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County of Los Angeles Annual Report 2009-2010

County of Los Angeles Annual Report 2009-2010

On the Cover:
Natural History Museum Transformation
The Natural History Museum in 2009 completed a twoyear
restoration of its 1913 Building—the museum’s
original component—including replacement of a 6-foot
terracotta eagle that was removed 89 years ago after
being damaged in an earthquake. The restoration is
part of a $91 million transformation.
(See pages 62-63 for more information and photos.)

Public Affairs, Chief Executive Office
County of Los Angeles
Room 358, Kenneth Hahn Hall of Administration
500 W. Temple St., Los Angeles, CA 90012
Telephone: (213) 974-1311

Table of Contents

Chairs’  Message........................................................... ............ 2
Chief Executive Officer’s  Message........................................... 3
County of Los Angeles  Government......................................... 4
Organizational Chart of the County of Los Angeles.................  5
Expenditures, Revenue and Debt Management....................... 6
County of Los Angeles Budget  Facts....................................... 7
County of Los Angeles  Facts.................................................... 8
Map of the County of Los  Angeles........................................... 9
County of Los Angeles Strategic  Plan.................................... 10
History of Los Angeles  County............................................... 11
Estimated Population of the 88 Cities in the
County of Los  Angeles................................................... 14
Unincorporated Areas within the County of Los Angeles....... 15
Hello-Goodbye..................................................... ................... 16
Departmental Summaries
Public Protection
Alternate Public  Defender....................................................... 18
Coroner........................................................... ........................ 19
District  Attorney.......................................................... ............ 20
Fire.............................................................. ........................... 21
Grand Jury, Criminal and  Civil................................................ 22
Probation......................................................... ....................... 23
Public  Defender.......................................................... ............ 24
Public  Safety............................................................ ............... 25
Sheriff........................................................... .......................... 26
Employees Tell Residents “You  Count!”................................. 27
County Experiences Largest Fire in Its  History...................... 28
County Honors Two Firefighters Killed in Station Fire............  29
Departments Unify to Protect  Residents................................ 30
County Employees Assist Victims of Haiti Earthquake........... 32
Rescuers Welcomed Home from  Haiti................................... 33
County Program Creates More Than 10,000 Jobs................. 34

Human Services
Child Support  Services.......................................................... . 36
Children and Family  Services................................................. 37
Community Development Commission/Housing Authority..... 38
Community and Senior  Services............................................ 39
Health  Services.......................................................... ............ 40
Mental  Health............................................................ ............. 41
Military and Veterans  Affairs................................................... 42
Public  Health............................................................ .............. 43
Public Social  Services.......................................................... .. 44
Harbor-UCLA Medical Center Expansion Underway.............. 45
County Partners with UC to Reopen MLK Hospital................ 46
H1N1 Mass Vaccination  Clinics.............................................. 48
Toy Loan Program Celebrates 75th Anniversary................... 50
Fifth Annual LA County Day at the  Fair.................................. 52

Recreation and Cultural Services
Arts  Commission........................................................ ............ 54
Beaches and  Harbors........................................................... .. 55
Museum of  Art............................................................... ......... 56
Music Center of Los Angeles  County..................................... 57
Natural History  Museum......................................................... 58
Parks and  Recreation........................................................ ..... 59
Public  Library........................................................... ............... 60
LACMA’s Transformation—Phase  II....................................... 61
Natural History Museum  Transformation................................ 62
Natural History Museum Reimagined: North Campus............ 63
Fifth Annual LA County Day at the  Fair.................................. 64

General Government Services
Agricultural Commissioner/Weights and Measures................ 66
Animal Care and  Control........................................................ 67
Assessor.......................................................... ....................... 68
Consumer  Affairs........................................................... ......... 69
Public  Works............................................................. .............. 70
Regional  Planning.......................................................... ........ 71
Registrar-Recorder/County  Clerk........................................... 72
Treasurer and Tax  Collector................................................... 73
County Departments  Expo..................................................... 74

Central Support Services
Affirmative Action  Compliance................................................ 78
Auditor-Controller................................................ ................... 79
Board of  Supervisors....................................................... ....... 80
Chief Executive  Office............................................................  81
Chief Information  Office..........................................................  82
County  Counsel........................................................... ........... 83
Human  Resources......................................................... ......... 84
Internal  Services.......................................................... ........... 85
Adopted Capital Projects and Refurbishments
Summarized by Supervisorial  District..................................... 88

Gloria Molina
Chair, County of Los Angeles Board of Supervisors
December 2009 - December 2010
First, I want to thank Supervisor Don Knabe for his leadership
throughout this past year. I think the entire Board of
Supervisors appreciated his leadership and how he managed
many of the issues before us.
I continue to get comments from various people throughout Los
Angeles County—as well as up in Sacramento—as to why our
County operates so differently from other municipal governments.
We are not experiencing layoffs or huge deficits, and certainly we
are not furloughing our employees. I think the reason we are not  in such dire circumstances
is because this Board of Supervisors has worked cohesively and in  collaboration with
each other on this and so many other issues. The prudent financial  decisions we’ve made
throughout the years are paying off—so I applaud and congratulate  my colleagues.
Probably the biggest challenge we face in the coming year is the  fiscal storm that is upon
us—and the most difficult financial decisions are before us, not  behind us. Given the
huge budget deficit lawmakers are facing in Sacramento, it is  likely they will pass on more
responsibilities to us that formerly were handled by the state—and  they probably will not pass
on the appropriate dollars necessary to carry out these new  duties. So our major challenge
this year most likely will be resolving this transfer of  responsibility without taking an axe
to our budget. We have enough challenges within our framework of  existing resources—
especially since we know that sales taxes and property taxes have  decreased. My goal is
to continue working collaboratively with my colleagues on the  Board of Supervisors as we
have in the past in order to overcome the financial hurdles before  us.
This year, as chair, I also will ensure that the Board of  Supervisors has all the information
needed prior to making any major decisions that impact Los Angeles  County. I will be very
insistent in requiring all departments to adhere to the two-week  preview rule before placing
any items on upcoming Board agendas. I realize there are  emergencies—and we’ll respect
them—but for the most part, we need all information on the issues  prior to making any
decisions on them. It is essential to carrying out our work  properly.
Also this year, the issue of risk management will continue to be  significant. Every single
dollar we pay out in lawsuits and liability responsibilities is a  dollar that’s taken away from
vital public services. The majority of our employees are very  solid, very effective, very
caring, and interested in the area of public service. But from  time to time, the misdeeds of a
few paint a negative picture of all Los Angeles County employees.  And their misdeeds end
up costing taxpayers in the form of lawsuit settlements and  payouts. As chair, I intend to
compel County departments to be much more proactive in this area.
Overall, I think that if we continue in the fashion that we have  had throughout the past years,
we will survive this economic situation in the coming year. Tough  decisions will be made—
and I expect healthy debates on which courses of action are the  right ones to take. Debate
is always healthy. But as chair, I hope to bring my colleagues on  the Board of Supervisors
to consensus on the issues before us. By working collaboratively  and respectfully with one
another, hopefully, we will make the best decisions possible for  the people of Los Angeles

William T Fujioka
Chief Executive Officer
County of Los Angeles
The County finds itself in the midst of what has been the
worst economic downturn and recession since the Great
Depression, and this regrettably has had a major impact on
the County’s budget. However, due to the financial leadership and
prudent fiscal policies and practices of the Board of Supervisors,
the County is well positioned to manage the current economic
We continue to see erosion in a number of key revenue sources,
including property and sales tax receipts. In addition, the  countywide unemployment rate
has hovered around 12 percent, swelling the ranks of those seeking  public assistance.
To address the significant budget gap that resulted, the County  utilized a three-step
approach that combined the use of ongoing budget solutions  (largely departmental
curtailments), one-time funding from reserves, and federal  stimulus funding (mainly
from the temporary increase in the Federal Medical Assistance  Percentage). This
approach allows the County to preserve critical services to  residents, while maintaining
a responsible budget. Additionally, we implemented a hard-hiring  freeze, along with
freezes in the purchases of non-critical services, supplies and  fixed assets.
Although the budget troubles are too large to balance with  consolidations and efficiencies
alone, the County continues to explore both areas as a means to  generate ongoing
and one-time savings, while improving operations. Since launching  a formal Efficiency
Initiative in May 2009, we have implemented more than 400 projects  that annually will
save an estimated $132 million and more than 200,000 hours in  labor. This was all done
without sacrificing the level of services to the public. One of  these initiatives was the
merger of the Office of Ombudsman and the Human Relations  Commission with the
Department of Community and Senior Services, which saved $700,000  while providing
greater access to resources under the umbrella of CSS.
The County’s use of reserves, which were bolstered by a strong  real estate market and
a healthy local economy over the past years, is a responsible way  to help bridge the
budget gap until the economy recovers. County departments have  also done their part to
bridge the gap by living within their budgets while providing core  services. Although the
current situation is challenging, there are encouraging signs that  the economy may soon
hit bottom and a modest economic upswing may be on the horizon.
The best news of the year comes from the historic partnership  between the County
and the University of California to open a new Martin Luther King,  Jr. Hospital. After 18
months of discussion, the UC Board of Regents unanimously voted to  partner with the
County to provide medical services at the Willowbrook site to  underserved residents of
South Los Angeles. The County is committed to provide the highest  quality patient care
in a compassionate, culturally competent manner and in a  seismically compliant, stateof-
the-art facility that will be run by a private non-profit agency.

County of Los Angeles Government
Los Angeles County has the distinction of being one of the  original twenty-seven
California counties. It was formed in 1850, the year California  became the thirty-first
state in the Union.
Originally, the County occupied a comparatively small area along  the coast between Santa
Barbara and San Diego, but within a year its boundaries were  enlarged from 4,340 square
miles to 34,520 square miles, an area sprawling east to the  Colorado River.
During subsequent years, Los Angeles County slowly ebbed to its  present size, the last
major detachment occurring in 1889 with the creation of Orange  County. In spite of the
reductions in size, Los Angeles County remains one of the nation’s  largest counties with
4,084 square miles, an area some 800 square miles larger than the  combined area of the
states of Delaware and Rhode Island.
The jurisdiction of Los Angeles County includes the islands of San  Clemente and Santa
Catalina. It has a population of more than 10.4 million—more  residents than any other
county in the nation, exceeded by only seven states. Within its  boundaries are 88 cities.
The governing body is the Board of Supervisors. The Board, created  by the State Legislature
in 1852, consists of five supervisors who are elected to four-year  terms of office by voters
within their respective districts. The Board functions as both the  executive and legislative
body of County government.
[photo] The current members of the Board of Supervisors are (left  to right): Michael D. Antonovich,
Fifth District; Don Knabe, Fourth District; Chair Gloria Molina,  First District; Mark Ridley-
Thomas, Second District; and Zev Yaroslavsky, Third District.

To assist the Board of Supervisors, a chief executive officer with  a staff experienced
in management provides administrative supervision to 37  departments and numerous
committees, commissions and special districts of the County.

[organization chart]

Expenditures, Revenue and Debt Management
The County budget for 2009-2010, including special districts and  special funds, provides
for expenditures of $23.606 billion. The Departmental Summaries  section of this annual
report highlights County “departmental” budgets. The expenditure  categories reflected in
the charts are consistent with those recognized by the state and  differ somewhat from the
County service program groupings reflected in the Departmental  Summaries section.
County expenditures are financed by federal, state and local  revenues. In general, federal
and state revenues are available primarily for specific human  services, such as welfare
grants, health, mental health, social and child welfare services  and related administration.
The County also pays a share of these costs with funding from  local sources.
Local funds include the County’s share of the property tax,  vehicle license fees, sales and
use taxes, fines and charges for services. They are the primary  funding sources for public
protection, recreation and cultural services, and general  government services.
Debt Management
Through its cash management program, the County issues short-term  tax and revenue
anticipation notes (TRANS) to meet annual cash-flow requirements.  The County also
issues long-term general obligation bonds (with voter approval)  and lease revenue bonds
to meet the cost of major capital projects which will benefit  future County residents. The
County has developed a comprehensive debt management program to  assure a prudent
level of debt.

[see pie charts pg 6]

County of Los Angeles Budget Facts
Some of the Key Public Services that the County Budget Funds
The Adopted Budget for Fiscal Year 2009-2010 provides the  following public services:

Public Protection
• Fire and emergency services by 2,973 firefighters to more than  4.2 million residents.
• Probation-detention and residential treatment for an average  daily population of 3,000
youths in camps and juvenile halls.
• Law enforcement services by 10,051 deputies.
• Ocean lifeguard rescue and beach maintenance services to protect  an estimated 55
million beach visitors.
Health Services
• Approximately 2.7 million outpatient visits.
• Approximately 260,000 emergency room visits.
• Approximately 490,000 hospital inpatient days.

Mental Health
• Service to 8,000 children involved with the Department of  Children and Family
• More than 2.9 million outpatient visits for 84,822 youths (21  and younger).
Social Services
• Medi-Cal eligibility services for 1.6 million persons per month.
• Child care for 14,400 children per month in the CalWORKs program  whose parents
are involved in employment or educational programs.
• In-Home Supportive Services for 180,000 aged, blind or disabled  persons (average
monthly caseload).
• 2,319,613 meals to older residents.
• Employment related services to approximately 76,000 welfare  recipients monthly.
• Child support services to approximately 500,000 families.

Recreation and Cultural
• 144 recreational facilities—including 94 local and regional  parks,
27 swimming pools, 19 public golf courses, four arboreta and  botanic
gardens, 14 lakes, 19 nature centers and wildlife sanctuaries,
the Hollywood Bowl, the John Anson Ford Amphitheatre; and
recreational programs and opportunities to more than 21 million
visitors annually.
• Exhibits and programs at Los Angeles County Museum of Art, which
had approximately 857,059 visitors in 2008-09.
• Natural History family of museums programs for close to 1  million
community members.
• Library services to 14.2 million visitors, with 15.4 million  items
checked out.

General Government
• Issuance of marriage licenses, totaling 57,825 in 2008-09.
• Performance of marriage ceremonies, totaling 12,780 in 2008-09.
• Counseling, mediation and investigative services for more than
950,000 Consumer Affairs clients.
• Issuance of 46,000 building permits.
• Nearly 30,000 cats and dogs adopted or reunited with their  owner.

[pg 8: charts]

County of Los Angeles
The County of Los Angeles was established February 18, 1850 as one  of the 27
original counties in the State of California. There are 88 cities  in Los Angeles County;
the first city to incorporate was Los Angeles on April 4, 1850 and  the most recent city
to incorporate was Calabasas on April 5, 1991.
On November 5, 1912, voters approved the charter county form of  government, which
took effect on June 2, 1913, with a five-member Board of  Supervisors. Supervisors are
elected by district to serve four-year alternating terms at  elections held every two years.
Voters enacted term limits effective December 2002, restricting  supervisors to three
consecutive terms. The voter-approved County seat is the City of  Los Angeles.
The County is represented in Congress by 18 representatives and  two senators; and at
the state level by 14 senators and 26 Assembly members.
The County’s July 2009 population was 10,409,035, and increased to  10,441,080 in
January 2010, with more than 1 million residents living in the  unincorporated area.

The County of Los Angeles encompasses an area of 4,084 square  miles, roughly the
size of Jamaica, with altitudes that vary from nine feet below sea  level in Wilmington to
10,080 feet above sea level at Mt. San Antonio. There are 75 miles  of mainland beaches,
which represents nearly 9 percent of California’s 840-mile  coastline. Roadways include
25 freeways. The average daily high/low temperatures in the Civic  Center area are
68.1°/48.5° in January, and 84.8°/65.6° in August. The average  annual precipitation in
the County is 15.5 inches.

[pg 9 map]

County of Los Angeles
Strategic Plan
County Mission
• To enrich lives through effective and caring service

County Values
Our philosophy of teamwork and collaboration is anchored in our  shared values:
• Accountability—We accept responsibility for the decisions we  make and the actions we
• Can-Do Attitude—We approach each challenge believing that,  together, a solution can
be achieved.
• Compassion—We treat those we serve and each other in a kind and  caring manner.
• Customer Orientation—We place the highest priority on meeting  our customers’ needs
with accessible, responsive quality services, and treating them  with respect and dignity.
• Integrity—We act consistent with our values and the highest  ethical standards.
• Leadership—We engage, motivate and inspire others to  collaboratively achieve common
goals through example, vision and commitment.
• Professionalism—We perform to a high standard of excellence. We  take pride in our
employees and invest in their job satisfaction and development.
• Respect for Diversity—We value the uniqueness of every  individual and their
• Responsiveness—We take the action needed in a timely manner.

Strategic Plan Goals
1. Operational Effectiveness: Maximize the effectiveness of the  County’s processes,
structure, and operations to support timely delivery of  customer-oriented and efficient public
2. Children, Family and Adult Well-Being: Enrich lives through  integrated, cost-effective
and client-centered supportive services.
3. Community and Municipal Services: Enrich the lives of Los  Angeles County’s
residents and visitors by providing access to cultural,  recreational and lifelong learning
facilities programs; ensure quality regional open space,  recreational and public works
infrastructure services for County residents; and deliver customer  oriented municipal
services to the County’s diverse unincorporated communities.
4. Health and Mental Health: Improve health and mental health  outcomes and efficient
use of scarce resources, by promoting proven service models and  prevention principles that
are population-based, client-centered and family-focused.
5. Public Safety: Ensure that the committed efforts of the public  safety partners continue to
maintain and improve the safety and security of the people of Los  Angeles County.

History of Los Angeles County
The area comprising present-day Los Angeles County was
first settled by small groups of Native Americans for centuries
before the first European contact in 1769 when Gaspar de
Portola and a group of missionaries camped on what is now the
banks of the Los Angeles River.
In September 1771, Father Junipero Serra and a group of
Spaniards founded the San Gabriel Mission as the center of the
first “community” in an area inhabited by small bands of  Gabrielino
Indians. Ten years later the Pobladores, a group of 11 families
recruited from Mexico by Capt. Rivera y Moncada, traveled from the
San Gabriel Mission to a spot selected by Alta California Gov.  Felipe
de Neve to establish a new pueblo. The settlement was named El
Pueblo de la Reyna de Los Angeles (The Pueblo of the Queen of
the Angels). In its early years, the town was a small, isolated  cluster
of adobe-brick houses and random streets carved out of the desert,
and its main product was grain. Over time, the area became known
as the Ciudad de Los Angeles, “City of Angels.”
In September 1797, the Franciscan monks established the San
Fernando Mission Rey de Espana in the northern San Fernando
Although the Spanish government placed a ban on trading with
foreign ships, American vessels began arriving in the early 1800s,
and the first English-speaking inhabitant settled in the area in  1818.
He was a carpenter named Joseph Chapman, who helped build the
church facing the town’s central plaza, a structure that still  stands.
California was ruled by Spain until 1822, when Mexico assumed
jurisdiction. As a result, trade with the United States became  more
frequent. The ocean waters off the coast of California were  important
for whaling and seal hunting, and a number of trading ships docked
at nearby San Pedro to buy cattle hides and tallow. By the 1840s,
Los Angeles was the largest town in Southern California.
After a two-year period of hostilities with Mexico beginning in
1846, the area came under U.S. control. The Treaty of Cahuenga,
signed in 1847, ended the war in California, followed by the  Treaty
of Guadalupe Hidalgo in 1848 adding Los Angeles and the rest of
California to American territory.
Gold Rush and Growth
The annexation of California and the discovery of gold brought
adventurers and immigrants alike by the thousands to the West with
dreams of “hitting pay dirt.” Contrary to popular belief,  California’s
Gold Rush began in the hills southwest of the Antelope Valley in
1842, when Francisco Lopez, stopping for lunch while searching
for stray cattle, pulled some wild onions and found flakes of gold
clinging to their roots. The canyon was named Placeritas, meaning
“Little Placers,” and today is called Placerita Canyon. Gold  rushers
soon flocked to the canyon and took an estimated $100,000 of gold
from the region before heading north to the more exciting and  wellknown
discovery at Sutter’s Mill in 1848. A subsequent gold strike
in the mountains to the north of Los Angeles provided the town  with
a booming market for its beef, and many prospectors settled in the
area after the Gold Rush. Mining changed the region’s history in
profound ways, as gold seekers settled permanently in the Antelope
Valley during the 1850s and 1860s. The area further grew during  the
Civil War (1860-1865), as gold, silver, and copper were  extracted
from the Soledad Canyon region and Fremont’s Pass was enlarged
to facilitate and speed up ore shipments.
After the Civil War ended, there was a large immigration into the
Los Angeles area. Several large Mexican ranches were divided
into many small farms, and such places as Compton, Downey,
Norwalk, San Fernando, Santa Monica and Pasadena sprang into
During its history, the size of the County has changed  substantially.
Originally it was 4,340 square miles along the coast between
Santa Barbara and San Diego, but grew to 34,520 square miles,
sprawling east to the Colorado River. Today, with 4,084 square
miles, it is slightly smaller than its original size. The County  was
divided up three times: Kern County received a large slice in  1851;
San Bernardino County split off in 1853; and Orange County was
established in 1889.

