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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.

Madera County Grand Jury • 2024-2025

Graphic Designer Paul Aleman, it Admin Mary Norris, it Asst Admin Cana Marks

Published: ∼ June 30, 2025 48 pages

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⚠️ 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 9 findings

F1 Page 169

The MCGJ finds that the JDF provides education, counseling, and training programs to enable youth to transition into life with families and communities.

F2 Page 174

The MCGJ finds that MBHS has insufficient professional development training for their employees, not just for the benefit of the staff, but also supporting their own goal of being able to grow their own professionals in response to the workforce crisis. 173

F3 Page 175

The MCGJ finds that the outreach efforts are inadequate to the Hispanic/Latino population.

F4 Page 175

The MCGJ finds that the sterile nature of the facilities where services are conducted do not support the therapeutic environment essential for connection.

F5 Page 175

The MCGJ finds that the new C.A.R.E.S mobile crisis team is a very valuable resource for the county, however it lacks sufficient public exposure to develop awareness and trust in the community.

F6 Page 175

The MCGJ finds that MBHS is not providing support to their employees regarding their own well-being and mental health.

F7 Page 175

The MCGJ wants to commend the staff of MBHS for their dedication and commitment to improving the wellness of the community.

The Central Regional Partnership through the Mental Health Services Act Workforce Education and Training (WET) program has developed a Retention Program (RP) opportunity. Madera County, in collaboration with other counties in the region, has partnered with the California Mental Health Services Authority (CalMHSA) to make this funding available to the county Public Mental Health System workforce. It will award up to $2,265 to qualified workers within the Region's Behavioral Health care that commit to a 12-month service obligation in a recognized hard-to-fill or hard-to-retain position. Through this program, the Regional Partnership seeks to support its qualified providers that service the most underserved populations within the county and work in the most hard- to-retain positions.

During the review process of MCBHS by the Madera County Grand Jury, Madera County labor unions and human resources department were in the process of negotiations as a result of the new classification and compensation study. Since then, staff have been provided with salary increases based on the analysis completed by Koff and Associates and agreed upon labor negotiations. Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com 180 F5: The MCGJ finds that the new C.A.R.E.S mobile crisis team is a very valuable resource for the county, however it lacks sufficient public exposure to develop awareness and trust in the community. The respondent agrees with the finding. R5: The MCGJ recommends that MBHS coordinate press releases, local news coverage, and social media campaigns to highlight the C.A.R.E.S. team and their services within 120 days of the MCGJ report posting. The recommendation has not yet been implemented but will be fully implemented during FY2024-2025. MCDBHS will research the best avenues for the coordination of press releases, local news coverage, and social media campaigns for C.A.R.E.S. team and its services, in coordination with the CAO Public Information Team (PIT) within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. The Prevention, Outreach, and Community Engagement Services focuses on education and support of individuals and communities to prevent the use and misuse of drugs and the development of substance use disorders; promotes the prevention and treatment of mental health disorders; conducts community outreach efforts to increase awareness of early signs of addiction and mental illness to enhance the wellbeing of individuals, families, and the community. Prevention services include CARES outreach services, which include education outreach aimed to educate and inform the community about our mobile crisis and non-crisis services through educational presentations and community engagement efforts. Community outreach efforts include tabling services at local events to increase awareness of our mobile crisis services, build rapport and partnerships with the community, and provide FREE marketing materials to promote our CARES services. For FY2023-2024, MCDBHS held or attended a total of 165 outreach events where CARES information reached a total of 6,372 community members. The outreach team also shared CARES information during 28 presentations throughout Madera County and established 61 partnerships with community organizations, business, and schools who were provided CARES marketing materials (posters, flyers, and business cards) to share with clients and customers. During this same period a total Behavioral Health Services P O Box 1288 Madera, CA 93639 • 559.395.0451 • MadCoServices.com • maderacounty.com 181 of 283 educational social media posts that included the Centralized Access and Crisis Line and CARES information were completed. Currently, MCDBHS has a purchasing agent agreement (PAA) with OutFront Media to develop graphics and establish billboards that include our CARES information in two locations within the City of Madera, we are also opting into a poster rotation program that will feature our billboards in various locations that include the City of Chowchilla and rural areas of Madera County. We are also inquiring about print media, digital media, and radio broadcasting via iHeart Radio. F6: The MCGJ finds that MBHS is not providing support to their employees regarding their own well-being and mental health. The respondent partially agrees with the finding. R6: The MCGJ recommends that MBHS implement an internal program to support the well-being and mental health of its employees within 120 days of the MCGJ report posting. The recommendation has been partially implemented but will be fully implemented in in the next two years. MCDBHS will strategize and identify further improvements for the well-being and mental health of its employees within 120 days of the MCGJ report posting. Additional details regarding ongoing efforts in this area are included below. MCDBHS has conducted various efforts to support the health and well-being of its staff. These became much more urgent and focused during the COVID-19 pandemic which saw our agency adapting to the immediate needs such as preventive measures and flexibility in schedules to work-from-home. During this time, MCDBHS leverage CredibleMind and its Live Well Madera County webpage to provide local resources to our staff. A survey to gauge burnout was launched in the early months of COVID so staff could determine when they needed to step away and regroup. Since then, additional efforts have been launched for the health and wellness of our staff, some of these are:

