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Extraído del Informe Consolidado
Esta investigación fue publicada originalmente como parte de un informe consolidado más amplio que contiene múltiples investigaciones. Consulte el PDF consolidado para ver el documento completo.
Madera County Grand Jury
• 2024-2025
Graphic Designer Paul Aleman, it Admin Mary Norris, it Asst Admin Cana Marks
⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 16 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.
F2
The MCGJ finds that despite legislative changes and the County’s population growth, the staffing levels at the Jail have remained the same.
F3
The MCGJ finds that building renovations can help support the potential future growth of the Jail population.
F4
The MCGJ finds that employee absenteeism compounds productivity issues. 50
F5
The MCGJ finds that the EHD lacks public transparency and community education efforts.
F6
The MCGJ finds that the EHD does not prioritize housing and homeless encampment complaints.
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.
F8
The MCGJ finds the Council does not read the findings, recommendations, and City responses to MCGJ reports.
F9
The MCGJ finds the equipment inventory, Exhibit B, is outdated.
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. 154
F11
The MCGJ finds that the Advisory Committee monthly meeting reports are not made available to the Council.
F12
The MCGJ finds insufficient training regarding business license applications and issuance requirements.
F13
The MCGJ finds that the City has repeatedly failed to ascertain or confirm the true identity of SGM’s purported subtenant(s) at the MMGC.
F14
The MCGJ finds that SGM appears to have two subtenants: Smokehouse for the food service, and the undisclosed bar operator GROUP.
F15
The MCGJ finds that the Interim Fire Marshal recommended that the MMGC be brought up to both the ADA requirements and the City Building Code due to serious violations.
F16
The MCGJ finds that the City has failed to ensure that its tenant and subtenants at the MMGC have performed their daily maintenance obligations under the Lease
Recommendations 16
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R1The 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.
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R2The 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.
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R3The 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.
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R4The 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. 38
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R5The 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.
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R6The 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. 51
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R7The MCGJ recommends that the entire MCGJ report be read to the Council members in an open public meeting of receiving this report.
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R8The 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
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R9The MCGJ recommends conducting regular audits of SGM’s business expenses in regards to capital improvements vs maintenance obligations. of receiving this report.
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R10The MCGJ recommends improving the documentation process for issuing and modifying business licenses to ensure that all actions are properly recorded and transparent. of receiving this report.
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R11The MCGJ recommends engaging with stakeholders, including business owners and residents, to gather feedback and improve the business license issuance process of receiving this report.
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R12The MCGJ recommends that the Advisory Committee reports be agendized monthly and read to the Council in an open meeting of this report. 156
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R13The MCGJ recommends that the City recognize that SGM has represented its subtenant as Smokehouse and commence all appropriate actions to determine and correct the subtenant’s true identity of the kitchen/dining and bar operator(s) of the publication of this report. 232
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R14The MCGJ recommends that the City investigate this subtenant discrepancy and take appropriate action of the publication of this report.
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R15The MCGJ recommends that the City and SGM take action to correct these violations and complete the required work to avoid serious potential liability of the publication of this report.
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R16The MCGJ recommends that the City enforce timely maintenance at the MMGC immediately. REPORT RESPONDENTS
Conclusions 6
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CL1Rebuild trust with its workforce.
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CL2Improve morale and engagement.
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CL3Increase overall efficiency.
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CL4Enhance leadership accountability. 37 The MCGJ also underscores the critical need for systemic reforms to address the organizational challenges identified during its investigation. By addressing employee discontent and leadership challenges, the County can support the creation of a supportive and efficient workplace culture across the county. A renewed focus on employee attitudes is not just necessary—it’s an opportunity to create lasting, positive change for Madera County’s workforce and community. These efforts are vital to ensuring that Madera County is well-equipped to meet the needs of its community and achieve long-term organizational success.
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CL5GROUP Business License: The GROUP business license was initiated by a City Administrator. Email records from the city confirm that this was done outside of the ordinances, without planning department approval and without any application being filed by GROUP. Business License Discrepancies: The City Manager instructed Smokehouse to contact a Financial Officer to correct the business license to reflect GROUP's name. This action contradicts the City Manager's denial in last year's jury report that GROUP Smokehouse operated the golf course bar. Email records from the City Clerk’s office confirm that this name correction was done without providing any documents or application by GROUP 153
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CL6In summary, the lack of coordinated action by County Administration, including the CAO’s office, Behavioral Health, Social Services department and CAPMC, has resulted in insufficient enforcement and data collection of existing state and county laws regarding trespassing, loitering and vagrancy citations. This has also resulted in a need for additional Sheriff’s Office deputies dedicated to addressing homelessness and individuals in crisis. Consistent and sustained enforcement is critical to support outreach interventions and provide meaningful assistance to those in crisis or experiencing homelessness. This gap in visibility and response raises serious concerns. All citizens have the right to feel safe and secure. This inaction highlights missed, ignored and avoided opportunities for all agencies to collaborate with outreach programs and effectively utilize health equity initiatives and legal tools to address these pressing issues. Until departmental coordination, the Crisis Stabilization Unit and the Sobering Center are completed, the County must identify and implement regional housing solutions for individuals experiencing homelessness.
Commendations 2
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CM1Sheriff’s Office: Praised for delivering water, clean-ups, and crisis transportation without hesitation and many other acts of compassion, going above and beyond the call of duty. 96
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CM2Madera City Police: Recognized for transporting individuals in crisis to intake points without hesitation and many other acts of compassion. Conclusion: In summary, the lack of coordinated action by County Administration, including the CAO’s office, Behavioral Health, Social Services department and CAPMC, has resulted in insufficient enforcement and data collection of existing state and county laws regarding trespassing, loitering and vagrancy citations. This has also resulted in a need for additional Sheriff’s Office deputies dedicated to addressing homelessness and individuals in crisis. Consistent and sustained enforcement is critical to support outreach interventions and provide meaningful assistance to those in crisis or experiencing homelessness. This gap in visibility and response raises serious concerns. All citizens have the right to feel safe and secure. This inaction highlights missed, ignored and avoided opportunities for all agencies to collaborate with outreach programs and effectively utilize health equity initiatives and legal tools to address these pressing issues. Until departmental coordination, the Crisis Stabilization Unit and the Sobering Center are completed, the County must identify and implement regional housing solutions for individuals experiencing homelessness.
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
Madera County Board of Supervisors
Elected County Office
Madera County Sheriff
Elected County Office