On Feb. 18, 1850, the County of Los Angeles was established as
one of the 27 original counties, several months before California
was admitted to the Union. The people of Los Angeles County on
April 1, 1850 asserted their newly won right of self-government
and elected a three-man Court of Sessions as their first governing
body. A total of 377 votes were cast in this election. In 1852 the
Legislature dissolved the Court of Sessions and created a  fivemember
Board of Supervisors. In 1913 the citizens of Los Angeles
County approved a charter recommended by a board of freeholders
which gave the County greater freedom to govern itself within the
framework of state law.
In 1850, Los Angeles was statutorily declared to be the county  seat
for the County of Los Angeles. Later that year, Los Angeles was
incorporated as the County’s first city; today there are 88  cities.
Los Angeles had a reputation as one of the toughest towns in the
West. “A murder a day” only slightly exaggerated the town’s crime
problems, and suspected criminals were often hanged by vigilante
groups. Lawlessness reached a peak in 1871, when, after a Chinese
immigrant accidentally killed a white man, an angry mob stormed
into the Chinatown district, murdering 16 people. After that,  civic
leaders and concerned citizens began a successful campaign to
bring law and order to the town.

Los Angeles and its surrounding territories were built by  immigrants.
The village of Los Angeles was a fairly cosmopolitan place early
on. By the 1850s, the Spanish-speaking Californios and Indians,
Anglo Americans and former slaves of African descent were joined
by settlers who included English, French, Basques, Spaniards,
Mexicans, Germans, and Chinese. During the late 1800s and early
20th Century, foreign immigration to Los Angeles County was
varied but continued to be steady. The new immigrants arrived from
Europe, Asia, and Central and South America. Distinctive ethnic
communities of Japanese, Chinese, Russians, and East European
Jews had developed throughout the county by the 1930s. These
ethnic influences contributed to Los Angeles’ cultural, economic
and social dynamism.

When the Immigration Act of 1965 opened the door to new
immigrants, it initiated dramatic changes in the area. According  to the
U.S. Census, by 2000 36.2 percent of the residents of Los Angeles
County were foreign-born—more than triple the 11.3 percent figure
of 1970. The 2000 census showed the area was home to 4.2 million
people of Latino/Hispanic origin—only Mexico City had a larger
number. A survey taken by the Los Angeles Unified School District
that year counted more than 130 different languages represented
among school-age children. By 2000 Los Angeles became the
nation’s major immigrant port of entry, supplanting New York City.

Ethnic Influences
People of African descent were prominent in the first Spanish
settlement of Los Angeles in 1781. Twenty-six of the 44 original
settlers (pobladores) were black or mixed ancestry (mulattos).  Most
came from Sinaloa, Mexico, where two-thirds of the residents were
people of mixed African and Spanish heritage. Pio Pico, the last
Mexican governor of California, was of African-Mexican descent.
The number of blacks was eclipsed by new immigrants in the early
American years. Only about a dozen of the 1,600 county residents
listed in the 1850 census were black. During the next 80 years the
influx of blacks grew, and by 1930 Los Angeles was home to the
largest black community on the Pacific Coast.
The first Chinese-Americans in the city were laborers recruited
in China by Chinese contractors and unknowingly brought to Los
Angeles in 1850. By 1870 their numbers grew to more than 4,000.
The Chinese dominated the agricultural business as growers,
vendors and market proprietors. Others worked swinging picks
and shovels laying the tracks for the Southern Pacific railroad,
including carving out the San Fernando railroad tunnel through the
mountains. During this time the Chinese endured racial hatred due
in part to intense economic rivalries with whites, which resulted  in
the Chinese Exclusionary Acts in the 1880s.
Mexican-Americans—people largely of mixed Spanish and Indian
descent—came to Southern California under the flag of Spain,
having been recruited from Sonora and Sinaloa in New Spain
(Mexico) beginning in 1781. Although their numbers were small,
their language and culture prevailed over those of the local  Indian
inhabitants. Mexico ruled California from 1822, when Mexican  rebels
overthrew Spanish rule, until the end of the Mexican-American
War in 1848. The Mexicans remained in the majority after the war
but lost political and social dominance. Their numbers increased
markedly after the Mexican revolution in 1910.

Railroads and Growth
The coming of the railroads changed everything. The Southern
Pacific completed its Los Angeles route in 1880, followed by the
Santa Fe Railroad six years later. With a huge investment in their
new coast-to-coast rail lines and large Los Angeles land holdings,
the railroads set forth a long-term plan for growth. Southern
California citrus farming was born. Tourism and the building of
towns were promoted to attract investors, to raise land values,  and
to increase the value of railroad shipments.
In the late 1860s there was a population boom as the marketing to
“Go West” caught on. Thousands of tourists and land speculators
hurried to Los Angeles County. Lots were bought, sold and traded,
and an almost instantly created industry of real estate agents 
transacted more value in land sales than the county’s entire value
of only a few years before. The boom proved to be a speculative
frenzy that collapsed abruptly in 1889. Many landowners went
broke. People in vast numbers abandoned the Los Angeles area,
sometimes as many as 3,000 a day. This flight prompted the
creation of the chamber of commerce, which began a worldwide
advertising campaign to attract new citizens. The county as a
whole, however, benefited. The build-up had created several local
irrigation districts and numerous civic improvements. In addition,
the Los Angeles population had increased from about 11,000 in
1880 to about 60,000 in 1890.

Black Gold
In 1850 the first salable petroleum in California was the oil  found
at Pico Canyon near San Fernando. But the real boom began in
the 1890s, when Edward L. Doheny discovered oil at 2nd Street
and Glendale Boulevard in downtown Los Angeles. His find set off
a “second black gold rush” that lasted several years. Los Angeles
became a center of oil production in the early 20th Century. By  1897
the area had 500 derricks, and in 1910 the area near Santa Monica
Boulevard and Vermont Avenue was an unruly oil shantytown.
Drilling activity in the county reached new heights in the 1920s  when
major finds were made in Whittier, Montebello, Compton, Torrance,
and Inglewood. The largest strikes were in Huntington Beach in
1920, and Santa Fe Springs and Signal Hill in 1921. These three
huge fields upset national oil prices and glutted existing storage
facilities. By the turn of the century almost 1,500 oil wells  operated
throughout Los Angeles. Oil production has continued down to
the present throughout the Los Angeles Basin; between 1952 and
1988 some 1,000 wells pumped 375 million barrels of oil from these

In the early 1900s, agriculture became an important part of the
economy. The growth in the City of Los Angeles necessitated the
annexation of the large San Fernando Valley. For about a half
century between San Fernando’s 1874 founding and the 1920s,
the community was considered an “agricultural gem” set in the San
Fernando Valley. An ample and reliable water supply was coupled
with a coastal valley climate, in which the community’s elevation  of
about 1,100 feet—along with its receiving about 12 inches of rain  a
year—made it ideal for growing crops.
Cattle ranching was common in the area when missionaries arrived
in the late 1700s, but during the next 100 years the landscape
became dotted with wheat plantings and fruit trees, whose growth
was also aided by the irrigation systems in place from the  mission’s
heyday. By the 1920s, fruit and especially citrus cultivation was
San Fernando’s biggest industry. The price of land for orange and
lemon groves went as high as $5,000 an acre—as much as eight
times more than the cost of other land—and the city had at least
four packing houses with annual shipments of nearly 500 rail cars
of oranges and lemons.
Olives also flourished in the Mediterranean-like climate, and the
2,000-acre Sylmar olive grove—then the world’s largest—produced
50,000 gallons of olive oil and 200,000 gallons of ripe olives.  Other
crops grown in the County included alfalfa, apricots, asparagus,
barley, hay, beans, beets, cabbage, citrus, corn, lettuce, melons,
peaches, potatoes, pumpkins, squash, tomatoes, and walnuts.
The area also had excellent dairy farms, including the world’s largest
Guernsey herd in the 1920s. The agricultural output led to other
industries such as canning companies, a fruit growers association,
and fruit preservers. The agricultural land gave way to  development
following World War II.

Harbors and Trade
The San Pedro harbor became operational in the late 1840s
and became the principal harbor for the trade in the county. The
first steamer to visit San Pedro was the Goldhunter in 1849. The
construction of a railroad from Los Angeles to the harbor in 1869
gave a fresh impetus to the development of agricultural resources
in the county. Later in 1911 the Long Beach harbor was established
and the port at San Pedro was also added to give Los Angeles a
position in the international trade market.

Motion Pictures and Television
In 1853 one adobe hut stood on the site that became Hollywood.
The first motion picture studio in Hollywood proper was Nestor
Film Company, founded in 1911 by Al Christie for David Horsley
in an old building on the southeast corner of Sunset Boulevard and
Gower Street. By 1930 the motion picture industry was in full  swing.
The county’s good weather and picturesque locals lent itself to  the
production of the silent films and “talkies.”
In the 1950s, the advent of television led to the opening of  numerous
television stations. Movie attendance fell to half its previous  level
during this time as audiences stayed home to be entertained in
their own living rooms. Hollywood’s yearly output in the 1930s had
averaged 750 feature films; in the 1950s it was down to about 300
and still falling, despite efforts to win back audiences by  installing
new stereo sound systems, building wide screens, and employing
new such visual techniques as 3-D. By the early 1970s the  television
and movie industries became interdependent with much crossover
from one medium to the other. Today, each medium has found its
niche. The Hollywood film has retained its position as the  ultimate
entertainment, but television has become the major disseminator
of popular culture. Los Angeles has remained firmly in charge of
American image-making.
Large manufacturing concerns began opening factories during that
time, and the need for housing created vast areas of suburban
neighborhoods and the beginnings of the area’s massive freeway
system. The Depression and the Midwestern drought of the 1930s
brought thousands of people to California looking for jobs.

Public Works Projects
In order to sustain future growth, the County needed new sources  of
water. The only local water in Los Angeles was the intermittent  Los
Angeles River and groundwater replenished by the area’s minimal
rain. Legitimate concerns about water supply were exploited to  gain
backing for a huge engineering and legal effort to bring more  water
to the city and allow more development. Approximately 250 miles
northeast of Los Angeles in Inyo County, near the Nevada state
line, a long slender desert region known as the Owens Valley had
the Owens River, a permanent stream of fresh water fed by the
melted snows of the eastern Sierra Nevadas
Sometime between 1899 and 1903, Los Angeles Times founder
Harrison Gray Otis and his son-in-law successor, Harry Chandler,
engaged in successful efforts at buying up cheap land on the
northern outskirts of Los Angeles in the San Fernando Valley. At
the same time they enlisted the help of William Mulholland, chief
engineer of the Los Angeles Water Department, and J.B. Lippencott,
of the United States Reclamation Service. Lippencott performed
water surveys in the Owens Valley for the Reclamation Service
while secretly receiving a salary from the City of Los Angeles. He
succeeded in persuading Owens Valley farmers and mutual water
companies to pool their interests and surrender the water rights  to
200,000 acres of land to Fred Eden, Lippencott’s agent and a  former
mayor of Los Angeles. Eden then resigned from the Reclamation
Service, took a job with the Los Angeles Water Department as
assistant to Mulholland, and turned over the Reclamation Service
maps, field surveys and stream measurements to the city. Those
studies served as the basis for designing the longest aqueduct in
the world

By July 1905, Chandler’s L.A. Times began to warn the voters of
Los Angeles that the county would soon dry up unless they voted
bonds for building the aqueduct. Artificial drought conditions  were
created when water was run into the sewers to decrease the supply
in the reservoirs and residents were forbidden to water their  lawns
and gardens. On election day, the people of Los Angeles voted for
$22.5 million worth of bonds to build an aqueduct from the Owens
River and to defray other expenses of the project. With this  money,
and with a special act of Congress allowing cities to own property
outside their boundaries, the city acquired the land that Eden had
acquired from the Owens Valley farmers and started to build the
aqueduct, which opened Nov. 5, 1913.

To accommodate its growing population, the County instituted a
number of large engineering projects, including the construction  of
the Hoover Dam, which channeled water to the County from the
Colorado River and provided electricity from hydroelectric power.
The area’s excellent weather made it an ideal location for  aircraft
testing and construction, and World War II brought hundreds of new
industries to the area, boosting the local economy. By the 1950s,
Los Angeles County was a sprawling metropolis. It was considered
the epitome of everything new and modern in American culture—a
combination of super highways, affordable housing, and opportunity
for everyone.

Today more than 10.4 million people call Los Angeles County home,
residing in 88 cities and approximately 140 unincorporated areas.
It continues to be an industrial and financial giant, and is one  of the
most cultural and ethnically diverse communities in the world.

Estimated Population of the 88 Cities in the
County of Los Angeles

Total Population
County of Los Angeles
Total Population
Unincorporated Areas
County of Los Angeles
Los Angeles County makes
up about 27 percent of the
state’s population.

Cities Population

Agoura Hills  23,387
Alhambra  89,501
Arcadia  56,719
Artesia  17,608
Avalon   3,559
Azusa   49,207
Baldwin Park  81,604
Bell   38,867
Bellflower  77,312
Bell Gardens  47,002
Beverly Hills  36,224
Bradbury  963
Burbank  108,469
Calabasas  23,788
Carson   98,047
Cerritos  54,946
Claremont  37,608
Commerce  13,581
Compton  99,769
Covina   49,622
Cudahy  26,029
Culver City  40,722
Diamond Bar  61,019
Downey  113,715
Duarte   23,124
El Monte  126,464
El Segundo 17,049
Gardena  61,927
Glendale  207,902
Glendora  52,830
Hawaiian Gardens 15,884
Hawthorne  90,145
Hermosa Beach 19,599
Hidden Hills  2,025
Huntington Park 64,219
Industry  803
Inglewood  119,053
Irwindale  1,717
La Canada Flintridge 21,261
La Habra Heights 6,161
La Mirada  50,015
La Puente  43,355
La Verne  34,051
Lakewood  83,636
Lancaster  145,875
Lawndale  33,641
Lomita   21,015
Long Beach  494,709
Los Angeles  4,094,764
Lynwood  73,295
Malibu   13,765
Manhattan Beach 36,773
Maywood  30,034
Monrovia  39,984
Montebello  65,781
Monterey Park  65,027
Norwalk  109,817
Palmdale  152,622
Palos Verdes Estates 14,085
Paramount  57,989
Pasadena  151,576
Pico Rivera  66,967
Pomona  163,683
Rancho Palos Verdes 42,893
Redondo Beach 68,105
Rolling Hills  1,974
Rolling Hills Estates 8,157
Rosemead  57,756
San Dimas  36,946
San Fernando  25,366
San Gabriel  42,984
San Marino  13,415
Santa Clarita  177,641
Santa Fe Springs 17,929
Santa Monica  92,703
Sierra Madre  11,099
Signal Hill  11,465
South El Monte  22,627
South Gate  101,914
South Pasadena  25,881
Temple City  35,892
Torrance  149,717
Vernon   96
Walnut   32,659
West Covina  112,890
West Hollywood  37,805
Westlake Village 8,872
Whittier  87,128

Unincorporated Areas
within the County of Los Angeles

Unincorp.       Supervisorial
Area             District

Acton  5
Agoura  3
Agua Dulce  5
Alpine  5
Altadena  5
Antelope Acres  5
Athens (or West Athens) 2
Avocado Heights 1
Baldwin Hills 2
Bandini (islands) 1
Bassett 1
Big Pines 5
Bouquet Canyon 5
Calabasas (adjacent) 3
Calabasas Highlands 3
Canyon Country 5
Castaic 5
Castaic Junction 5
Charter Oak (islands) 5
Citrus (Covina islands) 1, 5
Crystalaire 5
Deer Lake Highlands 5
Del Aire 2
Del Sur 5
East Azusa (islands) 1, 5
East Rancho Dominguez 2
East Los Angeles 1
Belvedere Gardens
City Terrace
East Pasadena 5
East San Gabriel 5
East Whittier 4
El Camino Village 2
El Dorado 5
Elizabeth Lake 5
Fairmont 5
Firestone 1, 2
Florence 1, 2
Forrest Park 5
Franklin Canyon 3
Glendora (islands) 5
Gorman 5
Graham 1, 2
Green Valley 5
Hacienda Heights 1, 4
Hi Vista 5
Juniper Hills 5
Kagel Canyon 5
Kinneola Mesa 5
La Crescenta 5
La Rambla 4
Ladera Heights 2
Lake Hughes 5
Lake Los Angeles 5
Lakeview 5
Lang 5
Lennox 2
Leona Valley 5
Littlerock 5
Llano 5
Long Beach (islands) 4
Longview 5
Los Cerritos Wetlands 4
Los Nietos 1, 4
Malibu Vista 3
Marina del Rey 2, 4
Mint Canyon 5
Monrovia/Arcadia/ Duarte
(islands) 5
Monte Nido 3
Montrose 5
Mulholland Corridor 3
Las Virgenes/Malibu
Malibou Lake
Malibu Bowl
Malibu Highlands
Monte Nido
Seminole Hot Springs
Sunset Mesa
Trifuno Canyon
Neenach 5
Newhall 5
North Claremont (islands)
1, 5
Northeast San Dimas
(islands) 5
Northeast Whittier (island)
Northwest Whittier 4
Norwalk/Cerritos (islands) 4
Oat Mountain 5
Pearblossom 5
Placerita Canyon 5
Quartz Hill 5
Rancho Dominguez 2
Redman 5
Roosevelt 5
Rowland Heights 1, 4
San Clemente Island 4
San Pasqual 5
Santa Catalina Island 4
Saugus 5
Soledad 5
South San Gabriel 1
South San Jose Hills 1
South Whittier 1, 4
Stevenson Ranch 5
Sulphur Springs 5
Sun Village 5
(adjacent) 5
Sunshine Acres 1
Three Points 5
Topanga Canyon 3
Sylvia Park
Twin Lakes 5
Universal City 3
Val Verde 5
Valencia 5
Valinda 1
Valyermo 5
Vasquez Rocks 5
Veterans Administration
Center 3
View Park 2
Walnut Park 1
West Arcadia (islands) 5
West Carson 2, 4
West Chatsworth 3, 5
West Pomona (islands) 5
West Puente Valley 1
West Rancho Dominguez/
Victoria 2
West Whittier 1, 4
Westfield 4
Westmont 2
White Fence Farms 5
Whittier Narrows 1
Willowbrook 2
Wilsona Gardens 5
Windsor Hills 2
Wiseburn 2
Wrightwood 5

It continued to be a period of adjustment in 2009 and early 2010  as departmentheads retired or left County service, saw their sections merged,  and moved from acting positions to permanent ones. It was a big change at Disney  Concert Hall and Hollywood Bowl as well, with the departure of Philharmonic music  director Esa-Pekka Salonen after 17 years and the arrival of 28-year-old Venezuelan  Gustavo Dudamel. Leaving the County were Assessor Rick Auerbach, Chief Probation  Officer Robert Taylor, County Counsel Raymond Fortner, Consumer Affairs Director  Pastor Herrera, Personnel Director Michael Henry, and Public Defender Michael  Judge. New department heads are Assessor Robert Quon, Chief Information Officer Richard  Sanchez, Chief Probation Officer Don Blevins, Community Development Commission  Executive Director Sean Rogan, County Counsel Andrea Sheridan Ordin, Personnel  Director Lisa Garrett, and Regional Planning Director Richard Bruckner.

