints – Flood zones – Maps – Tribal Issues – Environmental – Archeological – Wildlife – Inspections – Licensing and other zoning issues. Additionally, it includes automatic “red-flags” for any items or conditions that are not in compliance or questionable. As well as applicant and Code Enforcement notes either from the field or through an office visit. POSSE has capability to dramatically reduce waiting time for building permits. This is important since Madera County expects the number to grow from 500 permits per year to 5000 permits per year in the near future. POSSE is a very powerful and flexible system that can allow many County departments to interact, transferring and sharing information. If used correctly the POSSE system allows for one business tracking system enabling all departments to work more efficiently and provide better service to the public. CONCLUSIONS: The Planning Department is responsible for reviewing, processing, and monitoring the growth and development of Madera County. The implementation and use of an automated computer system such as POSSE affords a modern management system allowing faster service without increasing staff to accommodate the ever-expanding growth and developmental needs of Madera County. It would appear, however, the system is currently underutilized. In our interviews, we were disturbed to find that when asked if there were any concerns regarding the POSSE system, we were told that there were several. Namely, they no longer have access or the ability to run current budget accounting items or software application adjustments as a result of Information Technology ( I.T.) taking over system control. Simple straightforward departmental modifications can be made within minutes to accommodate enhancements; however, it now takes several weeks because any change requires sending a formal “change request” to I.T. The Planning Department is utilizing the system to its fullest, however, one or more departments within RMA is not. For example, building inspectors in the field who may find an irregularity, record work on a separate paper file upon returning from the field. That note and separate file is counterproductive to the POSSE system. It is our understanding inspectors in the field have access to, but do not use laptop computers that connect to the POSSE system. If used properly any notes relative to a job could be so noted into the system and made immediately available to other interested departments. It would virtually eliminate the use of a separate note file and in-house information delays. Posse is a tremendous time saving tool, assisting employees to quickly determine the current status of a job by any given RMA department, as well as responding immediately to any and all inquires by a contractor, builder, and/or owner. With the anticipated growth in Madera County, every opportunity to improve expeditious means of administering workflow should be placed on the front burner. Not the back! Reluctance to adopt an efficient program such as POSSE in this day and age of rapid population growth has to be dealt with swiftly by removing all impediments to progress. That comes through responsible 43 management and training. Without strong management, effective use of electronic tools and programs will leave old and comfortable methods in place allowing growth to overwhelm and overburden. This POSSE System cost the County of Madera, near a half million dollars. The taxpayers deserve to see their money well spent and it is the Board of Supervisors responsibility to see that it is.
• CL38
  Attend to affairs of the city of Madera as may be requested by the City Council.
• CL39
  Attend meetings of the city council reporting to them and discussing any matter concerning the affairs of the departments, services, or activities under his supervision upon which, in his judgment, the council should be informed.
• CL40
  Coordinating the administrative functions and operations of the various departments, divisions, and services of the city government.
• CL41
  Analyze the functions, duties, and activities of the various departments, divisions, and services of the city government and all city employees, and to make recommendations to the council which in his judgment will result in the highest degree of efficiency in the overall operation of the city government.
• CL42
  Required to have each department, division, or service of the city prepare an itemized annual estimate of expenditures required for capital outlay, salaries, wages, and miscellaneous operating costs to submit to the City Council. He is also responsible for the administration of the budget after its final adoption and must keep the City Council informed on the budget.
• CL43
  As Chief Executive Officer reporting to the city council on all expenditures of all departments, divisions, or services of the city government, the City Administrator is required to reconcile all expenditures with the city director of finance.
• CL44
  Responsible for developing and organizing necessary public improvement projects and programs.
• CL45
  Required to serve as the public relations officer for the city government. 45
• CL46
  Required to keep a current inventory of all city property owned by the city and to recommend to the city council needed purchase of new machinery, equipment, supplies, and where they may be purchased for a cost advantageous to the city.
• CL47
  Work with the city clerk in preparing budgets and general financial reports for presentation to the City Council.
