Food, Medical Waste, and Substandard Housing “Not a Priority” for Madera County Environmental Health Division

Published: April 09, 2025 14 pages

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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Findings and Recommendations 6 findings

The MCGJ finds the EHD lacks effective management oversight, including a disregard for inspection productivity and efficiency.

Related Recommendations (1)

The MCGJ recommends that the Community and Economic Development Department monitor data tracking and productivity reports. This should be completed by 90 days after the MCGJ report posting and reviewed quarterly.

The MCGJ finds that the EHD is inadequately staffed to complete all inspections under their current purview, specifically those in programs without state regulation.

Related Recommendations (1)

The MCGJ recommends that the EHD work in conjunction with the Community and Economic Development Department and the Madera County Human Resources Department to explore alternative staffing models, such as reassessing the need to classify all employees as EHS or REHS for all inspections. This should be completed by 90 days after the MCGJ report posting.

The MCGJ finds that current funding limitations constrain hiring, inspection frequency, and program effectiveness.

Related Recommendations (1)

The MCGJ recommends that the EHD work in conjunction with the Madera County Board of Supervisors to request General Fund allocations and explore grant opportunities to support staffing needs. This plan should be completed by 90 days after the MCGJ report posting.

The MCGJ finds that employee absenteeism compounds productivity issues.

Related Recommendations (1)

The MCGJ recommends that the EHD develop a plan to be presented to the Board of Supervisors detailing action to reduce the excessive sick time usage. This should be completed by 90 days after the MCGJ report posting.

The MCGJ finds that the EHD lacks public transparency and community education efforts.

Related Recommendations (1)

The 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.

The MCGJ finds that the EHD does not prioritize housing and homeless encampment complaints.

Related Recommendations (1)

The 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.

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.

Agency Responses 1

Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.

2024-2025-03 Response Director of Human Resources Food and Medical Waste

June 18, 2025 • 3 pages • 5 responses • Score: +3 (+3, 1, 0) View Details ▾

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5 responses to findings and recommendations

The MCGJ finds that despite legislative changes and the County’s population growth, the staffing levels at the Jail have remained the same.

Response: Agree Score: +1

Finding 2: The MCGJ finds that the EHD is inadequately staffed to complete all inspections under their current preview, specifically those in programs without state regulation. Response: Agree with the finding per California Penal Code 933.05 (a) (1). A Countywide classification and compensation study was finalized and fully implemented in 2024. As a result of the study job duties and compensation are better aligned to adequately support County operational needs. ln addition, the study will contribute to equitable salaries and the County's recruitment and retention efforts.

The 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.

Response: Implemented

Score: 0

Recommendation 2: The MCGJ recommends that the EHD work in conjunction with the Community and Economic Development Department and the Madera County Human Resources Department to explore alternative staffing models, such as reassessing the need to classify all employees as EHS or REHS for all inspections. This should be completed by ^e0s DEPARTMENT OF HUMAN RESOURCES 200 Wesl Fourlh Street. Nladerc, CA 93637 ' 559.675.7705 ' l4adcoservices.com ' madeEcounty.com 90 days after the MCGJ report posting. Response As noted in EHD's response to the Grand Jury's recommendation, this has been implemente...

The MCGJ finds that building renovations can help support the potential future growth of the Jail population.

Response: Agree Score: +1

Finding 3: The MCGJ finds that current funding limitations constrain hiring, inspection frequency, and program effectiveness. Response: Agree with the finding per California Penal Code 933.05 (a) (1). As noted in the Environmental Health Division's (EHD) response to the Grand Jury's report, efforts are currently underway to address fee structures and resources allocations which can assist in addressing critical needs, such as hiring additional staff to meet increasing demand, improve efficiency, and ensure continued compliance with regulatory requirements. ln addition, the Human Resources depa...

The 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.

Response: Unknown

Score: 0

r 3 m25 GRAND JURY May 29,2025 Honorable Michael Jurkovich Madera County Presiding Judge Madera County Superior Court 200 S. G Sheet Madera, CA 93637 Foreperson Madera County Grand Jury PO Box 534 Madera, CA 93639 Subject: Response to Grand Jury Report#2425-03 entitled, "Food, Medical Waste, and Substandard Housing "Not a Priority" for Madera County Environmental Health Division" Honorable Michael Jurkovich: Pursuant to the California Penal Code Section 933.5 (a) and (b), the Madera County Human Resources Department has compiled its responses to the findings and recommendations in the 2024125 ...

The MCGJ finds that employee absenteeism compounds productivity issues. 50

Response: Agree Score: +1

Finding 4: The MCGJ finds that employee absenteeism compounds productivity issues. Response: Agree with the finding per California Penal Code 933.05 (a) (1). Departments work collaboratively with the County's Human Resources Department to manage employee attendance, in accordance with established policies and procedures. RESPONSES TO RECOMMENDATIONS IN REPORT:

No Responses Found 1

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