Public Protection

Janice Y Fukai
Alternate Public Defender
(Appointed 4/2/02)

Fiscal Year 2009-2010 Budget
Gross Total $53,578,000
Less Intrafund
Transfer $0
Net Total $53,578,000
Revenue $158,000
Net County Cost $53,420,000
Positions 292

Alternate Public Defender
The Alternate Public Defender (APD) provides quality legal  representation in Public Defender conflict-of-interest cases. The department was  implemented by the Board of Supervisors in 1994 to control the spiraling costs of  court-appointed private lawyers, particularly in cases involving multiple defendants  charged with serious crimes, including capital crimes. Cost effectiveness has been documented  in numerous Boardordered studies. High quality representation is reflected in an impressive  record of accomplishments. The APD attributes its success to a dedicated,  diverse and highly skilled lawyer and support staff comprised of 51% women and 56%  ethnic minorities.

Major Accomplishments 2008-2009
• Collaborated with the Public Defender and Chief Executive Office  to reduce costs to the County Indigent Defense Fund associated with Public Defender  “unavailability”,conflicts and related staffing expenses.
• Developed and implemented a remote access pilot project at the Criminal Courts
Building in conjunction with similar pilot projects simultaneously  implemented by the District Attorney and Public Defender, in collaboration with the  Information Systems Advisory Body and the Internal Services Department.
• Conducted a survey to evaluate and improve APD’s performance in  courts; and developed programs, resources and training in areas of need  targeted by APD managers, specifically, mental health, forensic sciences, case  documentation and management, emergency preparedness, legislative changes and  mission critical computer applications.
• Developed internal procedures and protocols to support the APD’s  electronic document management system (EDMS), including an efficient system for the  organization of closed files, efficient tracking of and transportation of closed  files to a designated vendor for scanning, the storage of all “non scannable” and “do  not destroy” items, and the prompt retrieval of case information.
Major Objectives 2009-2010
• Implement remote access technology at branch offices using existing resources.
Review and modify, as appropriate, APD’s remote access pilot project objectives,
and identify those locations where expanded Wi-Fi access would present the best
return on investment for the County.
• Develop and implement training programs in the supervision of branch operations,
as well as training programs to increase the quality of representation provided by
attorneys to clients.
• Refine and implement the internal procedures and protocols necessary to support
APD’s electronic document management system. Begin implementation of the
scanning and electronic storage of closed case files.
• Develop additional protocols designed to reduce the escalating costs of file storage
with private vendors.
• Improve risk management activities, identifying and prioritizing the department’s risk management training needs and begin training staff on methodologies and practices to reduce risk exposure.



Dr. Lakshmanan
Chief Medical Examiner-Coroner
(Appointed 2/18/92)

Anthony T. Hernandez
(Appointed 7/12/94)

Fiscal Year 2009-2010 Budget
Gross Total $28,797,000
Less Intrafund
Transfer $446,000
Net Total $28,351,000
Revenue $2,918,000
Net County Cost $25,433,000
Positions 209

The Coroner investigates and determines the cause and manner of  all sudden, violent, or unexplained deaths within Los Angeles County, including all  homicides, suicides, accidental deaths, and natural deaths where the decedent has not seen a  physician within 20 days prior to death. Comprehensive scientific investigations are  conducted, including autopsy, toxicology, histology, and scanning electron microscopy analysis.  The Coroner works proactively with law enforcement agencies and others in the  criminal justice system.
The department is accredited by the National Association of  Medical Examiners (NAME), the
Accreditation Council for Graduate Medical Education, the  California Medical Association
for Continuing Medical Education, and the American Society of  Crime Laboratory Directors/
Laboratory Accreditation Board. The department is also certified  by the Commission on
Peace Officer Standards & Training (POST) to participate in the  reimbursable training
program and to provide POST-certified training to other agencies.

Major Accomplishments 2008-2009
• Completed the development and design of the 500-body capacity  crypt building, and
began construction in June 2009.
• Received five-year reaccreditation of the Forensic Science  Laboratories by the American
Society of Crime Laboratory Directors (ASCLD-LAB), meeting  stringent standards in the
management and operation of its Forensic Science Laboratories  Bureau, critical to the
determination of cause and manner of death in Coroner cases.
• Implemented a program to provide for the dignified burial of  indigent veterans and avoid
unwarranted delays associated with the previous private mortuary  system, providing
requisite paperwork, coffins, and transportation to Riverside  National Cemetery.
• Received Board of Supervisors’ approval of the as-needed  physician contract to allow
the hiring of qualified as-needed physicians in times of peak  caseload without the extra
expenditure associated with permanent staff, provided funding is  made available.
• Received full four-year accreditation of the Forensic Pathology  Residency Program by
the Accreditation Council for Graduate Medical Education.
• Reaccredited for four years by California Medical Association  (CMA) Continuing Medical
Education (CME) Section.
• Instituted a quality assurance program for supervising  physicians to review closed cases
as a standard operating procedure to identify incomplete  documents.
Major Objectives 2009-2010
• Work with the Chief Executive Office, Public Works, and  contractor to complete the
construction of the new crypt building by June 30, 2010, which  includes the transfer of
all decedents to the new facility.
• Implement revised requirements to attain full compliance of the  department for NAME
accreditation in preparation for annual self-inspection and  reinspection of the department
in 2011. In order to do this, complete 90% of reports of  postmortem examinations and
90% of toxicology examinations within 90 calendar days from the  time of autopsy.
• Continue the next phase development of a revenue-generating DNA  testing program
designed to improve identification of decedents, and to market  services to the public and
private sector.
• Implement a fiscal cost containment plan that will address  department’s 2008-09 and
2009-10 fiscal year curtailments amounting to nearly $2 million,  while avoiding layoffs.
Reduce overtime by 45%, establish an efficiencies committee,  maximize revenue
opportunities and aggressively pursue the collection of payments  owed to the department.
• Pursue the feasibility of grant funding to upgrade the  department’s existing case-tracking
database system to a web-based platform to provide greater  security and better meet
the technology needs of the department.
• Ensure that all reportable contagious diseases are reported to  Public Health and the
needs of the public are met, preserving the confidentiality of  results as required by law.


District Attorney

Steve Cooley
District Attorney
(Elected 2000)

Fiscal Year 2009-2010 Budget
Gross Total $336,600,000
Less Intrafund
Transfer $12,520,000
Net Total $324,080,000
Revenue $130,746,000
Net County Cost $193,334,000
Positions 2,163

The Office of the District Attorney is the prosecuting attorney  for all felony and
juvenile cases filed in the County of Los Angeles. The District  Attorney may also perform
the prosecutorial function for misdemeanor prosecutions in cities  where there is no
city prosecutor. To carry out the mission of the office as an  independent agency, the
District Attorney’s Office evaluates every case presented by law  enforcement agencies
throughout the County. The office is the largest local prosecution  agency in the nation.
Major Accomplishments 2008-2009
• Implemented a system with Los Angeles Police Department to  electronically issue
subpoenas. Eliminated unnecessary use of paper, reduced time for  subpoena
generation and service, and installed controls for accountability,  improving efficiency
and reducing court-related overtime costs.
• Created, trained and equipped regional task forces to respond to  cyber threats and
computer-based crime by retrieving and analyzing computer  forensics. Developed
an intensive six-week training program to be supplemented by  advanced legal and
forensic training, quarterly roundtables, access to updated  forensic software and 24/7
support in the event of a major intrusion.
• Completed the second phase of the graffiti prosecution program.  Developed a system
to track and monitor graffiti cases, maximized the use of  conditions of probation to
obtain restitution, impose driver’s license sanctions and prohibit  possession of graffiti
• Pursued, in collaboration with the Child Support Services  Department, parents
evading child support obligations even after arrest and bench  warrants have been
issued for failure to appear in criminal court. Resulted in  increased accountability and
the collection of much-needed financial support for children.
Major Objectives 2009-2010
• Expand the Electronic Subpoena Project to Los Angeles County  Sheriff’s Department
and local law enforcement agencies based on the successful  partnership with LAPD.
• Expand the use of the eSCARS system to all city prosecutors and  all law enforcement
agencies in Los Angeles County. eSCARS allows children’s services  and law
enforcement agencies to electronically “cross-report” allegations  of child abuse as
well as search prior histories and consolidate case files.
• Implement IHSS Fraud Program - a collaborative effort between  the Department of
Public Social Services and the District Attorney’s Office to  identify, investigate and
prevent fraudulent activity in the In-Home Supportive Services  program.
• Update the EscapingJustice.com website to include new cases of  fugitives who have
committed serious crimes in Los Angeles County and fled the United  States. The
website was created in 2004 to spotlight a Mexican Supreme Court  decision barring
the extradition of killers facing life sentences in the United  States. The Mexican
Supreme Court eventually reversed its decision. All highlighted  fugitives have been
apprehended, convicted and sentenced.


P. Michael Freeman
Fire Chief
(Appointed 2/13/89)

Fiscal Year 2009-2010 Budget
Fire District
Gross Total $939,017,000
Less Intrafund
Transfer $ 0
Net Total $939,017,000
Revenue $939,017,000
Net County Cost $ 0
Positions 4,396
Lifeguard Services
Gross Total $28,419,000
Less Intrafund
Transfer $0
Net Total $28,419,000
Revenue $0
Net County Cost $28,419,000

The Fire Department provides prompt, skillful and cost-effective  fire suppression
and life-saving services to protect more than 4 million residents,  the environment and
property within its 2,296-square-mile jurisdiction, including 58  cities and all unincorporated
areas. It also serves the City of La Habra in Orange County.  Established in 1923, the
department has evolved into a world renowned public safety agency  made up of almost
5,000 emergency and business professionals.
Major Accomplishments 2008-2009
• Reached key disaster response planning milestones, including a  major air/sea drill,
the preparation of catastrophic staffing and business continuity  plans, and operational
recommendations for challenges facing firefighters in a major  earthquake as part of
the statewide Golden Guardian Exercise.
• Launched the multi-year Ready! Set! Go! Wildfire Education  Campaign, including fire
expo events in several urban wildland interface communities to  help teach residents
how to prepare their homes and themselves for a major wildfire.
• Completed technical requests for proposal to engineer the  infrastructure needed
for the Los Angeles Regional Interoperable Communications System  (LA-RICS) to
improve interoperability between all public safety agencies.
• Furthered “green” vehicle initiatives by replacing 50 paramedic  squads, utility, fire
patrol and support vehicles with Clean Idle Certified diesels,  improving fuel economy
up to 50 percent over replaced vehicles, and purchased five Clean  Idle Certified diesel
hybrid truck chassis to replace camp crew carriers.
• Received first fire station category Leadership in Energy and  Environmental Design
(LEED) certifications for Fire Stations 93 (silver rating) and 136  (gold rating).
• Installed more than 700 automatic vehicle locator systems on  fire engines, ladder
trucks, paramedic squads, and other first responder vehicles to  improve the
department’s ability to deploy and reposition firefighting  equipment resources to
where they are needed during multiple alarm responses and major  incidents.
• Completed the Mt. Wilson toll road repair project in  collaboration with the Fifth
Supervisorial District, Chief Executive Office, City of Pasadena  Department of Water
and Power, California Emergency Management Agency, and the Federal  Emergency
Management Administration.
• Developed a comprehensive financial plan to project the  department’s financial
outlook through Fiscal Year 2011-12 and outline plans to mitigate  the projected
funding shortfall, while maintaining stable funding for emergency  services.
• Provided all fire and lifeguard captains with Firefighter Bill  of Rights, AB220 and
supervision and leadership training.
• Enhanced structure protection and increased defensible space by  creating 200-foot
brush clearance along 225 acres of Mountains Recreation  Conservancy Land in the
wildfire-prone communities of Malibu and Santa Clarita.
Major Objectives 2009-2010
• Address fiscal sustainability by reviewing all beach lifeguard  contracts and
recommending changes for enhanced revenue; monitoring, updating  and providing
timely recommendations for execution of the District financial  plan; and preparing the
supplemental cap ballot measure for special tax.
• Position the department for alignment with LA-RICS operational  parameters by
providing input and guidance on joint powers authority board of  directors, legislative
and finance committees.
• Collaborate with Public Health, Health Services and Chief  Executive Office to
proactively address biological risks for departmental personnel  and the public by
developing a workforce protection and sustainability plan that  will ensure that the
department’s workforce will be able to continue its critical  service delivery.

Grand Jury, Criminal and Civil

Edward T. McIntyre
2009-10 Civil Grand Jury

Fiscal Year 2009-2010 Budget
Gross Total $1,716,000
Less Intrafund
Transfer $0
Net Total $1,716,000
Revenue $15,000
Net County Cost $1,701,000
Positions 5
Los Angeles County is served by two separate grand juries - the  Criminal Grand Jury
and the Civil Grand Jury.
The Criminal Grand Jury consists of 23 members and a designated  number of
alternates. It is impaneled monthly and the term of service is  typically 30 calendar days
unless otherwise required by the District Attorney’s Office. The  Criminal Grand Jury is
selected at random from the petit jury list to ensure that a  representative cross-section of
the entire county is eligible for this jury service. All persons  qualified for Criminal Grand
Jury service have an obligation to serve when summoned.
The Criminal Grand Jury hears evidence brought by the District  Attorney’s Office to
determine on the basis of this evidence whether a crime has been  committed and
whether a certain person should be charged with a crime and  required to stand trial
in the Superior Court. Specifically, the Criminal Grand Jury must  decide if there is a
strong suspicion the individual committed the crime alleged. The  Criminal Grand Jury
has exclusive jurisdiction to return criminal indictments.
Statistics: 2007-2008 Criminal Grand Jury Workload/Output
Indictment Hearings - 22 Indictments Returned - 22
Investigative Hearings - 13 Subpoenas Issued - 839
Witnesses Called - 377
The Civil Grand Jury consists of 23 members and a designated  number of alternates.
Members of the Civil Grand Jury are selected from a volunteer pool  or are nominated
directly by a Superior Court judge. The final 23 members are  selected randomly by
computer. Each July these citizens are sworn in as grand jurors  for a 12-month period
ending June of the following year. Service is a full-time job.
The responsibilities of the Civil Grand Jury include the  examination of all aspects of
county government, all municipalities, and special districts, to  ensure that the County
is being governed honestly and efficiently and that county monies  are being handled
appropriately. The Civil Grand Jury is further charged with  investigating individual
complaints from citizens. By statute the Grand Jury is required to  inquire regarding the
conditions and management of all public prisons within the County  of Los Angeles.
Major Accomplishments 2008-2009
• Continued to refine the one-step summoning for criminal grand  jurors to reduce the
number of jurors summoned for service and more efficiently use  their time, increasing
utilization while decreasing costs.
• Upgraded secure storage of grand jury records and documents.
Major Objectives 2009-2010
• Continue to expand ongoing recruitment/outreach efforts in the  media, retiree, and
civic and community-based organizations to increase the number of  civil grand juror
• Reduce safety issues in the criminal grand jury hearing room  through installation of
updated evidence presentation system.
• Take further steps to preserve early grand jury records, safely  and securely.


The Probation Department enhances public safety, ensures victims’  rights, and
effects positive probationer behavioral change.
Major Accomplishments 2008-2009
• Opened an adult day reporting center near Slauson Avenue and San  Pedro Street in
Los Angeles to provide adult probation clients a wide array of  services and programs
to assist them complete their probation. This is one of two fully  operational community
day reporting service models the department plans to implement.  The other model is
for juvenile offenders and is anticipated to be operational during  2010.
• Created and implemented a credit card payment option to collect  court-ordered fees,
fines, and restitution on adult cases.
• Completed implementation and monitoring of all provisions of a  memorandum
of agreement (MOA) originating from the U.S. Department of  Justice’s (DOJ)
Constitutional Rights of Institutionalized Persons Act review of  Probation’s three
juvenile halls. Probation is now working on the completion of  provisions within an
MOA resulting from the DOJ’s review of Probation’s 18 juvenile  camps and the
Dorothy Kirby Center.
• Dedicated and reopened a new Centinela area office within the  Second Supervisorial
District’s Athens community.
• Completed the department’s strategic plan and developed a  data-driven strategy to
implement the plan across all operational functions. The strategic  plan sets operational
objectives and the strategies to achieve those objectives, and  serves as an action
plan guiding the department’s strategic direction for the next few  years.
• Worked in collaboration with several other County departments  and the juvenile court
in developing a strategy for reducing the number of minors who  cross over from the
dependency system to delinquency. This project was sponsored by  the Center for
Juvenile Justice Reform at Georgetown University.
Major Objectives 2009-2010
• Collaborate with the Department of Mental Health and the Chief  Executive Office to
develop a definitive plan for the placement of mentally ill minors  in a specialty County
facility. Currently, between 60 and 70 pre-adjudicated minors are  supervised 1-on-1 by
Probation staff in juvenile halls every day. The current staffing  model for these high-need
youth is costly from a staffing perspective and does not  sufficiently provide the level of
clinical care necessary to assist these minors with successful  community reintegration.
• Complete a service realignment in the department’s juvenile  halls and camps that
will improve the continuity of care for minors. This will be  accomplished by initiating
actions designed to place minors in services and programs before  they are either
released to group homes or placed in a juvenile camp facility.
• Achieve at least a 50% completion of the DOJ MOA items in the  juvenile camps.
The department is committed to working with all partners to ensure  comprehensive
success with all provisions of the MOA.
• Improve risk management procedures to further reduce liability  and worker’s
compensation exposures and reduce departmental cost of risk by  five percent and
begin the implementation of the risk avoidance cost avoidance plan  activity steps.
• Collaborate with the Casey Foundation to develop and implement a  juvenile justice
practice model that will incorporate the needs of Title IV-E  minors and those who are
at risk of crossing from dependency to delinquency.
• Complete the recommendations of the comprehensive education  reform for juvenile
halls and camps as approved by the County Board of Supervisors,  which includes
the implementation of the career technical education/vocational  education program at
four camp facilities in collaboration with the Los Angeles County  Office of Education.
• Complete the implementation of the Probation Case Management  System, which will
better organize and process the probationer caseloads.