• CL48
  Required, in the discharge of his official duties, to exercise the highest degree of tact, patience, and courtesy in his contacts with the public and with all city commissions, boards, departments, officers, and employees of the city. The city of Madera government operates under what is known as a, “corporate model”. The City Administrator has the same or greater power than any corporate Chief Operating Officer, in private business. He answers only to the City Council, and has direct authority over all city departments, except the offices of city attorney, city clerk, and the Madera Redevelopment Agency. These three divisions are totally independent from the city administrator’s office. There is, however, full cooperation between these divisions of Madera city government and the City Administrator. The current City Administrator has served the city of Madera, for over fifteen years as City Manager and then as City Administrator when the city government was changed to a corporate model government by the City Council. The city administrator oversees more than 200 employees and a 2007 budget of over $20,000,000. CONCLUSION: The City of Madera, under the management of the current city administrator, has shown significant planned growth and has maintained a positive budget position, with an average yearly budget surplus of $200,000. Audited yearly financial statements show city management meeting city-estimated budgets year after year. The City Administrator’s report on the present and future growth of Madera includes a very complete demographic report on the total makeup of the city’s population. It includes, age, ethnicity, income, education and other related facts. The use of demography shows how far sighted the City Administrators office is in it’s planning for present and future needs. The population of the City of Madera and Madera County is projected to increase by over 70% from 2006 to 2020. RESPONSES: Madera City Council Madera City Administrator 46 ATTACHMENT 1 47 ATTACHMENT 2 The city administrator has more than two hundred employees under his supervision. The above chart shows the departments in which they are employed. 48 2006-2007 MADERA COUNTY GRAND JURY FINAL REPORT ON: CITY OF MADERA REDEVELOPMENT AGENCY INTRODUCTION: On December 05, 2006 the Members of the City Government Committee of the Grand Jury of Madera County interviewed Executive Director of the City of Madera Redevelopment Agency (MRA) in his office in the City of Madera. FINDINGS: The MRA operates under law passed by the California State Legislature in 1945. This legislation is known as The California Redevelopment Law. This law authorized cities and counties to establish a redevelopment agency with legal authority to carry out the redevelopment of blighted areas that could not be turned around solely through private enterprise. The City of Madera established the MRA in 1982; however, the agency did not actually begin functioning until the MRA plan was adopted in 1990. Per Resolution MRA-32, the Agency is a legally constituted body; however the Madera City Council serves as the Redevelopment Agency Board. The MRA under the law is not authorized to levy taxes. The Agency primarily finances its various projects and implementation activities through tax increment financing. Tax increments are derived from assessed value increases of property in a Project Area. Tax Increases can occur from new development, property improvements, property sales or transfers, or from annual inflationary increases (up to 2%) as allowed by Proposition 13. In addition to tax increment revenues, the agency is legally authorized to utilize other funds, such as Federal or State grants, loans, and bond financing, to finance activities. Assessed property values have increased from $248,082,078 to $644,907,901 (260%) under the management of the MRA Executive Director. The MRA was created in 1991 to identify conditions of blight in older areas of the community. The Project Area includes 3,610 acres as shown in map on following page. The MRA has removed debris from vacant lots and alleys, towed abandoned vehicles from City streets, demolished substandard buildings, cleaned up graffiti, and set up a program to dispose of used tires and to enforce laws pertaining to this program. As a result of these efforts, residents are enjoying cleaner and safer streets, greener outdoor spaces and increased property values. The MRA reports that a sense of pride and optimism has returned to the City of Madera. This has improved the economic viability of older neighborhoods and influenced the overall economy of the City. The public 49 improvements have become a catalyst for property owners to better maintain their properties. The MRA has invested $18.8 million in the older east-side neighborhoods of the City of Madera. Many positive changes have, and are taking place, in the City of Madera as a direct result of the actions of the MRA. The primary goal of The MRA is to utilize public intervention to encourage private investment in the City of Madera. This intervention can take many forms including, but not limited to, acquisition and demolition of substandard buildings, new construction, infrastructure improvements, code enforcement, etc. The intent is to transform older, blighted neighborhoods from areas of decay to neighborhoods where families and private developers are willing to invest their money. Residents have never before been provided with such a wide range of choices in housing styles, prices, or locations. Thousands of square feet of retail and commercial spaces are in the planning stages, which impacts the MRA in a number of ways. When property values increase, the amount of tax increment that is available for eligible projects is impacted. Based on recent appraisals, even dilapidated buildings have increased in value. 50 Older residential and commercial areas are competing with new developments in attracting private investment. As previously stated, the MRA has invested $18.8 million in older east-side neighbor-hoods of the City of Madera and this has amplified private investments in housing and projects funded through a variety of grant programs. Curbs, gutters, streetlights, and pedestrian walkways have been constructed. As the Grand Jury has noted previously in this report, the MRA has had debris hauled away from vacant lots and alleys, and through code enforcement and direct action, has removed abandoned vehicles from City streets, undertaken the demolition of substandard buildings and established a successful program of graffiti removal by a group of trained MRA staff members assigned to this task.