Recommendations 9

R1
Page 169

The MCGJ recommends that the JDF continue to provide excellent services and programs. REQUIRED RESPONSES: Pursuant to Penal Code Section 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following elected officials : Board of Supervisors 200 West Fourth Street Madera, CA 93637 INVITED RESPONSES: Pursuant to Penal Code Section 933 and 933.05, the Madera County Grand Jury requests responses as follows: From the following governing body : Madera County Chief Probation Officer 300 South G Street Suite 100 Madera CA 93637 Board of State and Community Corrections (BSCC) 2590 Venture Oaks Way, Suite 200 Sacramento, CA. 95833 Madera County Juvenile Justice Commission 300 South G Street Suite 100 Madera CA 93637 169 170 This Page Intentionally Left Blank 171 Madera County’s Behavioral Health Services Madera County Grand Jury Final Report 2324-02 June 19, 2024 SUMMARY: Every generation has its challenges, and how individuals deal with those challenges varies from person to person. In the past, the topic of mental health was widely misunderstood and even considered taboo. In recent years, mental health is more openly talked about in schools, workplaces, social circles, and the media. This seems even more prevalent since the Covid-19 pandemic that the world endured. Many people are realizing that mental health struggles are common, and help is available. The 2023-2024 Madera County Grand Jury (MCGJ) investigated the Madera County Department of Behavioral Health Services (MBHS) to determine how MBHS is supporting the community in their mental health and well-being. The MCGJ found that MBHS has many beneficial programs to address mental health, substance use disorders, and crisis situations, as well as very dedicated staff that make a difference in the lives of many. The MCGJ also found that MBHS has long-term issues in both employee and client retention that has negatively impacted current and future services. While a variety of funding continues to come in for the expansion of services for the changing and growing needs of the community, without properly addressing the current issues, the success and support of MBHS clients is limited. BACKGROUND: Americans are seeing a decrease in the restrictions implemented due to the Covid-19 pandemic. However, the impact on mental health has remained. Youth and adults alike experienced sudden and extreme isolation, instability, and loss, and there has been a significant increase in depression, anxiety, suicide rates, and substance use. According to the National Alliance on Mental Illness (NAMI), one in five adults and one in six youth (ages 6-17) experience a mental health disorder each year. Now more than ever, services and support for mental health and substance abuse disorders are essential to the community. This led the Madera County Grand Jury (MCGJ) to investigate how the Madera County Department of Behavioral Health Services (MBHS) addresses these drastic needs. Behavioral Health is a relatively new term that is often used interchangeably with mental health; however, there are fundamental differences between the two that impact the diagnosis and treatment of the concerns. While mental health has to do with thoughts and feelings, behavioral health has more to do with a person's actions. Diagnoses such as depression, anxiety, bipolar, and schizophrenia all fall under the mental health umbrella, and substance abuse, gambling addictions, and eating disorders fall under the behavioral health definition. Many individuals struggle with both mental and behavioral health issues. According to reports published in the Journal of American Medical Association, roughly 50 percent of individuals with severe mental health disorders are also affected by substance abuse. These disorders, called co-occurring disorders, are treatable conditions best addressed simultaneously. The MBHS offers mental health and alcohol and drug services for all ages across Madera County, with offices in Madera, Chowchilla, and Oakhurst. Services are primarily for individuals with Medi-Cal, low-income, or the uninsured. Their mission statement is to promote the prevention of and recovery from mental illness and substance abuse for the individual, families, and communities we serve by providing accessible, caring, and culturally competent services. These services include assessments, counseling/therapy, psychiatric evaluation and treatment, case management, prevention and educational courses, and crisis services. In 2023, the MBHS had an operating budget of $41,223,600. These funds come from multiple sources, including health care programs, state funds, assembly bills, and various block grants.
R2
Page 175