Public Defender, Office of
The Office of the Public Defender protects the life and liberty of  adults in criminal
and mental health cases and facilitates positive long term  lifestyle outcomes for clients who
suffer from illnesses that result in their involvement in the  criminal justice system.
The Public Defender also represents children in delinquency courts  on status charges
(truancy, incorrigibility, runaways) or claims that they have  violated penal statutes. The Public
Defender is mandated and accountable for assuring that such  clients receive, thorough
psycho-social assessments at intake and court orders providing for  appropriate wraparound
services (such as mental health intervention, developmentally  disabled resources,
and substance abuse treatment) as well as monitoring outcomes  after court dispositions to
ensure that all intended programmatic resources and services are  successfully provided for
such children in whatever placement the court selected.
Thirty-eight field offices handle an estimated 420,000 misdemeanor  cases, 100,000+ felony
cases, 41,000 juvenile cases and 11,000 mental health cases  annually. The office has
taken a leadership role in such innovative efforts as the Early  Disposition Program, allowing
felony cases to be settled as early as the first court appearance;  videoconferencing, allowing
clients to be interviewed while at the jail facility instead of  being transported to court; the
Client Assessment, Referral, Evaluation Program (CARE), which  provides psycho-social
assessments, treatment plans, and alternatives to juveniles in the  justice system who exhibit
serious mental health, developmental disability, and cognitive and  learning deficit problems.
Major Accomplishments 2008-2009
• Reduced the number of employees on long-term leave by returning  them to work or
removing them from County service through retirement, medical  release, or termination
of employment; and, enhanced methods of monitoring employees with  existing or
expected work restriction(s) or accommodation(s) to identify  opportunities to meet
department/County needs through cooperative efforts.
• Reduced declared unavailability by implementing an accelerated  training cycle for new
hire attorney staff, and implementing a system for the submission  of written reports
regarding factors which may have contributed to the declaration of  unavailability and
developing responsive remedial action plan(s); collaborated with  the Alternate Public
Defender (APD) to coordinate staff exits to APD in a manner which  mitigated the negative
impact upon this department.
• Initiated a countywide survey and submitted a comprehensive  report detailing current
criminal justice programs, parameters, funding source and status,  number impacted,
measures, issues and outcomes, and recommendations, as part of a  project to
promulgate a new strategic plan that melds the department’s  mission/vision into the
collaborative public safety cluster parameters
Major Objectives 2009-2010
• Review and update the department’s policies and procedures  manual to ensure
consistency with present County policies and legal requirements;  and, develop and
implement a comprehensive training program for identified groups  of employees.
• Promulgate a strategic plan which melds the Public Defender’s  overall mission/vision
with the values of the collaborative Public Safety Cluster  Strategic Plan currently under
development in support of the multi-faceted effort to improve  re-entry for at-risk recidivist
• Augment existing risk management efforts, by enhancing  collaborative efforts with the
Chief Executive Office (CEO) risk manager and to improve the  department’s application
of corrective action plans (CAPs) by reviewing, updating and  documenting conformance
with all existing CAPs, with the goal of reducing the risk of new  government tort claims,
civil lawsuits based on malpractice, ineffective assistance of  counsel, or administrative
areas, and noncompliance with Board of Supervisors mandated CAP’s.

Public Safety
The Office of Public Safety/Los Angeles County Police is a  specialized law
enforcement agency that provides police services to County client  departments, including
the Departments of Health Services, Parks and Recreation, Public  Social Services,
Mental Health, Probation, Public Libraries, and Public Works. The  County Police utilize
vehicle, bicycle, foot, boat, horse, and all terrain vehicle  patrol methods to accomplish
its mission.
The County Police is comprised of four bureaus: Health Services,  Parks Services,
Facilities Services, and Administrative Services. A Special  Operations Division includes
the Training Unit, Background Unit, Recruitment Unit, Tactical  Response Force,
Weapons of Mass Destruction Response Team, and Canine Unit,  Employee Assistance
Program, and Chaplain. County Police personnel are also assigned  to the Joint Regional
Intelligence Center in Norwalk.
Major Accomplishments 2008-2009
• Obtained $80,000 grant from the California Department of Boating  and Waterways to
purchase an additional patrol boat.
• Developed and implemented departmental-wide supervisory training  course to update
job knowledge skills and strengthen workforce development plan.
• Enhanced agency’s technological abilities by replacing one-third  of the outdated
computers with new systems.
Major Objectives 2009-2010
• Ensure agency compliance with countywide security standards.
• Facilitate successful merger into the Los Angeles County  Sheriff’s Department.

The Los Angeles County Sheriff’s Department (LASD) is the largest  sheriff’s
department in the world, comprising more than 18,000 budgeted  personnel, including
sworn and professional staff. The LASD is responsible for more  than 10 million residents,
providing direct law enforcement services to approximately 3  million of those residents
who live in the 130 unincorporated communities and 40 contract  cities. Additionally, the
LASD provides law enforcement services to nine community colleges,  the Metropolitan
Transportation Authority, and the 48 Superior Courts of the  country’s largest court system.
The LASD also has the responsibility of housing, feeding,  medically treating, and securing
approximately 19,000 inmates in eight custody facilities in the  nation’s largest jail system.
Deputies answering calls for service diplomatically navigate  through more than 100
cultures and languages on a day-to-day basis. Deputies patrol  through coastal beaches,
city streets, mountain roads and even in the water and sky.  Meanwhile, detectives from
Narcotics Bureau, Homicide Bureau, Special Victims Bureau, Major  Crimes Bureau,
Arson/Explosives Detail, and Operation Safe Streets Bureau are  initiating or completing
other investigations.
The LASD maintains specialized search and rescue teams which often  deploy from
helicopters (Air-5), mounted patrol, and rescue teams to  emergencies or disasters
anywhere within the county and sometimes beyond. Many of the team  members are
reserve sheriff’s deputies and volunteers who bring specialized  skills or training to the
LASD, including specialized training in swift water and ocean  rescue operations.
Major Accomplishments 2008-2009
• Began construction of the new 33,750-square-foot South Los  Angeles Station to
replace Lennox Station, with an anticipated opening in spring  2010. The station will
provide policing services for the unincorporated county areas of  Lennox, El Camino
Village, Athens, Del Aire, Wiseburn, and the contract city of  Lawndale.
• Installed digital briefing boards in 83 Sheriff’s Department  facilities, allowing
dissemination of training and other messages department-wide; and  video
conferencing in 43 Sheriff’s facilities.
• Piloted a system at Lakewood Station and the Inmate Reception  Center to automate
and standardize complex scheduling responsibilities.
• Implemented Education-Based Discipline throughout the Sheriff’s  Department. It has
been presented with great acclaim locally, at Harvard Law School,  with the National
Sheriff’s Association, and the International Association of Chiefs  of Police.
• Detailed the gang strategy of the Sheriff’s Department in the  LASD booklet Confronting
the Gang Crisis, and contributed to the DVD entitled “Coming  Together to End Gang
Violence: Light at the End of the Tunnel.”
Major Objectives 2009-2010
• Plan for the future with the Jail Master Plan, which includes  the creation of a new
female facility at Pitchess Detention Center and replacement of  Men’s Central Jail.
• Facilitate planning efforts for the relocation of Sheriff’s  Headquarters to a newly
refurbished Hall of Justice.
• Complete construction and begin operations of the new South Los  Angeles Station.
• Implement Phase II of the Automated Employee Scheduling System  department-wide.
• Roll out the County TIMEI document to consolidated timekeeping  units, such as
custody facilities, to better meet the timekeeping needs of the  department.
• Complete upgrades to the pistol range and gymnasium at the  Eugene C. Biscailuz
Training Center in East Los Angeles as part of renovation to  return academy training
to the facility.
• Redevelop the department website (www.LASD.org) to include web  2.0 technology to
better serve the public and employees, allowing for greater  information sharing.

Employees Tell Residents “You Count!”
County employees waged an aggressive campaign to get residents to  take part in
the 2010 Census count, working in partnership with the U.S. Census  Bureau and
community organizations. With the slogan “You Count!” the County’s  Complete Count
Committee participated in Census walks, outreach to the homeless,  community workshops,
and events to educate and assist residents to fill out their  forms. Employees posted large
bright yellow posters in more than 300 bus shelters, in County  facilities and Superior Court
buildings. Hundreds of thousands of flyers were distributed in  eight languages, and banners
hung in sites around the County. Public service announcements were  created, videos were
displayed in waiting rooms and a website created. The goal was to  achieve a complete
count since population is the basis for funding for schools, jobs,  hospitals, libraries, parks,
roads and other important services. It is estimated that due to  the undercount in the 2000
Census, the County lost $636 million in federal funds alone over  the decade.

County Experiences Largest Fire in Its History
2009 was the year of the disastrous Station Fire, the largest fire  in L.A. County history.
Sparked by an arsonist on Aug. 26, 2009, the fire burned 161,189  acres – 250 square
miles – in the Angeles National Forest before it was fully  contained 52 days later.
It claimed 89 homes and 26 commercial properties, but more  tragically, the lives of two
County firefighters, Fire Captain Tedmund “Ted” Hall and Fire  Fighter Specialist Arnaldo
“Arnie” Quinones. Local, state and federal agencies spent an  estimated $89 million to fight
the fire. Additionally, the County sustained $10.3 million in  damage to its infrastructure
and had to spend an estimated $9.4 million for roadway culvert  upgrades and debris basin
cleanouts and modifications. The fire prompted the Los Angeles  County Fire Department
to urge the U.S. Forest Service to change its policies, including  easing the restrictions on
water-dropping flights at night and increasing brush clearance  requirements.

County Honors Two Firefighters Killed in Station Fire
U.S. Vice President Joe Biden, California Gov. Arnold  Schwarzenegger, Board of
Supervisors Chairman Don Knabe, and Fire Chief P. Michael Freeman  were among
those honoring Los Angeles County Fire Captain Tedmund “Ted” Hall  and Fire
Fighter Specialist Arnaldo “Arnie” Quinones at a memorial service  at Dodger Stadium on
Sept. 12, 2009. The two firefighters were killed in the Station  Fire on Aug. 30, 2009 when
their truck plunged into a canyon near Mount Gleason outside  Palmdale as they were trying
to find an escape route for dozens of inmate firefighters at a  camp that was overrun by
thick smoke and advancing flames. Approximately 5,000 uniformed  firefighters from across
the country also joined in the tribute for Hall, 47, and Quinones,  34. Quinones’ wife was
pregnant with their first child at the time of his death and gave  birth to 8 lb. 2 oz. Sophia
Grace just several weeks later on Sept. 22. Members of the  community made generous
donations to the families of the firefighters, and a special Camp  16 memorial T-shirt raised
more than $100,000 in just 30 days, with proceeds distributed  evenly to the two families. A
special edition of the County Digest was published to honor Hall  and Quinones.

Departments Unify to Protect Residents
The destruction caused by the Station Fire raised the risk of  potential winter season
debris flows within foothill communities. Aware of this heightened  risk, the County
Public Works Department implemented additional protective measures  as part of
the routine winter season preparation of its flood control system.  These measures included
maximizing the capacity of 28 debris basins within the burn areas  and the installation of
K-Rail diversion structures on several neighborhood streets in  at-risk communities. Public
Works engineers also provided advice to more than 500 homeowners  on how to help protect
their properties from debris flows. In an unprecedented action,  County Public Works, Fire
and Sheriff’s Departments joined forces to create the Foothills  Incident Unified Command
to develop contingency plans and respond in the event of debris  flow incidents. At the same
time, the Board of Supervisors approved establishment of the  Coordinated Agency Recovery
Effort, a comprehensive community and media outreach program  designed to alert at-risk residents about the dangers of  anticipated debris flows and to educate them about the flood
control system and the steps being taken to protect their  communities. Despite several intense
storms throughout the winter season, the flood control system  performed as it was designed
to do. Debris basins captured more than 1 million cubic yards of  material that otherwise would
have inundated local communities. The only significant incident  occurred Feb. 6, 2010 when
a boulder, estimated to weigh four tons, blocked a debris basin in  La Cañada Flintridge,
causing a debris flow that destroyed two homes, damaged 19 others  and destroyed or
damaged 25 vehicles. Subsequent disaster declarations paved the  way for federal funds to
assist in storm-related recovery efforts. The effects of the fire  will be felt for years. The County
has spent millions of dollars preparing for storms and undertaking  subsequent cleanup and
recovery work and officials say it could cost millions more in  preparation and cleanup efforts
before the denuded watersheds recover. Additionally, the County  Flood Control District will
likely have to accelerate its program of removing sediment  deposited behind its reservoirs.

County Employees Assist Victims of Haiti Earthquake
When a 7.0 earthquake hit the island of Haiti on Jan. 12, 2010,  the Los Angeles
County Fire Department’s Urban Search and Rescue Team, California  Task
Force 2, was mobilized within hours and onsite within 36 hours.  The 75-member
team worked 14 days to rescue people trapped under collapsed  structures in what has been
described as one of the worst disasters in modern history. Upon  their return, a second 10-
member team was deployed to respond to any further collapsed  structure rescue needs
and to provide humanitarian aid to local orphanages. This team  spent nine days building
and providing large tents, sleeping cots and electrical generators  for five orphanages. A
trauma team from County+USC Medical Center, cited as one of the  most experienced in
the U.S., also spent a week in Haiti, arriving Jan. 17 to assist  with medical relief efforts.
Employees at home joined in the effort to assist Haiti by  sponsoring a campaign to seek
donations for aid organizations working to help the earthquake  victims.

Rescuers Welcomed Home from Haiti
Family and friends joined County officials in welcoming rescue  team members home
from Haiti Jan. 28 in an emotional ceremony at the department’s  Urban Search and
Rescue headquarters in Pacoima. On Feb. 11, Gov. Arnold  Schwarzenegger joined the
Board of Supervisors and Fire Chief P. Michael Freeman in a  ceremony attended by 500
fellow employees, family and friends at department headquarters to  honor rescuers for
their efforts. Rescuers said the assignment was difficult and  overwhelming, but gratifying,
with extreme emotional highs and lows. “It was the most emotional  feeling I’ve ever felt
in my life,” said one, describing the rescue of a man who had been  buried for days. The
crowds chanted “USA! USA!” as rescuers pulled people from rubble.  “We salute you,”
said Chief Freeman. “You worked long and hard and you saved lives.  You were the face
of the U.S.A.– a face of caring and kindness. Welcome home.”



County Program Creates More Than 10,000 Jobs
A major program available through September 2010 is the 10,000  Jobs Program,
created to find temporary jobs for low income individuals, using  more than $180
million in federal Stimulus funds to boost the economy. The  program exceeded its
goal 11 months after its introduction. Supervisor Don Knabe, who  introduced the motion
creating the 10,000 Jobs Program, said the County is working with  federal legislators to
try to extend the funding beyond its expiration in September.  Under a key provision of
the program, temporary subsidized jobs are created in public and  private agencies, with
the government paying 80 percent of the employees’ costs and the  employer providing a
20 percent match in cash, training or supervision costs. The  Department of Public Social
Services supervises the program, but contracts with the South Bay  Workforce Investment
Board to place participants in jobs. Though jobs are temporary,  the hope is that they may
lead to permanent employment.


Human Services
Child Support Services
The Child Support Services Department (CSSD) is the largest  locally operated
child support agency in the nation and manages approximately  425,000 cases, comprising
slightly more than 26% of the total statewide child support  caseload. CSSD was created
as a new County department in July 2001 and has in its short  tenure, evolved from a strict
law enforcement organization into a full-scale human services  agency with a mission of
“improving the quality of life for children and families of Los  Angeles County by providing
timely, accurate and responsive child support services.” CSSD is  charged with promptly
and effectively establishing, modifying, and enforcing child  support obligations, including
medical support, and determining paternity to children born  out-of-wedlock. CSSD is
committed to improving the well-being of children, promoting the  self-sufficiency of families
and providing outstanding customer service to its case  participants and partners.
Major Accomplishments 2008-2009
• Met or exceeded all federal performance measures required of  local and state child
support agencies.
• Developed improved collaboration strategies with the Department  of Children and
Family Services, Department of Public Social Services and  Department of Mental
Health by establishing departmental liaisons, and  interdepartmental training regarding
policies and procedures.
• Converted to new statewide computer system.
• Implemented an electronic outbound calling program to cell  phones for outreach to
CSSD customers.
• Reduced customer call wait times to historic low of less than  five minutes.
• Implemented new customer service program to research and respond  daily to more
than 100 participant e-mail inquiries.
• Developed program to outreach to homeless case participants  through public and
private sector partnerships.
• Honored with the Quality and Productivity Commission’s  recognition at the annual
PQA luncheon for collaboration with the District Attorney on the  Child Support Arrest
Warrant Project.
• Achieved successful transition of CSSD’s business process to a  case ownership
business model.
Major Objectives 2009-2010
• Continue to meet or exceed federal performance standards in the  areas of current
support and arrears collections.
• Increase total child support collections by 2.4%.
• Develop improved collaboration with the Superior Court and  Family Law Facilitator to
enhance participant access to the courts.

Children and Family Services
The Department of Children and Family Services (DCFS), with  public, private
and community partners, provides quality child welfare services  and supports so children
grow up safe, healthy, educated and with permanent families. The  department has
maintained a diligent focus on the three key outcomes for every  child it serves:
• Improved Permanence – Shorten the timelines to permanency for  children removed
from their families with a particular emphasis on reunification,  kinship and adoption.
This also includes reductions in the aging-out population.
• Increased Safety – Significantly reduce the recurrence rate of  abuse or neglect for
children investigated and the rate of abuse in foster care.
• Reduced Reliance on Out-of-Home Care – Reduce reliance on  removing children
from their homes through expansion of alternative community-based  strategies to
help families.
The strategies used to achieve the outcomes include:
• Point of Engagement to provide more thorough evaluations and  needed services to
children and families within their homes and communities;
• Structured Decision-Making, a risk-assessment tool used by  social workers;
• Team Decision Making, bringing all interested persons to the  table regarding a child’s
placement, and other critical decisions;
• Concurrent Planning to assist in reunifying children with their  families early on, while
working on alternate permanency plans for those who cannot return  home safely;
• Permanency Partners Program to find permanent homes for older  youth.
• Prevention, offering more services to families at risk in  collaboration with other County
departments and community partners.
• Wraparound, an integrated, multi-agency, community-based  planning process
grounded in a philosophy of unconditional commitment to support  families to safely
and competently care for their children.
Major Accomplishments 2008-2009
• Maintained (-.1%) percentage of children adopted within 24  months of initial placement.
• Reduced the number of children (1,371 less, 13.8%) in long-term  foster care. The
average length of time children spent in foster care decreased by  10 days (2%).
• Provided 33,480 children in-home and out-of-home services,  including 16,710 in foster
care, 8,388 of whom were living in relative/non-relative extended  family member homes.
• Implemented the Prevention Initiative Demonstration Project, a  community-approach
program funded by Title IV-E Waiver, to keep children safe and  prevent families from
entering and re-entering the County’s health and human services  system.
• Increased use of Structured Decision-Making, a research- based  tool that provides
social workers and supervisors a framework to ensure consistent  decision-making.
• Implemented Parents in Partnership Program, parents who have  reunited with their
children and are working to support newly involved parents to  DCFS.
• Provided, through the Pomona Family First Unit, intensive  services to families to reduce
the length of time children are in foster care and reduce  timelines to permanency.
• Worked jointly with the Department of Mental Health to address  the needs of children
and youth in the foster care system as a result of the Katie A.  settlement agreement.
Major Objectives 2009-2010
• Continue to enhance well-being of children and families by  collaborating with community
partners and County agencies to share and leverage resources and  information.
• Reduce caseloads/workloads for social workers to spend more time  with families
doing quality assessments.
• Improve the quality and efficiency of the program operation to  ensure compliance with
public mandates and expectations.

