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Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
Mariposa County Grand Jury
• 2023-2024
Workplace Culture, Training, and Organization
⚠️ 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 6 findings
F2
Page 13
The JCFHD Board of Directors withheld information between themselves leading to individual discontent and poor decision making.
F3
Page 13
The JCFHD Board of Directors did not have an opportunity to vet interim CEO which led to a longer period until issues could be legally responded to and resolved.
F4
Page 13
JCFHD Human Resources did not properly vet executive level positions leading to instability at C-suite level.
F5
Page 13
Multiple CEOs exceeded contractual spending limits without JCFHD Board notification eroding inherent checks and balances in organizational structure and straining the hospital financially.
F6
Page 13
The JCFHD found themselves behind in regular financial audits jeopardizing funding from governmental agencies.
F7
Page 13
Work and dialogue outside of regular, special, and emergency meetings between directors of the JCFHD puts the Board at risk of violating Brown Act practices.
Recommendations 8
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R2Page 13JCFHD Board should be more diligent in financial review of the Healthcare District.
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R3Page 13JCFHD should review existing vetting procedures for hiring C-suite level management
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R4Page 14JCFHD Board of Directors should ensure adherence to existing vetting procedures for hiring C-suite level management.
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R5Page 14Immediately, JCFHD should make it a priority to work together and function cohesively as a team.
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R6Page 14Immediately, JCFHD Board of Directors should ensure procedures for financial oversight of CEO are being followed at all times.
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R7Page 14JCFHD Board of Directors should review the organizational structure of the Healthcare District, specifically related to financial responsibilities of the CEO, COO and CFO with the intention of creating more financial oversight within their purview,
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R8Page 14Immediately, JCFHD Board of Directors should review and establish mechanisms to guarantee timely production of accurate audits.
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R9Page 14Immediately, the JCFHD Board of Directors should continue with the reimplementation of the JCFHD compliance hotline. RIO JCFHD Board of Directors should practice due diligence with the Board Clerk to make certain all meeting minutes are recorded and kept as required by law. The following governing boards are required to respond pursuant to Penal Code sections §933 and §933.05: JCFHD Board of Directors: Fl, F2, F3, F4, F5, F6, F7, RI, R2, R3, R4, R5, R6, R7, R8, R9, RIO Per Penal Code §933.05(a)( I) and (2), responses must include acceptance, refutal, and/or clarification of the findings, and a commitment to implementing the recommendations, as appropriate, per Penal Code §933.5(b)(l)(2)(3) and (4).