• CL49
  Grand Jury Recommendation “Suggest the Board of Supervisors investigate the feasibility of expanding the housing authority to cover the entire County of Madera.”
• CL50
  Board of Supervisors’ Response to Grand Jury The response of the Planning Director is appropriate and submitted as the Board of Supervisors’ response to this recommendation.
• CL51
  Resource Management Agency Planning Department Response The Recommendation is being implemented. The County currently works with the Housing Authority to provide affordable housing through a memorandum of understanding providing for the implementation of housing rehabilitation programs funded through the State. This includes the administration of ongoing grants and use of the County’s program income fund (grant monies returned to the County from the program.) The County’s General Plan also contains a policy that the County shall continue to work with the Housing Authority to expand its jurisdiction to include all of Madera County. Regarding: Madera County 2005-2006 Grand Jury Final Report on Madera City Police
• CL52
  Grand Jury Recommendation “The Madera Gang Task Force aggressively attacks the increasing gang problem.” “Seek State and Federal Grant monies to help compensate the task force with additional equipment and personnel.”
• CL53
  Board of Supervisors’ Response to Grand Jury The Recommendation is being implemented. The Madera County Gang Task Force is a multi-agency effort comprised of personnel from the County of Madera, the State Department of Justice, City of Madera, City of Chowchilla, California Highway Patrol and State Parole. For 2006-07, the County of Madera will be providing four (4) personnel for the Task Force at a cost of $280,840, using local discretionary funds. The County Grand Coordinator was directed to research State and Federal sources to obtain grant funding to offset and/or supplement the local financial effort. 74 Addendum to 2006-2007 Grand Jury Final Report Book Regarding: Madera County 2005-2006 Grand Jury Final Report on the Board of Supervisors Misuse of Reimbursable Allowances
• CL54
  Grand Jury Recommendation “The County Auditor-Controller should periodically review said expenditures for adherence to appropriate Madera County Codes.”
• CL55
  Board of Supervisors’ Response to Grand Jury The Recommendation has been implemented. Effective November 1, 2005, the Board did adopt an amendment to the County Travel Policy which clarified the Board members meeting activities and to reflect the unique activities associated with elective offices. Although left out of the Grand Jury Final Report, the County Clerk-Recorder and Treasurer-Tax Collector are included in the In-County Meal Reimbursement Allowance for Elected Officials. It is the Board’s expectation that the County Auditor-Controller will continue to review all claims submitted by elected officials for reimbursement of allowable expenses. Regarding: Madera County 2005-2006Grand Jury Final Report on Madera County Planning Department
• CL56
  Grand Jury Recommendation “Make every effort to expedite processing of all types of permits”
• CL57
  Grand Jury Recommendation “Develop new or enhance existing programs to provide efficient and better services to all offenders and to community.”
• CL58
  Board of Supervisors’ Response to Grand Jury This recommendation will be implemented. The response of the Chief Probation Officer to the
• CL59
  Probation Department Response This recommendation will be implemented. The department has recently applied for two grants and is possibly looking at a third. One of the grants is nearly guaranteed and will do three things: enhance our truancy program, enhance our juvenile intake and supervision program, and provide invaluable training for all members of the juvenile justice system. The second grant, if approved, will develop and adult DUI program and will be coordinated with other local law enforcement agencies. The time frame for both programs would be within the next 90 days if successful. The third grant, which we have not applied for at this time, focuses on a peer court and would be a collaborative effort with the educational system.