Community Development Commission/
Housing Authority
The Community Development Commission/Housing Authority (CDC)
administers the County’s housing and community development  programs, including various
economic development, business revitalization, public and social  service block grants,
and loan programs. The CDC utilizes federal funds to create  financing programs for the
unincorporated areas of the County and 47 cities, and operates  rental assistance programs
for low-income persons, including offering Section 8 voucher  rental assistance subsidies.
The Housing Authority owns and manages 2,961 public housing units  throughout the
County. It also offers eligible low-income households  homeownership opportunities
through community outreach programs, homebuyer education efforts,  individual credit
counseling, and deferred loans for down payment and other  financial assistance.
Major Accomplishments 2008-2009
• Received a standard performer rating under the Section 8  Management Assessment
Program (SEMAP) and worked with the U.S. Department of Housing and  Urban
Development (HUD) on satisfactorily closing the corrective action  plan.
• Created new affordable housing opportunities by expending almost  $32 million to help
construct 462 affordable and special needs housing units, $19  million to rehabilitate
641 housing units, $7.4 million to fund homeless services and  acquire/construct
homeless shelters, and almost $9.4 million to assist 89 families  in purchasing their
first homes.
• Submitted the One Year Action Plan, funding the Community  Development Block
Grant (CDBG) at $29.9 million, HOME Investment Partnerships (HOME)  at $12.4
million, and Emergency Shelter Grant (ESG) at $1.3 million.
• Began construction of Phase 1 of the Florence Streetscape  Project.
• Averaged an annual public housing occupancy rate of 97%.
• Submitted 18 proposals totaling more than $114.3 million for  funding made available
in the American Recovery and Reinvestment Act of 2009 (ARRA). As  of October
2009, the CDC had been awarded more than $33.6 million of this  funding.
Major Objectives 2009-2010
• Achieve a standard or high performer rating in the SEMAP and  enhance the
administration of the Section 8 program.
• Issue 98% of available vouchers and inspect 90% of initial  contract units within seven
working days.
• Create new affordable housing opportunities by expending almost  $30 million to
help construct 342 affordable and special needs housing units,  more than $18.5
million to rehabilitate 714 housing units, $13.8 million to fund  homeless services and
acquire/construct homeless shelters, and almost $25.3 million to  assist 150 families
in purchasing their first homes.
• Implement and maintain grant compliance and accountability for  projects totaling $48.6
million in CDBG, HOME and ESG; $37.1 million in ARRA funding and  $21 million in
County Homeless Housing Program Funds, City and Community Program  (HHPFCCP)
through real-time programmatic and financial monitoring.
• Complete Phase 1 of the Florence Streetscape Project from  Central Avenue to the
Blue Line Station.
• Apply for $20 million in HUD funding for the South Health Center  Project in the
Willowbrook Redevelopment Area.
• Implement a paperless unit inspection system within Housing  Management that
utilizes handheld inspection tablets.
• Monitor to ensure all ARRA funds are being spent in compliance  with the applicable
expenditure and program requirements.

Community and Senior Services
Community and Senior Services (CSS) and its community partners are  committed
to the delivery of quality services that promote independence,  dignity, choice, and wellbeing
to seniors, adults, and youth. By providing a wide variety of  programs, CSS is able
to respond to and mediate numerous issues in the community through  direct services
and utilization of a large collaborative network of providers and  County departments.
Programs include protective and supportive services to seniors and  disabled persons
and linkage of services between employers and potential employees,  including asneeded
training and placement assistance for all age groups. CSS also  investigates
and reviews complaints involving law enforcement and other County  departments and
works for the advancement of healthier intergroup relations and  human rights through
community support and institutional change in the diverse  multi-cultural county.
Major Accomplishments 2008-2009
• Launched the Seamless Senior Services (S3) with multiple County  departments and
the Los Angeles City Department of Aging as a means to identify  ways to integrate
services for seniors.
• Introduced the innovative “Be Well” program to provide quality  services to seniors
regarding nutrition, exercise and emotional health.
• Established a joint aging and disabilities website with the Area  Agency on Aging
(AAA) and the Los Angeles City Department of Aging to assist  consumers, caregivers
and providers in locating services.
• Implemented the Social Assistance Management System to allow AAA  contractors to
input data that can be more accurately tracked by AAA.
• Produced public service announcement for broadcast on commercial  and public
stations to explain the services provided by the Office of the  Ombudsman.
• Implemented Phase 2 of the Ombudsman’s client tracking system,  including a mail
merge feature, specific management reports requested by the  Sheriff’s Department
and a graffiti tracking system module.
• Provided violence prevention and intergroup relations strategies  and approaches for
the County’s development of a plan to reduce gang violence in four  demonstration
sites (Florence-Firestone, Pacoima, Harbor-Gateway and  Monrovia-Duarte).
• Launched the Project One: One Love. One Mic. One Song. to engage  youth in
music and songwriting competition to raise awareness of the  zerohour: No Haters
Here! youth anti-discrimination program and promote positive  youth-oriented music
partnering with Los Angeles’ music industry.
• Received $33.7 million in American Recovery and Reinvestment Act  (ARRA) funding
to employ or train 5,000 youth and 1,500 – 1,800 adults and  dislocated workers.
Major Objectives 2009-2010
• Begin implementing, in collaboration with other County  departments, 16 of the Seamless
Senior Services (S3) recommendations developed by 2008-09  workgroups.
• Enhance the joint Aging and Disabilities Resource Center (ADRC)  website to expand
access and provide a single point of contact for seniors,  caregivers and the public
regarding available services.
• Explore the possibility of expanding Ombudsman services to the  community and
senior centers throughout the County.
• Continue the implementation of the ARRA stimulus program by  expanding existing
programs and developing new employment services through June 2011,  with
continued emphasis on serving youth.
• Continue efforts to foster harmonious and equitable intergroup  relations and to empower
communities and institutions by engaging key institutions such as  the media, schools,
law enforcement and communities in human relations programs and  strategies.

Health Services
The Department of Health Services (DHS) leads the County’s effort  to provide
personal health services to the residents of Los Angeles County,  approximately 2 million
of whom are uninsured. The department’s services are critical for  the medically indigent,
working poor, and those without access to other health care  options. The department also
provides high end specialty care services, such as trauma, burn  and specialized medical
interventions and procedures that are not available in community  hospitals. Through
university affiliations, County-run hospitals conduct postgraduate  medical education for
interns, residents and fellows, teaching nearly 42% of the  graduating physician workforce.
Major Accomplishments 2008-2009
• Opened new LAC+USC Medical Center, a state-of-the-art level 1  trauma center and
teaching hospital. During move from old to new hospital,  coordinated the transfer of
more than 400 patients in a single day.
• Instituted Strategic Initiative program to enhance ambulatory  and urgent care services
provided at the Martin Luther King, Jr. Ambulatory Care Center  (MLK MACC), and
provide funding to community clinics and area 911 receiving  hospitals.
• Began construction of new Olive View-UCLA Medical Center  Emergency Department,
which will double the size of the current treatment space.
• Implemented two major emergency room decompression initiatives  at Harbor-UCLA
Medical Center in response to overcrowding: the Rapid Medical  Screening of patients
presenting to ensure quick evaluation and treatment, and the  Cardiovascular Open-
Access Rapid Evaluation, which expedites stabilizing treatment for  patients with chest
pain of a cardiac nature.
• Executed several pharmaceutical management initiatives focused  on formulary
management, pharmaceutical purchasing strategies, medication  safety, and drug recall
system standardization. As a result, DHS documented $11 million in  pharmaceutical
annual cost savings.
• Developed and implemented a core competency testing program for  all DHS nursing
personnel to ensure nursing staff meet established standards.
Major Objectives 2009-2010
• Secure vital funding for County-run health services through  negotiation of a new 1115
federal waiver.
• Create, in coordination with the Chief Executive Office, a  non-profit entity to begin the
process to open a new Martin Luther King, Jr. Hospital under a  proposal ratified by
the County and the University of California in November 2009.
• Establish the “Medical Home” model of care throughout DHS,  including the Community
Health Plan.
• Designate, through the Emergency Medical Services Agency,  approved hospitals
as certified stroke centers. Designated hospitals will have  specialists and advanced
equipment for treatment of strokes available at all times.
• Implement a core competency assessment and testing program for  allied health

Mental Health
The Department of Mental Health (DMH) is the largest county mental  health
department in the United States. It directly operates more than 75  program sites and
more than 100 co-located sites with the Department of Children and  Family Services,
Department of Public Social Services, Probation Department, Mental  Health Court, Los
Angeles Police Department, County hospitals, and jails; and  contracts with more than
1,000 providers, including non-governmental agencies and  individual practitioners who
provide a spectrum of mental health services to people of all ages  to support hope,
wellness, and recovery.
Mental health services provided include screenings and  assessments, case management,
crisis intervention, medication support, peer support and other  recovery services.
Services are provided in multiple settings, including residential  facilities, clinics, schools,
hospitals, county jails, juvenile halls and camps, mental health  courts, board-and-care
homes, in the field and in homes. Special emphasis is placed on  addressing co-occurring
mental health disorders and other health problems such as  addiction. The department
also provides counseling to victims of natural or manmade  disasters, their families and
emergency first responders; and is responsible for protecting  patients’ rights in all public
and private hospitals and programs providing mental health care  and treatment, and
all contracted community-based programs. The department also  serves as the public
guardian for individuals gravely disabled by mental illness, and  handles conservatorship
investigations for the County.
The Mental Health Services Act (MHSA) has allowed for expansions  of full service
partnership programs, wellness centers and alternative crisis  services, as well as field
capable clinical services for all age groups. A total of 94,324  clients were served by one
or more MHSA-funded programs. Planning for prevention and early  intervention as well
as workforce, education and training were completed and approved  by the state and the
MHSA Oversight and Accountability Commission.
Major Accomplishments 2008-2009
• Collaborated with other private and County departments to plan,  develop, and implement
a seven-unit permanent supportive housing project for transitional  age youth in the City
of Santa Monica.
• Collaborated with Department of Public Health to address smoking  by people with
mental illness. Peer supporters were trained to provide  stop-smoking services. Trainings
educated providers on the “Ask, Advise, Refer” intervention.
• Expanded or initiated mental health crisis recovery services and  prevention and early
intervention services in 21 department-operated adult outpatient  programs to help
individuals and families who experienced a recent trauma and  needed assistance.
• Collaborated with the Department of Health Services to decrease  medical center
emergency room wait times.
• Implemented software that safeguards against fraud in the  Medi-Cal and Medicare
• Added seven contract providers offering field capable clinical  services program.
Major Objectives 2009-2010
• Document the outcomes of several projects that integrate mental  health and primary
health care and propose new models to advance this integration as  part of the MHSA
Innovation Plan.
• Enter into an agreement with the County’s Alcohol and Drug  Program Administration to
create systems of integrated care.
• Implement an automated system that ensures that clients are  under the care of fully
credentialed and appropriately licensed clinicians.
• Complete a new strategic plan to create hope, wellness and  recovery in the community.

Military and Veterans Affairs
The Department of Military and Veterans Affairs assists veterans,  their
dependents and survivors in pursuing legal claims for federal,  state and County benefits
earned by virtue of military service, liaison with the Armed  Services active and reserve
components and the National Guard; and operates and maintains Bob  Hope Patriotic
Hall for use by veterans organizations and the public.
The department administers the college fee waiver program for the  dependents of
disabled and deceased veterans; coordinates indigent burials with  local mortuaries;
and helps elderly veterans and their dependents in nursing homes  pursue claims for
pensions, compensation and aid, and attendant care.
Major Accomplishments 2008-2009
• Exceeded state claims workload unit goal by 4% from 10,963 to  11,442 and the CALVET
college fee waiver participants goal by 8% from 985 to 1,068; and  continued the
veterans license plate outreach program that resulted in an  increased community
awareness, and earned $58,529 in state monies for the department.
• Prepared, verified and pursued veterans claims for benefits,  resulting in $24,691,245
federal payments to county veterans and survivors. Filed 332  claims for the World
War II Filipino Veterans Equity Compensation Fund, which will  result in payment of
more than $4,580,000 to local residents.
• Assisted with 243 indigent veterans and widows burials, and  participated in 269
veterans organizations meetings, civic and patriotic events,  including veterans Stand
Downs, community job and health fairs and “care” days.
• Helped more than 24,000 veterans obtain medical, educational,  housing and
other benefits and provided transportation assistance to 115  veterans for medical
appointments, job and housing search.
• Worked with the County Department of Human Resources on veterans  intern program
to recruit veterans having training, education, and requisite life  skills needed by County.
• Submitted proposal to California Department of Veterans Affairs  (CDVA) to create
the Navigator Program for returning Iraq/Afghanistan veterans and  received $60,000,
renewable every year for mental health outreach on these newly  discharged veterans.
• Obtained a Quality and Productivity Commission grant for $35,000  to purchase a
handicap lift vehicle for disabled veterans and to support  Navigator Program.
• Obtained a CDVA contract for $50,000 to provide veterans claim  services for the
CDVA Veterans Home of California, Lancaster for three years.
• Placed 25 veterans in housing through department outreach case  management and
issue of Section 8 housing vouchers to homeless veterans, bringing  total to 75.
Major Objectives 2009-2010
• Increase subvention-funded veterans claims workload units by 2%  and the CAL-VET
college tuition fee waiver participants by 2%, and broaden  publicity for the veterans
license plate program.
• Work with CDVA and Department of Mental Health to fully  implement the Navigator
Program to transition recently separated veterans with mental  health issues to
federally funded treatment centers and provide assistance in  obtaining benefits.
• Work with U.S. Department of Veterans, County Housing Authority  and Department of
Community and Senior Services to assist senior veterans obtain low  income housing,
HUD-VASH vouchers and supporting services.
• Expand outreach services to elderly veterans and widows confined  to nursing homes
and convalescent hospitals, and to senior homeless veterans.
• Pursue complete access to the U.S. Department of Veterans  Affairs computerized
“Benefits Delivery Network” to improve customer service.
• Expand website to increase awareness of veterans benefits,  department services;
scheduled veterans, military and patriotic events; and  county/state/federal data.

Public Health
The Department of Public Health protects health, prevents disease,  and promotes
the health and well-being for all persons in Los Angeles County.  Public Health is
prevention-focused, seeking to assure a high level of protection  for the entire population
from health threats. Such threats include easily transmittable and  food-borne disease
outbreaks, natural and man-made disasters, toxic exposures, and  preventable injury. The
department also works to prevent chronic diseases, including heart  disease, cancer and
diabetes, and their risk factors, such as poor nutrition,  inadequate physical activity, and
tobacco use. The department’s health promotion and disease  prevention efforts focus
not only on individual behavior, but also target the social and  physical environments in
which individuals and communities live.
Major Accomplishments 2008-2009
• Influenced the mandate of menu labeling in large chain  restaurants (SB1420, to
be implemented in January 2011) as well as the elimination of  artificial trans fats in
restaurants (AB97, to be implemented in January 2010).
• Responded to the emergence of the novel H1N1 flu virus by  activating the incident
command system, investigating outbreaks, providing clinical and  community guidance
on the severity of and appropriate response to mitigate the virus.
• Developed and operationalized emergency preparedness plans for  personnel
responding to emergencies and disasters, including the Continuity  of Operations and
the Pandemic Influenza Plan.
• Enrolled more than 28,000 uninsured individuals into health  coverage programs,
allowing them to receive access to medical care.
• Received and processed more than 120,000 laboratory  notifications on HIV infection
in a 12-month period.
• Produced a first-ever report analyzing the health of women in  Los Angeles County
over a decade, between 1997 and 2007, highlighting disparities  among racial/ethnic
• Partnered with private agencies to provide an integrated service  delivery model to
serve the medical, behavioral, and mental health needs of indigent  individuals in the
Skid Row area.
• Conducted care coordination services for more than 1,500 African  American women
and their infants to address birth disparities, including the  development of “Are You
Ready,” a brochure highlighting key information on nutrition and  physical activity
during pregnancy.
• Improved the sewage spill notification procedure with various  County, city, and state
agencies, thus enhancing the early reporting system of sewage  spills to the health
officer so effective measures can be taken to protect the public’s  health.
• Improved department’s organizational effectiveness by  implementing more efficient
reporting systems for finances, supplies, and services (including  SharePoint Invoice
Exception and the Online Requisition System).
Major Objectives 2009-2010
• Enhance the readiness and response capabilities of the  department and external
partners to assure Los Angeles County residents are protected from  the public health
consequences of natural or man-made disasters.
• Improve population health and reduce disparities by addressing  elements of the
physical and social environments.
• Reduce the child and adult obesity epidemics in Los Angeles  County through
increased collaboration, education, advocacy, and policy efforts  with local jurisdictions
and community partners.
• Respond to the pandemic H1N1 virus, providing clinical and  community guidance
and establishing mass vaccination clinics for residents at high  risk for flu-related
complications with limited healthcare access.

Public Social Services
The Department of Public Social Services (DPSS) is an ethnically  and culturally
diverse agency. The programs it administers are designed to  alleviate hardship and
promote family health, personal responsibility, and economic  self-sufficiency. The
department provides temporary cash and Food Stamps assistance,  determines eligibility
for free or low-cost health care programs, and administers an  In-Home Supportive
Services (IHSS) program to aged, blind and disabled adults and  children. DPSS assists
participants to find permanent housing, jobs, and prepare for  employment.
Major Accomplishments 2008-2009
• Collaborated with the Department of Community and Senior  Services and communitybased
organizations and delivered approximately 3,500 fans to at-risk  elderly and
disabled low-income individuals. This project received the  County’s Quality and
Productivity Commission “Traditional Award.”
• Implemented the General Relief (GR) to Supplemental Security  Income (SSI) project
and transitioned almost 300 GR participants to SSI. As a result,  the project has been
extended beyond its original one-year timeframe and will result in  a projected fiveyear
County savings of more than $7.9 million.
• Expanded the federal Linkages Project to six additional offices  of the Department
of Children and Family Services and corresponding DPSS Greater  Avenues for
Independence (GAIN) regional offices.
• Assisted more than 7,400 California Work Opportunity and  Responsibility to Kids
(CalWORKs) homeless families to find and obtain subsidized  permanent housing.
• Placed more than 13,000 GR participants into employment.
• Expanded e-mail access to all DPSS employees to enhance  communication.
• Received Productivity and Quality Awards (PQA) Personal Best  Award for reducing
almost $173,000 in departmental mail services, which will continue  for years to come.
• Received the 2009 PQA Certificate of Recognition for development  of lobby teams
that facilitated the verification process requirements mandated by  the federal Deficit
Reduction Act of 2005 for U.S. citizens and U.S. nationals.
• Increased the number of restaurants participating in the  Restaurants Meals Program
from 320 to more than 500 restaurants where eligible homeless,  disabled and elderly
participants are able to use their Electronic Benefits Transfer  (EBT) cards to purchase
meals. During 2008-2009 more than 615,000 meals were served.
• Continued aggressive Food Stamp outreach to improve the  nutrition and well-being
of low-income families, children and adults by increasing the  number of Food Stamp
Only cases from 224,000 in July 2008 to more than 267,000 cases in  June 2009.
Major Objectives 2009-2010
• Place 425 GR youths, ages 18 to 24, in subsidized employment for  32-40 hours per
week at $10 an hour using federal Stimulus funds.
• Implement the department Transitional Subsidized Employment  Project by placing
10,000 participants into subsidized employment.
• Collaborate with Department of Children and Family Services and  Probation
Department to ensure that all children exiting or emancipating  from their respective
programs are evaluated for Medi-Cal and Food Stamp benefits.
• Develop and implement three new programs (eviction prevention,  housing subsidy,
and moving assistance) under the Homeless Prevention and Rapid  re-Housing
Program for families ineligible for CalWORKs affected by the  economic downturn.
• Acquire a mobile outreach van to deliver Food Stamps and  Medi-Cal services to County
residents in targeted locations, and also serve as an emergency  response unit.
• Begin implementing data mining technology to target child care  fraud.
• Achieve a 3 percent cost reduction in the department’s worker’s  compensation liability
by developing and implementing a risk exposure cost avoidance  plan.
• Expand the customer service center to additional offices and add  a second site.

