Riverside County Grand Jury
• 1998-1999
Riverside County Mental Health Department - Public Guardian
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 5 findings
F1
The Public Guardian program has been short staffed for two years due to unfilled positions and leaves of absence. Most of the elderly mentally ill patients referred are indigent (77 percent), and there is limited help available under the current organizational structure.
Related Recommendations (1)
R1
Consider other staff members in the Mental Health Department to fill the vacant positions of Investigators and Registered Nurses, even on a fill-in basis.
F2
Due to the severe financial limitations and consequent staff shortages, the Public Guardian program may be at risk of liability from the courts, state and patients’ families. Investigation reveals that other departments have indicated many problems interacting with the Public Guardian office.
Related Recommendations (1)
R2
The court should consider that the office of the Public Guardian should receive first consideration before the appointment of private conservatorships if there is no available relative.
F3
One background case investigator was assigned to the Public Guardian program for Riverside County. The investigator eventually worked on a part-time basis and finally resigned. This staff vacancy produced a major backlog of cases. As a result, the investigator agreed to return on a part time basis and will train any newly-assigned investigator trainee. Additionally, only one Registered Nurse is assigned to make medical follow ups in the entire county.
Related Recommendations (1)
R3
Expand the Investigator and Registered Nurse positions to two full-time employees for each category. Chief Deputy Public Guardian should develop a volunteer program to assist with the payee staff function of collection and payment. County Board of Supervisors:
F4
Management problems are major impediments to operational functions. Temporary assignment of a Chief Deputy Public Guardian does not provide the organizational stability that is essential in this unit. Within the past year and a half, two temporary Chief Deputies have been assigned to the Public Guardian’s office. They have performed very well under conditions of budget reductions and a backlog of cases.
Related Recommendations (1)
R4
Assign a permanent Chief Deputy to head the Public Guardian program. This will provide solid leadership and a commitment to excellence not normally found in temporary leaders. Create a board of consultants composed of representatives from the Public Guardian, Public Defender, County Counsel, Adult Protective Services, Superior Court Probate Officers and Ombudsmen to enhance a more unified, professional service for the elderly or mentally ill patient. Human Resources Department and Chief Deputy Public Guardian:
F5
The Director of the Mental Health Department proposed the following budgetary reductions for 1997-98 which currently impact the Public Guardian Unit. Patient and Medi-Cal management fees are less due to the reduction of the number of patients. Two Deputy Public Guardians and one Office Assistant positions were eliminated. An estimated yearly average of 400 referrals will be cut by 50 percent. A maximum caseload will be 150 cases. Mental Health Department is requesting an add-back to fund one Deputy Public Guardian to handle critical cases. This may not provide adequate training for new people as well as the experienced who have been acting in more than one capacity.
Related Recommendations (1)
R5
Establishing additional training courses for all conservators and investigators and providing two-day in-service training at least once a year will assure quality and quantity of client care. Increasing staff will increase the client base which will increase income.