• CL60
  Grand Jury Recommendation “Increase salary structure in an attempt to become competitive with the various nearby counties”
• CL61
  Board of Supervisors’ Response to Grand Jury The recommendation has already been implemented, and will continue to be addressed in the future. The Deputy Probation Officers, based on past and current memoranda of understanding with the Board of Supervisors, have been, and are currently receiving salary and benefits packages that are increasing at approximately 5.3% since 2001. Regarding: Madera County 2005-2006 Grand Jury Final Report on the Madera County Veterans Service Office, Public Guardian, Public Conservator, and Public Administrator
• CL62
  Grand Jury Recommendation “Additional staff will be required to perform client visits by the Public Guardian/Conservator
• CL63
  Board of Supervisors’ Response to Grand Jury This Recommendation has been implemented. On January 10, 2006, The Board of Supervisors authorized an additional position in the Department to have Public Guardian responsibilities. The position is titled, “Chief Deputy Public Guardian”. 76 Addendum to 2006-2007 Grand Jury Final Report Book California Department of Health Services Response to 2005-2006 Madera County Hospital Report 77 Addendum to 2006-2007 Grand Jury Final Report Book 78 Addendum to 2006-2007 Grand Jury Final Report Book 79 Addendum to 2006-2007 Grand Jury Final Report Book 80 Addendum to 2006-2007 Grand Jury Final Report Book Central California Women’s Facility Response to 2005-2006 CCWF Report 81
• CL64
  Volunteers make the Parks & Recreation Department possible and are drawn from a large community base including parents, Seniors Service Clubs, and the population at large. The City of Chowchilla Parks, Recreation & Community Service Department has done an exceptional job of planning and implementing its excellent and well maintained facilities. The Project Manager’s knowledge, talent, and experience in planning and implementation of projects are evident in the final result. The entire program could be a model for other cities.
• CL65
  The City of Madera, under the management of the current city administrator, has shown significant planned growth and has maintained a positive budget position, with an average yearly budget surplus of $200,000. Audited yearly financial statements show city management meeting city-estimated budgets year after year. The City Administrator’s report on the present and future growth of Madera includes a very complete demographic report on the total makeup of the city’s population. It includes, age, ethnicity, income, education and other related facts. The use of demography shows how far sighted the City Administrators office is in it’s planning for present and future needs. The population of the City of Madera and Madera County is projected to increase by over 70% from 2006 to 2020. RESPONSES: Madera City Council Madera City Administrator 46 ATTACHMENT 1 47 ATTACHMENT 2 The city administrator has more than two hundred employees under his supervision. The above chart shows the departments in which they are employed. 48 2006-2007 MADERA COUNTY GRAND JURY FINAL REPORT ON: CITY OF MADERA REDEVELOPMENT AGENCY INTRODUCTION: On December 05, 2006 the Members of the City Government Committee of the Grand Jury of Madera County interviewed Executive Director of the City of Madera Redevelopment Agency (MRA) in his office in the City of Madera. FINDINGS: The MRA operates under law passed by the California State Legislature in 1945. This legislation is known as The California Redevelopment Law. This law authorized cities and counties to establish a redevelopment agency with legal authority to carry out the redevelopment of blighted areas that could not be turned around solely through private enterprise. The City of Madera established the MRA in 1982; however, the agency did not actually begin functioning until the MRA plan was adopted in 1990. Per Resolution MRA-32, the Agency is a legally constituted body; however the Madera City Council serves as the Redevelopment Agency Board. The MRA under the law is not authorized to levy taxes. The Agency primarily finances its various projects and implementation activities through tax increment financing. Tax increments are derived from assessed value increases of property in a Project Area. Tax Increases can occur from new development, property improvements, property sales or transfers, or from annual inflationary increases (up to 2%) as allowed by Proposition 13. In addition to tax increment revenues, the agency is legally authorized to utilize other funds, such as Federal or State grants, loans, and bond financing, to finance activities. Assessed property values have increased from $248,082,078 to $644,907,901 (260%) under the management of the MRA Executive Director. The MRA was created in 1991 to identify conditions of blight in older areas of the community. The Project Area includes 3,610 acres as shown in map on following page. The MRA has removed debris from vacant lots and alleys, towed abandoned vehicles from City streets, demolished substandard buildings, cleaned up graffiti, and set up a program to dispose of used tires and to enforce laws pertaining to this program. As a result of these efforts, residents are enjoying cleaner and safer streets, greener outdoor spaces and increased property values. The MRA reports that a sense of pride and optimism has returned to the City of Madera. This has improved