Harbor-UCLA Medical Center Expansion Underway
Construction is underway on a $322.6 million surgery/emergency  replacement
project at Harbor-UCLA Medical Center near Torrance, marked by a  groundbreaking
ceremony Feb. 26, 2010. In September 2009 supervisors approved the
final plans, using bond financing available through the federal  Stimulus program, and
site work began immediately. The project, expected to be completed  by summer 2013,
will increase the size of the emergency room from 25,000 square  feet with 42 surgery
bays to 75,000 square feet with 80 surgery bays, and add 190,300  square feet of new
space for 16 surgery suites, adult and pediatric triage, a new  entrance, lobby and waiting
area. Officials say the expansion is greatly needed to reduce  patient wait time at the
emergency room, now averaging 14 hours. The project includes a  heliport and 544-vehicle
parking structure.

County Partners with UC to Reopen MLK Hospital
The County and the University of California (UC) are moving  forward to form an
independent non-profit entity to open and operate a new Martin  Luther King, Jr.
Hospital at the site of the hospital closed in 2007. The UC Board  of Regents voted
unanimously in November 2009 to provide physicians and medical  oversight for the
hospital, and the County agreed to pay for construction and to  provide one-time and ongoing
funding to help finance hospital operational costs. The non-profit  agency, governed by a
seven-member board of directors appointed by the County and UC,  will hold the license
and operate the facilities under a long-term lease agreement. The  County will spend an
estimated $208.5 million to build out an existing patient tower  for the replacement hospital,
opting not to reopen the existing facility since it has  significant seismic problems that would
require extensive retrofitting. Plans call for completing  construction in December 2012,
opening the hospital and emergency department in 2013 and a  multi-service ambulatory care center in 2014. The County is  fast-tracking design and construction plans in an
attempt to qualify for federal Stimulus funding for some of the  capital projects. The Board
of Supervisors approached UC in the spring of 2008 with the  partnership proposal, and
Supervisor Mark Ridley-Thomas, in whose district the facility is  located, made opening
the new hospital his top priority upon taking office in December  2008. The community
has been actively involved in getting the hospital reopened,  including leaders of six health
foundations, health plans and health care providers who urged UC  to partner on the
project. More than 2,000 residents and stakeholders participated  in community meetings
on the project. Following the Regents’ vote, more than 300  residents and stakeholders
celebrated at a rally; and several weeks later more than 700  persons packed the Board
of Supervisors hearing room to thank supervisors for moving to  restore quality medical
services to underserved residents of South Los Angeles.

H1N1 Mass Vaccination Clinics
People began lining up in the pre-dawn hours to obtain their H1N1  flu vaccinations
when the Department of Public Health offered its first two public  clinics on Oct.
23, 2009. By closing time, the two clinics had administered  approximately 4,600
vaccinations, at a rate of about 300 per hour. Just three days  into the operation of the
program, it was clear that demand for the vaccine in Los Angeles  County exceeded
local and national supplies. The clinics were originally intended  for people without health
insurance or a regular health provider, but attracted residents  from all sectors and from
outside the County because many doctors did not have the vaccine  due to a nationwide
shortage. Long lines, high demand and limited supply prompted the  department to begin
restricting the shots to those who were in high-risk groups most  susceptible to the H1N1
virus. The mass clinics ended Dec. 8 after 1.2 million doses of  the vaccine were delivered

Largest Mobilization Ever for Public Health
to private health care providers. The department administered  188,774 doses at 109
clinics. More than half the staff in Public Health assisted in the  mass vaccination
clinics, which were part of the largest mobilization of Public  Health ever, with the
possible exception of the polio immunization campaign in the  mid-50s. At the height
of the frenzy, the department was holding up to four press  briefings in one week
to quell the panic and ensure accurate information was  disseminated. The H1N1
pandemic emerged in April 2009 and quickly became a global  pandemic. As of
February 2010, there were 97 deaths attributed to the virus in Los  Angeles County.

Toy Loan Program Celebrates 75th Anniversary
The Department of Public Social Services’ Toy Loan Program  celebrated its
75th anniversary in 2010 and marked the occasion with exhibits in  libraries, the
department headquarters and the Hall of Administration, featuring  historical photos
dating back to the time the program began during the Great  Depression. The first Toy
Loan Center opened in a garage near Manchester Park; now there are  more than 50
centers throughout the County, located in parks, children’s  centers, libraries, housing
projects, community service buildings and homeless shelters. Each  center is different
from the others, but all adhere to the basic tenets. Toys are  loaned on a weekly basis,
and the children are graded on returning toys on time and in good  condition. After 20
good marks, children are rewarded with an honor toy of their  choice. There is no charge
to borrow toys, no membership dues, and no fines for late returns.  All that is required is
a membership application signed by a parent or responsible adult.  Individuals, groups
and toy manufacturers donate all the toys used  in the program; and volunteers run the
Toy Loan Centers. The Toy Loan Advisory Board oversees program  policies and is an
organization comprised of citizens who volunteer their time to  ensure program integrity
and oversight. The County provides key support, including a  headquarters facility and a
delivery truck. Toys are sorted, cleaned and repaired, if  necessary, at the headquarters,
then distributed to the various centers. At any given time, there  are approximately
45,000 toys in circulation and at the headquarters facility. The  program is a resource
for teachers, school psychologists and County personnel, who  borrow toys, books and
games to enhance learning and stimulate communication in therapy.  More than 30,000
children are served annually by the various services offered by  the program. Information
--including how to donate toys, location of Toy Loan Centers, and  volunteer opportunities
– is available online at www.ladpss.org/dpss/toyloan or by calling  (213) 744-4344. Toy
Loan is a non-profit c(3) agency and all donations are tax  deductible.

Fifth Annual LA County Day at the Fair
It was a day of fun and camaraderie as elected officials,  department heads, employees
and family members turned out for the Fifth Annual Los Angeles  County Day at the Los
Angeles County Fair on Sunday, Sept. 13, 2009. The day featured  department booths
promoting programs, a parade, a luncheon, a horse race in honor of  the County, discount
admissions, and for the first time a carnival game challenge.  Chief Executive Officer
William T Fujioka and his wife, Darlene, joined department heads  and family members on
floats at the head of the parade, throwing Mardi gras beads to  fairgoers. Grand Marshals
Supervisor Don Knabe and Sheriff Lee Baca, and their wives Julie  and Carol joined in the
bead-throwing from their convertibles. The County highlighted its  award-winning website
– lacounty.gov – in the parade and also in its display in the  exhibition hall, spotlighting the
many services and information available for residents and  businesses online. LA County
Day in 2010 will be Sunday, Sept. 11.

Recreation and Cultural Services
Arts Commission
The Los Angeles County Arts Commission fosters excellence,  diversity, vitality,
understanding and accessibility of the arts in Los Angeles County.  The Arts Commission
provides leadership in cultural services for the County, including  information and
resources for the community, artists, educators, arts  organizations and municipalities.
The Arts Commission awarded $4.5 million to 155 regional nonprofit  arts organizations
in 2008-09 through its grant programs (another 159 were awarded  grants in 2007-08);
provided management assistance to more than 100 grantees; provided  leadership for
the regional blueprint for arts education, Arts for All; oversaw  the County’s Civic Art
Program for capital projects; administered the largest arts  internship program in the
country in conjunction with the Getty Foundation; programmed the  performing arts series
at the John Anson Ford Theatres; produced the annual Los Angeles  County Holiday
Celebration and the highlights program broadcast nationally on  PBS; and arranged for
more than 50 free concerts in public sites.
Major Accomplishments 2008-2009
• Received a $1.2 million grant from The Wallace Foundation for  Arts for All, the County’s
arts education initiative, to increase impact in the classroom.  Five additional school
districts began planning for arts education as part of the  initiative, bringing the total to
34 school district partners.
• Completed a pilot program to alleviate homelessness through  arts-based strategies. Arts
organizations partnered with social service agencies to provide  homeless individuals
or families with quality arts programming. An outside evaluator  measured the impact of
their programs.
• Assisted three theater companies without their own performance  venues to produce
a season of three new plays at [Inside] the Ford. A total of 102  performances were
attended by 4,000 patrons in the venue’s 87-seat indoor theater.  Added seven free
interactive music and dance events at the Ford Amphitheatre for  people of all ages and
skill levels.
• Received recognition for art glass wall created for the Lawndale  Library, which was
named one of the Best Public Art Projects in the U.S. by Americans  for the Arts.
Major Objectives 2009-2010
• Continue implementation of Arts for All, the County’s arts  education initiative, by
developing a leadership program for school district  superintendents, the first of its kind in
the country; train advocacy teams in five school districts; and  implement a data collection
system to measure quality, access and equity in arts education in  classrooms.
• Establish a County cultural and recreational directory on the  ExperienceLA.com website
utilizing funding from the Productivity Investment Fund.
• Distribute $250,000 of federal Stimulus funding from the  National Endowment for the
Arts to organizations in the region to preserve jobs in the arts  sector, and implement a
pilot program to train the board and executive leadership of eight  arts organizations in
partnership with the Riordan Volunteer Leadership Development  Program.
• Install a new venue management system for the Ford Theatres that  will support event
and technical management; oversee the design and installation of a  new signage
system and launch phase one of a master plan for the Ford campus.

Beaches and Harbors
The Department of Beaches and Harbors operates and manages 17  beaches
stretching along 25 miles of County coastline in a manner that  enhances public access
and enjoyment in a clean and safe environment for residents and  visitors. Services include
providing beach maintenance (refuse removal, restroom cleaning,  sand and landscaping
maintenance); protecting public facilities during storm and high  tide conditions; repairing
facilities (volleyball courts, lifeguard facilities, parking lots  and restrooms); planning
and implementation of capital and infrastructure improvement  programs; administering
concession, parking and permit operations; and offering children’s  Water Awareness,
Training, Education and Recreation (WATER) programs. The  department also operates
the only beach recreational vehicle park in the County.
The department operates Marina del Rey, the largest man-made small  craft harbor in the
United States with close to 4,800 boat slips, more than 6,050  apartments and 600 condos,
restaurants, hotels, charter and sport fishing businesses, retail  establishments and office
space. Public facilities maintained include Marina Beach, Yvonne  B. Burke Park with its
physical fitness course, Chace Park with its transient docks, boat  storage facilities, public
launch ramp, parking lots, view piers, and the Parcel 47 Anchorage  with more than 170
slips. Additionally, the department funds the summer WaterBus,  supports the Marina
Visitors Center and sponsors many popular public events, including  the free summer
concert series, the July 4th fireworks show and the Holiday Boat  Parade.
As property manager of Marina del Rey, the department is  responsible for implementation of
the Marina del Rey Asset Management Strategy. This comprehensive  plan was prepared to
serve as a guide to the harbor’s next generation of important  development/redevelopment
projects that will transform Marina del Rey into an even more  exciting and user-friendly
attraction for boaters, residents and visitors alike.
Major Accomplishments 2008-2009
• Completed construction of the Dockweiler Youth Center to serve  as a public venue
and partially house the department’s WATER youth program.
• Facilitated the dredging of contaminated sediment from the  Marina’s south entrance,
utilizing a sand separation technique on a pilot basis to separate  contaminated
material from the sand to allow for use of the clean sand to  renourish the beach.
• Utilized grants to implement a beach recycling program, install  water-free urinals
at various beach and Marina facilities, replace septic systems and  leach fields, and
complete upgrades to the Chace Park community building restroom to  accommodate
persons with disabilities.
• Completed the ninth season of free Marina del Rey Summer  Concerts, with the WaterBus
offering low-cost transportation to the concerts and on holidays  and weekends, with
ridership reaching more than 40,000 for the 2009 summer alone.
• Performed emergency cleanup and vegetation abatement at Zuma  Creek to prevent
the spread of mosquitoes in the area and the possibility of West  Nile virus infections.
• Issued 14 concession licenses to provide the beach-going public  with amenities, such
as food and beverage, bike and skate rental, and hang gliding  recreation and lessons.
Major Objectives 2009-2010
• Prepare a department response to the Coastal Commission’s Marina  Local
Coastal Program (LCP) Periodic Review report, as well as a single  aggregate LCP
amendment with respect to all Phase II Marina redevelopment  projects requiring an
LCP amendment.
• Negotiate for development of a water-oriented commercial and  visitor-serving or
mixed use project plus boating on Marina Parcels 49 and 77.
• Develop a new strategic plan that recognizes the department’s  public safety functions,
city manager role in Marina del Rey, and environmental  responsibilities along the coast.
• Implement the first phase of a countywide online e-commerce  facility reservation system.

Museum of Art
The Los Angeles County Museum of Art (LACMA) has assembled a  permanent
collection that includes more than 100,000 works spanning the  history of art, making it
the premier encyclopedic visual arts museum in the western United  States. Centrally
located in one of the most culturally diverse cities in the world,  the museum provides a
variety of educational and cultural experiences for the people who  live in, work in, and
visit Los Angeles. LACMA offers an outstanding schedule of special  exhibitions, as well
as lectures, classes, film programs, and musical events. In  addition, Arts for NexGen
LACMA provides free museum memberships for children age 17 and  under, and offers
a variety of family-oriented programs every weekend.
Major Accomplishments 2008-2009
• Launched Phase II of LACMA’s campus Transformation with a $55  million lead gift
from Lynda and Stewart Resnick. Construction of the  45,000-square-foot Resnick
Pavilion began in July 2008.
• Acquired by donation or purchase more than 1,000 objects for the  permanent
collection, including one of the most significant private  collections of the art of the
Pacific Islands assembled in the 20th century; a collection of  approximately 250
examples of fashionable dress and more than 300 accessories dating  from 1700 to
1915; and the Marjorie and Leonard Vernon Collection of  photography—3,500 prints
that form one of the finest histories of photography from the 19th  and 20th centuries.
• Opened newly renovated Latin American galleries featuring recent  acquisitions
of ancient American, Spanish colonial, modern, and contemporary  art. The pre-
Columbian galleries are designed by renowned artist Jorge Pardo to  create an
innovative environment that encourages visitors to view works in  compelling new
• Sponsored major exhibitions, including Vanity Fair Portraits:  Photographs 1913–
2008, Hearst the Collector, Art of Two Germanys/Cold War Cultures,  Pompeii and the
Roman Villa: Art and Culture around the Bay of Naples, and Your  Bright Future: 12
Contemporary Artists from Korea.
• Expanded digital presence with the initiation of a public  wireless network and
multimedia PDA tours. Additionally, the museum launched its award  winning blog,
Unframed, and made significant ventures into social media.
• Provided sound fiscal management, which enabled operations and  programs to
continue with minimal reductions in the face of a major economic  downturn. Total
attendance exceeded 821,000.
Major Objectives 2009-2010
• Continue campus expansion and reorganization, including the  opening of Lynda
and Stewart Resnick Exhibition Pavilion and additional parking  capacity at the 6006
Wilshire property. Other projects will include Phase III needs  assessment, design
research addressing art storage and east campus renovation, and a  comprehensive
real estate plan. With the passage of Proposition R, the museum  will continue to work
with MTA to secure a subway station stop at Wilshire/Fairfax.
• Reinstate permanent collection galleries, including the Korean,  European, and Art of
the Pacific collections. The museum seeks to continue development  of the permanent
collection in these and other areas.
• Continue to present noteworthy exhibitions, including Luis  Meléndez: Master of the
Spanish Still Life, Renoir in the 20th Century, American Stories:  Paintings of Everyday
Life, 1765-1915, and John Baldessari: Pure Beauty.
• Expand onsite technology by using a Los Angeles County  Productivity Investment
Fund grant to pilot a mobile application building upon the  multimedia tours developed
in the prior year. Launch an online library dedicated to the  digital presentation of the
museum’s publications.

Music Center of Los Angeles County
The Music Center—a public-private partnership with the County of  Los Angeles—
is committed to building civic vitality by strengthening community  through the arts. It
accomplishes this by bringing to life one of the world’s premier  performing arts centers
and by providing distinctive leadership and diverse opportunities  for life-long learning
and engagement with arts and culture.
For more than 45 years the Music Center and Los Angeles County  have maintained
one of the nation’s most successful public-private partnerships to  serve the region’s
residents. Los Angeles County provides the funding for general  maintenance, custodial
services, utility costs, insurance, security, and usher services  at the Music Center. Every
year almost 2 million people visit its four main venues — Dorothy  Chandler Pavilion,
Ahmanson Theatre, Mark Taper Forum, and Walt Disney Concert Hall —  along with its
vibrant collection of outdoor theaters, plazas, and gardens.
The Music Center produces a variety of programming, including  Glorya Kaufman Presents
Dance at the Music Center, Active Arts at the Music Center, and  The Blue Ribbon
Presents Global Pop, along with programming for children and  families throughout the
year. The Music Center also provides extensive services and  leadership in support of
K-12 arts education, and offers tours of all four venues. The  Music Center is home to
four internationally acclaimed resident companies: Los Angeles  Philharmonic, Center
Theatre Group, LA Opera and Los Angeles Master Chorale.
Major Accomplishments 2008-2009
• Managed operations and programs within the context of a national  and regional
economic recession.
• Presented the first “Ailey Week” in Los Angeles celebrating the  five-performance
engagement of Alvin Ailey® American Dance Theater in Dorothy  Chandler Pavilion.
The week included the 39th annual Blue Ribbon Children’s Festival,  which welcomed
more than 19,000 fifth graders and featured a performance by  Ailey® II, Active
Arts® “A Taste of Dance,” which featured dance styles rooted in  African and African-
American dance heritage; and the inaugural Ailey Camp, an  innovative program for
inner-city sixth through eighth grade students.
• Honored more than 75 Southern California arts educators with  Bravo Awards on
stage of the Walt Disney Concert Hall.
• Engaged more than 10,000 people from diverse backgrounds and  experiences
through Active Arts, hosting more than 40 low-cost or free  participatory art events.
• Welcomed more than 2,300 Southern California high school student  participants in
the Music Center Spotlight Awards program. Expanded Spotlight  partnerships with
high schools in underserved communities: Crenshaw, Inglewood, and  Manual Arts.
• Played active leadership role in “Arts for All: the Los Angeles  County Regional
Blueprint for Arts Education,” including production of a training  program for artists
from other LA County arts organizations.
• Held more than 4,800 events at the Music Center, serving a total  audience of more
than 1.2 million.
• Served 212 schools, totaling more than 100,000 students,  teachers, and parents
benefitting from the Center’s educational resources.
• Partnered with the County to take extraordinary measures to  support LA Opera, which
experienced financial problems due to economy.
Major Objectives 2009-2010
• Expand free, community-based programming utilizing public spaces  at the Music Center.
• Reinvigorate Music Center digital and online presence, including  website, interactive
and social marketing.
• Implement strategic communications plan.