The MCGJ recommends that MBHS update its Workforce Training Policy to expand the number of professional development training sessions and certifications available to employees, with costs incurred by MBHS of the MCGJ report posting.
R3
Page 175

The MCGJ recommends that MBHS add Spanish-language media outlets to their outreach efforts to the Hispanic/Latino community of the MCGJ report posting.
R4
Page 175

The MCGJ recommends that MBHS consult with a professional of the MCGJ report posting to improve the interior of the treatment areas and create a more therapeutic environment.
R5
Page 175

The MCGJ recommends that MBHS coordinate press releases, local news coverage, and social media campaigns to highlight the C.A.R.E.S. team and their services of the MCGJ report posting. 174
R6
Page 176

The MCGJ recommends that MBHS implement an internal program to support the well-being and mental health of its employees of the MCGJ report posting. REQUIRED RESPONSES: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following elected county officials : Madera County Board of Supervisors 200 W. 4th St. #4 Madera, CA 93637 INVITED RESPONSES: Pursuant to Penal Code sections 933 and 933.05, the MCGJ requests responses as follows; From the following governing bodies : Director of Madera County Department of Behavioral Health 209 E. 7th St., Madera, CA 93638 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 This Page Intentionally left Blank 195 Madera County Animal Services: It’s A Dog’s Life Madera County Grand Jury Final Report 2324-03 June 19, 2024
R7

COVID temperature scanners and preventative materials such as masks, hand sanitizers continue to be readily available throughout our clinics, notification of infections are sent to all staff as applicable to safeguard the health and wellbeing of our clients and staff. A partnership with CredibleMind and the creation of the https://madera.crediblemind.com/ website a few years ago, provides our staff with resources for all around well-being through literature and podcasts on many topics as well as assessments to monitor one's own well-being and suggesting resources to provide relief. In addition, a WellScreen tool is being considered for implementation which promises to contribute to the County's expansion in access to local and self-help behavioral health resources, improved access for youth and acute mental health candidates and lower overall behavioral health service costs through improved triage efficiency." The response of the Director of Behavioral Health Services to the above Recommendation is considered appropriate and is submitted as the Board of Supervisors' response. The Board acknowledges the Grand Jury's review and time involved in this matter and appreciates 193 the opportunity to respond to the findings and recommendations. Sincerely, my K Robert PoythressChairman of the Board of Supervisors 8 10 194 This Page Intentionally left Blank 195 Madera County Animal Services: It's A Dog's Life Madera County Grand Jury Final Report 2324-03 June 19, 2024 Summary Madera County Animal Services (MCAS) has long been a cornerstone of community welfare, providing vital services ranging from animal adoption to public health protection. However, recent investigations by the Madera County Grand Jury (MCGJ) have shed light on the organization's persistent challenges, spanning over two decades. The findings of the 2023-2024 MCGJ report highlight three recurring themes: facility shortcomings, understaffing, and the absence of a comprehensive Policy and Procedure manual. Despite years of acknowledgment by the Madera County Board of Supervisors and MCAS directors, these issues still need to be solved, posing significant hurdles to effective operations and community service. Background Animal shelter services play an essential role in the community, by adopting out pets to loving homes and helping keep the streets clean and safe from animal-transmitted diseases. The Madera County website lists the following services provided by the Department of Madera County Animal Services (MCAS):
R8

The Central Regional Partnership through the Mental Health Services Act Workforce Education and Training (WET) program has developed a Retention Program (RP) opportunity. Madera County, in collaboration with other counties in the region, has partnered with the California Mental Health Services Authority (CalMHSA) to make this funding available to the county Public Mental Health System workforce. It will award up to $2,265 to qualified workers within the Region's Behavioral Health care that commit to a 12-month service obligation in a recognized hard-to-fill or hard-to-retain position. Through this program, the Regional Partnership seeks to support its qualified providers that service the most underserved populations within the county and work in the most hard- to-retain positions.
R9

During the review process of MCBHS by the Madera County Grand Jury, Madera County labor unions and human resources department were in the process of negotiations as a result of the new classification and compensation study. Since then, staff have been provided with salary 187

Conclusions 6

CL1

Rebuild trust with its workforce.
CL2

Improve morale and engagement.
CL3

Increase overall efficiency.
CL4

Enhance 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.
CL5

GROUP 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
CL6

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.

Commendations 2

CM1

Sheriff’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
CM2

Madera 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