Leadership Gaps Amid a Homelessness Crisis

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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.

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Lack of Coordination: Overlapping responsibilities and insufficient communication among agencies lead to leadership voids, confusion, and mission drift.

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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 of this publication: Madera County Board of Supervisors 200 W 4th Street Ste 4 Madera, CA 93637 Invited responses 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?"