Natural History Museum
The mission of the Natural History Museum is to inspire wonder,  discovery, and
responsibility for the natural and cultural worlds. Through public  programs, exhibits, and
research, the museum enhances understanding of, and stewardship  for, the living Earth.
There are three museums operated by the Natural History Family of  Museums.
Natural History Museum of Los Angeles County (NHM). The NHM has  amassed
one of the world’s most extensive and valuable collections of  natural and cultural history
— it holds in public trust more than 35 million objects. These  collections allow the
curatorial staff to embark on groundbreaking scientific and  cultural research now and
into the future. But the museum also shares them with the public  today, as they form the
foundation of its programs and exhibits. Armed with up-to-date  biodiversity research and
vast collections, the museum curates new, immersive experiences  that give visitors the
opportunity to explore the “big picture” of the planet.
Page Museum at the La Brea Tar Pits (Page). The asphalt seeps at  the Page Museum at
the La Brea Tar Pits represent the only consistently active and  urban Ice Age excavation
site in the world. This makes the Page a unique on-site museum — a  place where
fossils are discovered, prepared, and displayed in one place. All  year long, visitors can
watch paleontological excavators carefully extract fossils of  animals trapped in the seeps
10,000 to 40,000 years ago.
William S. Hart Museum (Hart). In 1921 silent film star William S.  Hart purchased a ranch
house and surrounding property in Newhall. On the land Hart built  a 22-room mansion,
filling it with Western art, Native American artifacts, and early  Hollywood memorabilia.
Upon his death in 1946, he bequeathed the 265-acre estate to Los  Angeles County for
the enjoyment of the public at no charge.
Major Accomplishments 2008-2009
• Opened Visible Vault: Archaeological Treasures from Ancient  Latin America, a longterm
exhibition of nearly 700 objects from ancient civilizations of  Mexico, Central, and
South America.
• Completed restoration and seismic renovation of 1913 Building,  the museum’s original
component, and part of 1920s addition.
• Opened Dino Lab, which lets visitors watch as preparators work  on dinosaur fossils in
real time.
• Upgraded three diorama halls and the Hall of Birds.
• Reached new attendance record for public programs led by First  Fridays, which
combine behind-the-scenes tours, discussions and music  performances.
• Launched new brand and identity (including new logos for three  museums, and new
templates for ads and publications).
• Launched newly designed website, with content that helps  teachers meet state
standards and provides behind-the-scenes insights into museum  research.
Major Objectives 2009-2010
• Open the temporary Fin Whale Passage, where visitors can walk  beneath a 7,000-
pound retrofitted whale skeleton.
• Open Age of Mammals, a new permanent exhibition that explores  how climate and
habitat change affected mammals, including humans.
• Open the Haaga Family Rotunda galleries and their first  exhibition What on Earth?
• Finalize planning for the permanent exhibition Dinosaur  Mysteries (opening July 2011),
helping to make the museum the West Coast hub of dinosaur  exhibition and research.
• Complete visitor amenities, including an expanded store,  bathroom restorations, a
re-designed south entrance and a temporary cafe.

Parks and Recreation
The Department of Parks and Recreation is responsible for  providing a system
of recreational facilities and programs benefiting residents and  visitors of Los Angeles
County. The department also seeks recreation opportunities with  the County’s 88 cities.
Its expectations include being a partner to reduce juvenile crime,  increasing school
readiness among children, developing accessible parks and  activities, establishing
healthy parks, influencing economic well-being, and enhancing the  social and emotional
well-being of children and their families.
The department provides the leadership for healthier communities,  environmental
stewardship, community connections and partnerships,  professionalism, and integrity
in its abilities to promote social, recreational and cultural  opportunities stimulating Los
Angeles County’s residents and visitors through quality  programming, services and
customer satisfaction.
The department is responsible for administration of more than 144  facilities, including
19 golf courses making up the largest municipal golf course system  in the country, 94
local and regional parks, 337 miles of riding and hiking trails,  Catalina Island Interpretive
Center, Los Angeles County Arboretum and Botanic Garden, Whittier  Narrows Nature
Center, Hollywood Bowl, John Anson Ford Amphitheatre, Descanso  Gardens, Santa
Fe Dam Recreation Center, Virginia Robinson Gardens, Castaic Lake  State Recreation
Area and South Coast Botanic Garden.
Major Accomplishments 2008-2009
• Developed and piloted an online e-commerce facility reservation  system through
collaboration with the Chief Information Office, Internal Services  Department and
Department of Beaches and Harbors.
• Developed a two-phased conservation initiative and conducted a  reclaimed water
assessment that identified park facilities with the greatest cost  benefit for reclaimed
water. Partnered with private utilities to complete utility audits  at three park facilities.
• Designed and implemented an automated long term leave case  management program
to reduce long term leave by 46 percent in collaboration with the  Chief Executive
Office, Risk Management Division and the Department of Human  Resources.
• Developed a parks and recreation element and an open space and  conservation
element for integration into the County General Plan in  consultation with the
Department of Regional Planning.
• Inventoried major departmental risk management issues, developed  a program to
reduce the identified risks, and implemented the program on a  pilot basis at the Los
Angeles County Arboretum.
Major Objectives 2009-2010
• Implement an asset management program.
• Design and implement a sustainable efficiency program and make  it part of the
department’s culture in order to save money.
• Develop a coaching and leadership development training program  for mid-level
managers to transition to higher positions as top managers reach  retirement age.
• Develop an inventory of the department’s historic assets.

Public Library
The County of Los Angeles Public Library is committed to providing  public library
service to meet the informational, educational, and recreational  needs of all residents of
Los Angeles County.
The County Library uses expanded information networks and new  technology to offer a
broad range of learning resources to County residents in the  unincorporated areas and
51 cities.
Library statistics reflect a well-used library system: 2.9 million  registered borrowers, 14
million items circulated yearly, 10 million informational  questions answered, 600,000 children
attending library programs each year, and 13 million visits to  County libraries annually.
Through 85 libraries and five bookmobiles, customers find a full  range of information
services. Four ethnic resource centers provide specialized  historical and cultural materials:
American Indian, African American, Asian Pacific, and Chicano.  County community
libraries offer literacy programs, homework centers, storytimes,  special programs for
children and adults, summer reading activities, and public access  to the Internet.
The library’s website is the door to the online virtual library.  Customers can view the full
library catalog, place holds on and renew materials, read and  print articles from a variety of
magazines and newspapers, connect to a live tutor for help with  homework assignments,
find book suggestions for children and adults, receive reference  help 24/7, check the
schedule of library programs and events, and download books to a  computer or personal
digital assistant. Electronic resources include sample career and  SAT tests which can be
taken and scored online, genealogy research tools, and the Auto  Repair Reference Center
with car repair information.
Major Accomplishments 2008-2009
• Welcomed the LA Law Library collection with nearly 1 million  volume equivalents
(print, media, microfilm and microfiche) to the Compton Library.  Through both print
and online services, the partnership provides Compton Library  users with access to
legal information and materials and the collection serves as a  resource for all users of
the County Library.
• Opened the Castaic Library, which features 22 public computers,  wireless connectivity,
children’s book collection, homework center and teen space,  Internet access and
dedicated reading areas.
• Partnered with StoryCorps, the largest multi-year oral history  project in the United
States, and 89.3 KPCC-FM radio to capture stories of Los Angeles  residents at the
East Los Angeles Library. The recordings are part of an archive at  the American Folklife
Center at the Library of Congress which will be available for  future generations to enjoy.
• Conducted 72,000 live homework help tutoring sessions.
• Received a $1 million grant from First 5 LA, a child advocacy  organization to develop
a Family Place Center training center for the West Coast which  will offer librarians
extensive training in emergent literacy and service to parents and  children ages 5 and
under. The grant will also fund the development of 20 additional  Family Place library
programs throughout Los Angeles County.
Major Objectives 2009-2010
• Continue to enhance outreach efforts and services to young  adults.
• Complete construction of the La Crescenta, Acton-Agua Dulce,  Sorensen and
Topanga libraries.
• Continue collaborative efforts with other County departments,  community-based
agencies, schools and businesses to encourage reading, promote  literacy and raise
community awareness of the wide range of services offered by the  County of Los
Angeles Public Library.

LACMA’S Transformation—Phase II
The second phase of Los Angeles County Art Museum’s Transformation  is underway,
with completion of the Lynda and Stewart Resnick Exhibition  Pavilion and Palm
Garden scheduled in September 2010, opening to the public in  October. The pavilion
is a flexible, naturally lit structure north of the Broad  Contemporary Art Museum (BCAM)
dedicated to the presentation of art. When combined with BCAM,  opened in 2008, LACMA
has added nearly 100,000 square feet of gallery space. Outdoor  artist projects, a keystone
of the Transformation initiated in Phase I, will continue to play  an integral role in Phase
II with the addition of Michael Heizer’s Levitated Mass 2006-2008.  Additionally, the BP
Grand Entrance will evolve to incorporate a glass-walled  restaurant designed by Renzo
Piano and a single ticketing area. Future plans include the  rehabilitation of LACMA West,
the 300,000-square-foot former May Company building built in 1939,  which will house
galleries, a restaurant, gift shop, and bookstore.

Natural History Museum Transformation
The Natural History Museum in 2009 completed a two-year  restoration of its 1913
Building—the museum’s original component—including replacing a  6-foot terracotta
eagle that was removed 89 years ago after being damaged in an  earthquake.
The restoration is part of a $91 million transformation marking a  new philosophical and
physical direction for the museum, which will celebrate its 100th  anniversary in 2013.
The institution is transforming 45 percent of its public space  (108,000 square feet) and
will add three acres of green space to its north campus with a new  car park and visitor
learning gardens. Five new exhibitions will change the visitor  experience. Opening in July
2010 is Age of Mammals and the renovated Haaga Family Rotunda,  which will house its
first installation, What on Earth? In July 2011 the museum  welcomes Dinosaur Mysteries
and the outdoor learning gardens, and in late 2012, the unique  Southern Californiacentric
Under the Sun and a re-imagined family exhibit space.

Natural History Museum Reimagined: North Campus
On April 22, 2010 the Natural History Museum unveiled its master  plan for the
North Campus, which will increase the programming area of the  museum by
50 percent and give visitors the opportunity to deepen their  understanding of
the natural world before walking into the museum’s doors. The $30  million 3.5 acre
project, slated to open July 2011, will include interactive  outdoor exhibits, a new main
entrance to the museum and a new car park. With habitats of  butterflies, birds, bugs
and plants, the outdoor exhibits will be activated as a living  laboratory – a place where
Angelinos will partner with museum scientists on public science  projects. The County
is funding the $10 million car park and the remaining $20 million  is being raised from
individuals and private donors.

Fifth Annual LA County Day at the Fair [see photos]

General Government Services

Agricultural Commissioner/Weights and Measures
The Department of Agricultural Commissioner/Weights and Measures
(ACWM) provides environmental and consumer protection by enforcing  federal, state
and county laws regarding health, safety and consumer affairs.  Services include ensuring
the safe supply of food and water, protecting consumers and  businesses from fraud,
preventing misuse of pesticides, overseeing pest management  activities, and preventing
exotic pest infestations.
The department works to minimize weed and brush fire hazards,  provides consumer
and agricultural information, develops an annual agricultural  production statistical report,
maintains and monitors more than 32,200 insect pest detection  traps, and regulates
agricultural businesses handling hazardous materials.
Major Accomplishments 2008-2009
• Maintained effective protection of California agriculture  through interception of 4,757 “A”
and “Q” rated pests at multiple high risk pathways, and servicing  and monitoring more
than 32,000 exotic pest detection traps throughout the County,  trapping and identifying
44 dangerous foreign pests.
• Trapped two new-to-California insect pests, Striped Fruit Fly  and White Striped Fruit Fly,
and performed prompt and accurate species identification to  facilitate swift eradication
and control actions.
• Secured federal funding to obtain, train, and certify two  detector dogs and handlers to
perform scent identification of unmarked packages in transit  through parcel delivery
and mail facilities to aid in intercepting smuggled plant  material, reducing pest
introduction risk.
• Inspected more than 96,000 scales and meters and tested price  scanners at 7,677
businesses to ensure accuracy in commercial transactions.
• Complied with State Pesticide Enforcement Response Policy to  strengthen enforcement
of safe pesticide use laws, increase compliance, and protect  workers, the public, and
the environment from unsafe practices through prompt enforcement  actions.
• Conducted surveys for Red Imported Fire Ant colonies on more  than 9,000 private and
public properties, totaling more than 3,600 acres, and treated 860  properties to control
and eliminate infestations.
• Aided in protection from wildfires of homes, structures,  personal property, and natural
resources through clearance of weed and brush hazards from 4,913  vacant parcels
covering 3,812 acres.
• Acquired Farm and Ranch Solid Waste Cleanup and Abatement grant  from the
California Integrated Waste Management Board to clear illegally  dumped refuse from
Antelope Valley.
Major Objectives 2009-2010
• Maintain comprehensive pest exclusion and detection programs to  prevent the
establishment of exotic pests in Los Angeles County.
• Fully implement Laboratory Information Management System (LIMS)  in Environmental
Toxicology Laboratory to facilitate comprehensive sample tracking,  analysis, and result
reporting to enhance efficiencies, data management, and customer  service.
• Employ automated systems for reporting of countywide pesticide  usage to state Department
of Pesticide Regulation and management of pesticide use regulatory  report data.
• Facilitate industry implementation of United States Department  of Agriculture
Phytosanitary Certificate Issuance and Tracking System through  education and
provision of assistance to agricultural industry representatives.
• Activate two detector dog teams to enhance pest exclusion  efforts at parcel and mail
sorting and distribution centers, including development and  delivery of educational
brochures and presentations to educate industry personnel on  program and pest
66 introduction risks.

Animal Care and Control
The Animal Care and Control Department protects and promotes  public safety
and animal care through sheltering, pet placement programs,  education, and animal law
enforcement. It is the largest animal control agency in the  nation, patrolling more than
3,200 square miles and sheltering 90,000 animals each year. The  department serves 50
contract cities and all of the unincorporated area of Los Angeles  County.
The department operates six animal shelters in Downey, Carson,  Baldwin Park,
Lancaster, Castaic and Agoura Hills. Field services are provided  24 hours a day, seven
days a week. Each shelter has a veterinary medical clinic where  all adopted animals are
spayed or neutered prior to placement. Low-cost vaccination  services are provided at the
clinics, as well as through community outreach programs at various  locations throughout
the County.
The department enforces state animal laws, as well as Title 10  (Animals) of the County
Code. Enforcement actions include reducing the number of stray  animals, licensing
animal establishments, enforcing laws regarding vicious or  dangerous animals, ensuring
the humane treatment of animals, and licensing domestic dogs and  cats to protect
public health from rabies exposure. The department provides rescue  operations for
animals trapped in dangerous settings or during emergency  response, including fires,
earthquakes and other natural disasters.
Major Accomplishments 2008-2009
• Recruited an additional 59 employees to fill vacancies  throughout the department
to provide more effective services to the public and the animals  in the care of the
• Revised and updated the department’s policies and procedure  manual.
• Developed and produced the department’s first commercial to air  on national network
• Revamped the Lancaster shelter during “Big Sunday,” a community  event where staff
and volunteers came together to help beautify the Lancaster  shelter.
• Implemented web-based renewal of animal licenses and an  interactive voice response
system to allow for renewal of animal licenses over the phone with  a credit or debit
card, making the renewal process easier and more efficient for the  public.
• Established a Centralized Revenue Division to strategically  deploy and manage
animal license field enforcement staff, to enhance revenue  collection in the County’s
unincorporated areas, and to recover appropriate costs for  services rendered.
• Implemented a new cat adoption building at the Downey shelter.
• Improved the Baldwin Park Shelter through the installation of  mister systems and
exercise yards with paved walks and lush landscaping.
• Enhanced the department’s contract city program to provide  client contract cities with
additional flexibility in requesting services, more timely  planning tools, and streamlined
monthly service statements.
• Implemented the Antelope Valley Aggressive Dog Task Force to  address public safety
issues related to dangerous dogs in the unincorporated communities  of the Antelope
Major Objectives 2009-2010
• Accept credit and debit payments at all County animal shelters.
• Add 15 Level III members to the Equine Response Team to enhance  the department’s
ability to assist with equine rescues and evacuations during  natural disasters.
• Open new spay and neuter clinics on time and under budget.
• Renovate horse facilities at Baldwin Park and Castaic shelters.
• Increase unincorporated license revenue by 5%.

The mission of the Los Angeles County Assessor is to create an  accurate assessment
roll and provide the best possible public service. The annual  assessment roll consists
of 2.7 million assessments of real estate and business personal  property and fixtures.
Each property is listed by owner, location, and assessed value.  The total assessed value
of all properties for the 2009 assessment roll was $1.120  trillion, reflecting a $2 billion
decrease from 2008.
Major Accomplishments 2008-2009
• Reviewed, with no increase in staff, the values of nearly  473,000 homes and reduced
334,000 assessments due to the ongoing real estate recession. The  average reduction
in value on a single-family residence was $126,000, for a property  tax savings of
about $1,400. The average reduction on a condominium was $96,000,  for a savings
of about $1,100.
• Created a computer software package which greatly assisted the  staff in making
appraisals. This new system and related public service  enhancements to the
department website earned the coveted “Gold Eagle” (top award)  from the Quality
and Productivity Commission.
• Developed and implemented a paperless deed processing system to  increase
efficiency in assessing changes in ownership. The new system  created an electronic
workflow and approval system for sorting, coding, transmitting,  and storage of
electronic deed images from the Registrar-Recorder/County Clerk.
• Created and initiated testing of the department’s first  technology-based mobile
devices (hand-held PC notebooks and customized software) for field  assessment of
business personal property.
• Reconstructed the department’s central computer operations  facility, achieving
equipment consolidation, improved organization of space, enhanced  security for
technology assets and improved/replaced technology operations  support systems.
• Implemented a voluntary 4/40 work schedule option in addition to  the existing
two options to enable employees to save on commuting time and gas  costs while
increasing the number of hours open for public service.
Major Objectives 2009-2010
• Design, develop and implement a system to capture electronic  images of business
property statements; create a workflow for assessing these  properties, approving
them, and then storing them. The data will then be readily  accessible and portable for
field audit purposes.
• Develop an online filing system for the 2010 decline-in-value  applications, providing
convenience for the property owner and reducing departmental  expenditures by
eliminating data entry, increasing workflow processing efficiency,  and eliminating
paper storage.
• Pursue the acquisition of building plans from cities in an  electronic format, in order to
save time and effort in the assessment of new construction.
• Complete development of a combination assessment appeal workflow  solution and
file-inventory tracking system.
• Develop and implement a new institutional exemptions database  system to replace
the obsolete existent system to achieve faster processing of  claims, improve public
service, and improve the accuracy of data.

Consumer Affairs
The Department of Consumer Affairs provides consumer protection,  counseling,
complaint investigation, and mediation services to consumers and  businesses in Los
Angeles County through advocacy, empowerment and education. Staff  investigates and
mediates complaints of unethical and deceptive business practices  between consumers
and merchants. The department also conducts special investigations  that are presented
to prosecuting agencies for civil and criminal prosecution. DCA  serves as the central
reporting agency for real estate fraud and works closely with  private industry groups,
government agencies, and law enforcement agencies to detect and  investigate real
estate fraud. The identity theft unit provides services to victims  by helping them restore
their credit and prevent identity thieves from continuing to make  fraudulent purchases.
The Small Claims Advisor Program helps litigants prepare and  present their cases
in Small Claims Court. The Dispute Settlement Service program  provides mediation
services to consumers, businesses, and neighbors to resolve  disputes informally and
divert cases from the courts. DCA’s Elder Financial Abuse  Prevention Services unit
provides consumer protection and holds educational forums for  at-risk senior citizens. The
Volunteer and Internship Program enhances consumer services and  provides meaningful
volunteer and internship opportunities for students and community  members. The Public
Outreach section educates consumers and businesses through print  publications,
Internet resources, and community events. DCA administers the  contract for self-help
legal access centers operating at Van Nuys, Inglewood, Pomona,  Antelope Valley, Long
Beach, San Fernando, Santa Monica, Torrance, and Compton  courthouses.
Major Accomplishments 2008-2009
• Made contact with more than 952,000 consumers, including more  than 570,000
website visitors at dca.lacounty.gov, more than 25,000 attendees  at 223 public
outreach events, and 160,000 small claims litigants that received  assistance in
person, over the phone, or by e-mail.
• Partnered with the District Attorney and State Attorney  General’s Office on special
investigations that led to the successful prosecution and  settlements against fraudulent
immigration consultants and door-to-door sales companies that  victimized thousands
of consumers.
• Saved 145 homes through the department’s award-winning  Foreclosure Prevention
• Received a Los Angeles County “Top 10” Productivity and Quality  Award for
participation in the Task Force for Seniors and Dependent Adults  Program to prevent
seniors from losing their home.
• Worked in collaboration with other county agencies to obtain  federal Stimulus grant
funds to help reduce homelessness.
• Secured more than $25 million in restitution for L.A. County  residents through
consumer protection, identity theft, and real estate fraud  investigations.
• Utilized volunteers and interns for consumer counseling and  mediation services,
which provided services valued at more than $385,000.
Major Objectives 2009-2010
• Launch a new foster youth identity theft prevention project with  Department of Children
and Family Services and the State Office of Privacy Protection.
• Launch a new federal Stimulus-funded program in collaboration  with other County
agencies to reduce homelessness.
• Realign staffing resources to respond to the housing foreclosure  crisis.
• Develop new partnerships with high profile local community  organizations to provide
special train-the-trainer consumer protection presentations that  will increase the
department’s outreach to the public.
• Participate in the County’s 10,000 Jobs program and provide  meaningful work assignments
subsidized by federal Stimulus dollars that benefit the workers  and consumers.