the economic viability of older neighborhoods and influenced the overall economy of the City. The public 49 improvements have become a catalyst for property owners to better maintain their properties. The MRA has invested $18.8 million in the older east-side neighborhoods of the City of Madera. Many positive changes have, and are taking place, in the City of Madera as a direct result of the actions of the MRA. The primary goal of The MRA is to utilize public intervention to encourage private investment in the City of Madera. This intervention can take many forms including, but not limited to, acquisition and demolition of substandard buildings, new construction, infrastructure improvements, code enforcement, etc. The intent is to transform older, blighted neighborhoods from areas of decay to neighborhoods where families and private developers are willing to invest their money. Residents have never before been provided with such a wide range of choices in housing styles, prices, or locations. Thousands of square feet of retail and commercial spaces are in the planning stages, which impacts the MRA in a number of ways. When property values increase, the amount of tax increment that is available for eligible projects is impacted. Based on recent appraisals, even dilapidated buildings have increased in value. 50 Older residential and commercial areas are competing with new developments in attracting private investment. As previously stated, the MRA has invested $18.8 million in older east-side neighbor-hoods of the City of Madera and this has amplified private investments in housing and projects funded through a variety of grant programs. Curbs, gutters, streetlights, and pedestrian walkways have been constructed. As the Grand Jury has noted previously in this report, the MRA has had debris hauled away from vacant lots and alleys, and through code enforcement and direct action, has removed abandoned vehicles from City streets, undertaken the demolition of substandard buildings and established a successful program of graffiti removal by a group of trained MRA staff members assigned to this task.
• CL66
  As a result of these expenditures, residents are enjoying safer, cleaner streets, enjoying greener outdoor spaces, and increased property values. It is apparent that a sense of pride has returned to the City of Madera. By improving the economic viability of older neighborhoods, the MRA has influenced the overall economy of the City. The public improvements have become a catalyst for property owners to better maintain their properties. Ten years ago, many Madera City and County officials told the MRA that the problems in southeast Madera had become so vast and costly they had outgrown any possible solution. The Grand Jury was shown that today there are a half dozen subdivisions under construction and a 133,000± square foot neighborhood shopping center at Yosemite and Tozer. The project will increase sales tax revenue for the City and create new jobs for local residents. It is evident that this important project would not be in process if it were not for the actions of the MRA and its staff. As pointed out by MRA Director, “A decaying community is a deterrent to new investment, while a thriving community has the ability to attract new business development.” RESPONSES Madera City Council Madera City Redevelopment Agency Board of Directors Madera City Redevelopment Agency Director 51
• CL67
  We found that the medical, dental, and psychological treatment at VSPW is adequate for the inmates. The staff members were courteous and considerate to the patients, and very professional in general. RECOMMENDATIONS: Update warning symptoms for heart attacks in women. The Vocational Cosmetology School at VSPW should double their efforts to have the State Cosmetology Licensing Board conduct tests on site. All vocational schools should continue their efforts to seek employment opportunities for inmates after their release. RESPONSES: Valley State Prison for Women Warden Madera County Board of Supervisors 55 2006-2007 MADERA COUNTY GRAND JURY REPORT ON: FIRE DRILL PREPARATION AT THE MADERA NORTH AND SOUTH HIGH SCHOOLS IT’S NOT SO ALARMING INTRODUCTION On April 18, 2007, the members of the Madera Grand Jury School Committee visited the principals of the Madera North and Madera South High Schools in response to a “citizen complaint” regarding fire alarm procedures at the Madera High - North campus. The Grand Jury Schools Committee members decided to interview the principals of both high school campuses in Madera, thereby providing the committee with fire drill information that could be compared and contrasted. The committee members approached their investigation with some pre-conceived notions, one being that if you have a few thousand students in a confined space you are going to have some false alarms.
• CL68
  The Grand Jury finds that the fire alarm procedures in place at the North and South High Schools have been carefully thought out procedures to use in the event of a fire on campus. In as much as Madera High School -South is a new facility they are in the process of finalizing their plans and maps with their School Site Council, an organization made up of teachers, administrators and parents. 56 It was apparent to the members of the Schools Committee that fire drills are taken very seriously, and given a high priority as part of their school safety program.

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