Public Works
The Department of Public Works is responsible for designing,  constructing,
operating and maintaining roads and highways, flood control and  water conservation
facilities, and water and sewer systems; operating airports;  administering public transit
programs; managing capital projects for other County departments;  meeting and
monitoring environmental requirements; and providing general  engineering and building
regulation services for the unincorporated areas of the County. In  addition, Public Works
provides services to many cities within the County on a contract  basis.
Major Accomplishments 2008-2009
• Implemented the Home-Generated Sharps Management Program  throughout the
County to provide residents with a free, convenient means for  safely disposing of
medical needles, syringes, and lancets.
• Implemented a household battery collection program at 10 public  libraries where residents
may dispose of their used batteries in an environmentally  conscientious manner.
• Launched the Single Use Bag Reduction and Recycling Program at  large supermarkets
and retail stores in unincorporated county areas and participating  cities to reduce the
environmental impacts of litter caused by plastic and paper bags.
• Broke ground on the $22.6 million Termino Avenue Storm Drain  Project in Long
Beach, introducing 12,190 linear feet of underground storm drain  pipe and state-ofthe-
art water quality improvements to the East Alamitos Business  Corridor.
• Administered a $96 million stormwater program to improve water  quality. The
program combines conventional pollution prevention practices like  street sweeping
with innovative solutions such as catch basin screens for low  impact development.
• Implemented a new community shuttle service in East Valinda that  provides
connections to regional transit lines, shopping, parks and  recreation centers, libraries,
and entertainment. Since the inception, the shuttle service  ridership has increased
from approximately 12 passengers per hour to 21 passengers per  hour.
• Completed a $10 million seismic retrofit of 18 bridges to  enhance the safety of the
motoring public.
• Began construction on $32 million Olive View-UCLA Medical Center  Emergency
Room Replacement and Tuberculosis project.
• Rehabilitated deteriorating roads in Antelope Valley area  utilizing an asphalt surface sealer.
The project saved more than $5 million and preserved 25 centerline  miles of roadway.
• Inspected 562 miles of sanitary sewer mainlines in the County’s  sewer maintenance
districts, using closed-circuit television technology to assess  the internal condition
and structural integrity of the lines. The program revealed that  97% of the sewer lines
are in good-to-excellent condition.
• Selected the design-building team for the $333.6 million  Harbor-UCLA Surgery/
Emergency Replacement Building.
Major Objectives 2009-2010
• Begin construction of the $8 million Compton/Woodley Airport  pavement rehabilitation
project to ensure Federal Aviation Administration compliance.
• Implement improved waste collection services in the  unincorporated County areas,
including rolling out seven new residential franchises serving  150,000 residents, and
commence the development of a commercial franchise system that  will serve twothirds
of all businesses in the unincorporated County areas.
• Complete $29 million in improvements to the County’s  unincorporated area. The
improvements include pavement rehabilitation, construction of curb  ramps, sidewalk and
median landscaping, and installation of street lights and traffic  signal modifications.
• Begin site preparation construction activities for the $353.8  million Martin Luther King, Jr.,
Impatient Tower Renovation and new Multi-Service Ambulatory Care  Center projects.

Regional Planning
The Department of Regional Planning establishes and maintains a  continuing
comprehensive long-range process for the physical, social, and  economic development
of the County; prepares and maintains area and community plans and  administers
the County’s subdivision and zoning ordinances; develops and  maintains a base of
information on housing and demographic conditions in the County;  and develops
programs to encourage effectuation of the County’s General Plan.
Major Accomplishments 2008-2009
• Received Quality and Productivity Commission awards for SUB-NET  Public and The
Planner’s Zone.
• Received Best Analytical Presentation award from ESRI  International User Conference
for Environmental Constraints and Development Suitability Map.
• Received 2008 Planning Award from American Planning Association  Los Angeles
Chapter for the Hacienda Heights Community Plan Update Visioning  program.
• Received 2009 American Planning Association Los Angeles Chapter  Public Outreach
Award for the Antelope Valley Plan Update “Town and Country”  Project.
• Led a successful countywide event “A Conversation on Climate  Action” on 2009
Earth Day to facilitate a broad discussion on climate change,  resource conservation,
community involvement and environmental activism.
• Led a successful countywide GIS Day event showcasing advances  and uses of the GISrelated
technology throughout Los Angeles County.
• Implemented a pilot wireless automated scheduling and inspection  reporting system for
effective zoning enforcement.
• Completed the Los Angeles Regional Imagery Acquisition  Consortium (LAR-IAC2)
Program for updates of high resolution digital imagery.
• Completed state review process for certification of the Los  Angeles County Housing
Element, which received the 2009 American Planning Association Los  Angeles Chapter
Comprehensive Plan Award.
• Completed adoption of the green building ordinances, appeal  procedure ordinance,
mixed use ordinance, Elizabeth Lake and Lake Hughes (“The Lakes”)  CSD and Marina
del Rey Local Coastal Program Design Control Board.
• Completed the Regional Planning Commission hearing room  technology remodeling
project to enhance the public’s public-hearing experience.
Major Objectives 2009-2010
• Prepare the “Citizen’s Guide to Development and Permit  Processing in Unincorporated
Los Angeles County.”
• Continue the comprehensive zoning ordinance update program and  General Plan update.
• Implement first phase of Enterprise Content Management solution.
• Continue collaborating with other departments to prepare a  permit and land management
solution feasibility and requirements study.
• Complete a single aggregate Marina Local Coastal Plan map and  text amendment with
respect to all Phase II marina redevelopment projects requiring an  LCP amendment.
• Complete adoption of the farmworker housing ordinance, San  Francisquito Canyon CSD,
wineries and tasting rooms ordinance, Topanga Canyon CSD  amendment, Santa Monica
Mountains CSD amendment, Agua Dulce CSD revision and Leona Valley  CSD revision.
• Complete feasibility studies of the inclusionary housing policy  and small lot subdivision
• Initiate preparation of Florence-Firestone Community Plan and  complete a market
feasibility analysis as the project’s first phase.
• Complete the “Vision Lennox” project identifying long-term and  short-term community
development goals for Lennox.

Registrar-Recorder/County Clerk
The Department of Registrar-Recorder/County Clerk (RR/CC)  registers voters,
maintains voter files, conducts federal, state, local and special  elections and verifies
initiatives, referendums and recall petitions. Los Angeles County,  with more than 500
political districts and more than 4 million registered voters, is  the largest and most complex
election jurisdiction in the country. The department conducts  primary and general elections
and approximately 200 city, school and special district elections  annually.
The RR/CC also records real property; maintains vital records of  birth, death and marriage;
issues marriage licenses; and processes business filings and other  documents. Annually,
the RR/CC records 1.9 million real estate documents, issues 1  million vital record certified
copies, issues 59,000 marriage licenses, and processes 192,000  fictitious business name
filings. The RR/CC operation services an estimated 3,000 customers  daily.
Major Accomplishments 2008-2009
• Conducted the historical Nov. 4, 2008 Presidential General  Election with exceptionally
high voter turnout and the unscheduled May 19, 2009 Special  Statewide Election.
• Set pollworker recruitment records in the Presidential Election  with County pollworker
recruitment up 25% and student pollworker recruitment up 10%.
• Launched the Voting Systems Assessment Project to determine  current and future
needs to be addressed through the modernization of the County’s  voting system.
• Received the Eagle’s Award from the Election Center for the  department’s best use of
technology; six National Association of Counties achievement  awards, six California
State Association of Counties awards and four Quality &  Productivity awards for
various election-related projects; and the 2008 Angel Tree  children’s charity project
“Major Angel Award” for 15 years of participation.
• Implemented the LAVitals System to more efficiently provide the  public with certified
copies of birth, death and marriage records and the Social  Security Number Truncation
Program to protect personal information in recorded documents.
• Implemented new social media tools such as Facebook and Twitter  to expand
communication services to a broader audience within the County.
• Completed initial phase of the departmental emergency plan to  ensure the safety and
protection of lives during and/or following a disaster.
Major Objectives 2009-2010
• Conduct the November 2009 Consolidated Elections and apply the  new DIMSNet
Candidate Filing Module and Election Contest Management System  (ECMS)
technology for the June 2010 Gubernatorial Primary Election.
• Develop and present to the Board of Supervisors and Chief  Executive Office a
strategic plan for the modernization of voting systems in Los  Angeles County.
• Enhance and modernize the department’s website to present and  provide streamlined
services in a more user friendly manner via Web 2.0 technologies.
• Update the department’s strategic plan to forge a new foundation  based on recent
legislative changes and operational challenges.
• Implement credit/debit card payment system for Recorder/County  Clerk services to
provide payment options for the public.
• Initiate the Electronic Recording of Real Estate Documents  project for more efficient
document recording operations.
• Upgrade the department’s telephone system from analog to digital  with benefits of
message access from outside locations and large call volume  capabilities.
• Implement the web-based eCAPS modules for the automation and  enhancement of
processes related to inventory, procurement and personnel  functions.
• Develop a business continuity plan to address business recovery  strategies and
ensure continuity of critical public services following a local or  national disaster.

Treasurer and Tax Collector
The Treasurer and Tax Collector (TTC) is the primary agency to  bill, collect,
disburse, invest, borrow and safeguard monies and properties on  behalf of the County,
other governmental agencies and entities, and private individuals  as specified by law.
TTC provides cash management services to 13 cities/agencies, 120  school districts/
organizations and administers 273 bank accounts for County  departments, school districts
and special districts. It also provides enforcement, auditing,  consulting, education, estate
administration, trust accounting, property management and public  information services.
The department issues and collects fees for approximately 10,000  business licenses,
and collects transient occupancy, utility user and waste disposal  facility taxes in the
unincorporated areas.
Major Accomplishments 2008-2009
• Implemented a quarterly business continuity program exercise  with “live” financial
transactions to train primary and back-up TTC personnel.
• Transitioned to a new investment model for the County’s 457 and  401(k) deferred
income plans and conducted outreach to educate plan participants.
• Expanded E-commerce and V-check services, offering these options  for payment of
business license renewal fees, and offering an online credit card  option for payment
of secured property taxes.
• Expanded secure access to electronic bank financial reporting  information to County
departments, schools, special districts and related County  entities.
• Identified approximately $1 million in under-reported tax and  associated penalties and
interest during audits of hotel/motel operator compliance with the  County’s transient
occupancy tax.
• Completed Phase I of development of the Client and Asset  Management System
(CAMS), the replacement system for Public Administrator’s decedent  and conservatee
case management and auctioneering services.
• Expanded delinquent account collection services to include the  Library and Fire
Departments, and supported the Probation Department’s E-commerce  initiative which
allows the public to pay fines and fees by credit card.
• Participated in the first phase of the Integrated Property Tax  System replacement
project with the Assessor, Auditor-Controller, and Assessment  Appeals Board.
Major Objectives 2009-2010
• Relocate staff at the public counter to more effectively utilize  staff in year-round
operations, minimizing impact to the public by directing inquiries  to the Assessor and
Auditor-Controller public counters as necessary.
• Continue to collaborate with County departments and agencies to  collect delinquent
fees and recover reimbursable costs for public services.
• Expand remittance processing services to additional County  departments and affiliated
agencies to increase revenue and improve remittance processing  efficiencies.
• Develop a transition plan to move from two annual defaulted  property tax auctions to
a single public auction or sealed bid sale.
• Document and finalize the business requirements of the  Integrated Property Tax
System for the purpose of preparing and publishing a request for  proposal.
• Complete upgrades to the remittance processing system to enhance  functionality,
e.g., electronic processing of check deposits (Automated Clearing  House and Image
Cash Letters), workflow and optical image processing.
• Upgrade CORE cashiering system to implement the acceptance of  credit/debit cards
at the cashiering windows.
• Complete the development of the first group of programs and  initiate testing of
programs for CAMS.

Fifth Annual (2009)
County Departments Expo
• Animal Care and Control
• Assessor
• Auditor-Controller
• Chief Executive Office
• Child Support Services
• Children and Family Services
• Community and Senior Services
• Consumer Affairs
• Coroner
• Fire
• Health Services
• Human Resources
• Mental Health
• Parks and Recreation
• Probation
• Public Health
• Public Social Services
• Public Works
• Regional Planning
• Registrar-Recorder/County Clerk
• Sheriff
Other County Groups
• African-American Employees
• Employees Retirement

Central Support Services

Affirmative Action Compliance
The Office of Affirmative Action Compliance (OAAC) ensures County
government compliance with the equal employment opportunity,  affirmative
action, and diversity policies; conducts civil rights-related  training; investigates
complaints of employment discrimination filed by County employees  and offers
mediation as a means for resolution.
The OAAC monitors County government compliance with the Americans  with
Disabilities Act (ADA), monitors construction contracts for equal  employment
opportunity/affirmative action, and monitors contracts covered by  the Living Wage
Ordinance. The OAAC certifies Community Business Enterprises and  certifies
small businesses for participation in the County’s Local Small  Business Program.
Major Accomplishments 2008-2009
• Expanded OAAC employment discrimination investigation shared  services program
to six new departments (Children and Family Services, Probation,  Mental Health,
Registrar-Recorder/County Clerk, Parks and Recreation, and  Internal Services); and
continued to provide contract investigation services to the Fire,  Public Works, Health
Services, Public Health, Public Social Services, and Sheriff’s  departments.
• Brought online a new employment discrimination investigations  database.
• Assessed 1,433 employment discrimination complaints for  jurisdiction; investigated 521
complaints; monitored 375 complaints; coordinated 19  risk-management roundtables
resulting in no-fault settlements with an estimated County savings  of $623,000.
• Conducted 178 mediation sessions resolving 124 complaints, 27  identified as highrisk
resulting in an estimated $4 million in potential litigation  costs.
• Implemented a strategy for converting instructor-led County  commissioner diversity
and sexual harassment prevention training, and County employee  sexual harassment
prevention training to E-learning platform.
• Conducted more than 1,000 training sessions on sexual harassment  prevention,
employment discrimination prevention, and/or diversity awareness  for more than
28,000 employees and County commissioners.
• Provided 28 workshops for more than 900 Department of Health  Services’ employees
on culturally responsive health care to meet certification  requirements.
• Certified 863 Community Business Enterprises and 300 small  businesses for participation
in the County’s Local Small Business Enterprise 5% Preference  Program.
• Updated 24 County departments’ ADA transition and  self-evaluation plans,
encompassing more than 800 County facilities that provide public  service.
Major Objectives 2009-2010
• Expand the employment discrimination investigations shared  services program to the
remaining 19 monitored County departments.
• Implement a strategy for ensuring ADA compliance in the planning  and construction
of future capital projects.
• Survey the 88 cities in the County to determine their interest  in using the OAAC‘s
mediation services to resolve their employment discrimination  complaints.
• Enhance existing employment discrimination risk management  procedures to achieve
reduction in legal exposure costs.

The Auditor-Controller provides financial leadership and expert  advice on a wide range of
fiscal matters and advocates for financial integrity and  accountability in County government.
The Auditor-Controller establishes and monitors compliance with  County fiscal and internal
control policies and procedures; operates eCAPS, the County’s  integrated accounting
and disbursing system; administers the County payroll; performs  fiscal, operational
and management audits of client departments and vendors;  investigates criminal and
administrative misconduct by County employees and contractors;  responds to Board
of Supervisors requests for special reviews, investigations and  analyses; provides
fiscal, payroll, and procurement services for 19 client  departments in a shared services
environment; monitors social service contracts; performs mandated  property tax functions
including accounting for and apportioning property taxes  collected; disburses payments
to vendors and claimants, and provides system development and  support for countywide
financial systems. The Auditor-Controller also provides the state  and other agencies with
mandated reports, including the Comprehensive Annual Financial  Report.
Major Accomplishments 2008-2009
• Completed the Committee of Sponsoring Organizations Internal  Control Risk
Assessment Project by conducting a detailed review of countywide  internal controls
and documenting control relationships within the organization.  Ensured that fiscal
controls are best-practices compliant and address key areas of  risk.
• Retained a contractor to develop functional and technical  requirements, cost estimates
and an implementation framework for a new property tax replacement  system (eTax
Project). This process will culminate in 2010 with a recommended  system architecture
and a draft request for proposal to implement a new unsecured  property tax system.
• Implemented the procurement module of the eCAPS financial system  and rolled it
out to 23 client departments. Implemented the inventory and grants  management
modules and rolled them out to the Department of Public Works.
• Integrated countywide contract monitoring system data and  functionality into eCAPS.
This will assist departments to eliminate retroactive contracts,  obtain timely and
accurate budget data and more efficiently administer existing  agreements.
• Responding to Board requests, (1) developed a gang initiative  inventory listing to
assist in Board-directed efforts to reduce gang violence; (2)  investigated the live scan
review process at the former Martin Luther King, Jr. Medical  Center; (3) identified
fraudulent billings of more than $200,000 by several contractors  in collusion with
a County employee, resulting in criminal convictions; and (4)  identified a $2 million
overpayment to relief nurses during a review of payroll/personnel  functions.
• Developed contract language to improve the recovery of  overpayments and questioned
costs from audits, and to better align contract terms with federal  and state funding
requirements. Fee-for-service contracts were subsequently amended  to incorporate
these changes.
Major Objectives 2009-2010
• Direct and oversee Auditor-Controller information technology  initiatives to ensure
implementation of (1) automated data mining tools for continuous  auditing and fraud
detection; (2) Information Services Delivery Project (optical  archive and analytic
dashboards); and (3) Countywide Fraud Hotline Phase III.
• Continue implementation of the eCAPS/eHR module and provide  necessary training
and support to client departments through the roll-out process.
• Develop internal and countywide efficiency projects that  include: virtual paperless
environment, electronic direct deposit notices, and electronic  vendor payments.
• Implement controls and procedures necessary to comply with new  financial reporting
requirements of Governmental Accounting Standards Board Statement  Number 51.

Board of Supervisors
The Board of Supervisors, as the governing body of the County of  Los Angeles,
enacts ordinances and rules in the administration of County  government, directs overall
operation of County departments and districts, and oversees the  delivery of governmental
services to all of the people who live within the County’s  boundaries.
The Executive Office provides support services to the Board of  Supervisors, including
preparing the Board’s weekly agendas and its statements of  proceedings, maintaining the
Board’s official records, and providing technological support,  accounting, procurement,
personnel, payroll, facility management and other administrative  services.
Other services include staffing various County commissions,  committees, and task forces;
and administering the Assessment Appeals Boards, the County  lobbyist ordinance and
the County’s economic disclosure programs under California’s  Political Reform Act.
Major Accomplishments 2008-2009
• Installed kiosks in the Board Hearing Room to allow the public  to obtain information
specific to the Board agendas and Board process.
• Upgraded the Board agenda system to a web-based system.
• Implemented a pilot video-conferencing of Board meeting in  Lancaster.
• Established an internal training academy to encourage  professional development of
all staff.
• Implemented an Intranet for the Executive Office using Microsoft  Office SharePoint
Services to improve internal collaboration and provide real time  access to documents
and information.
• Developed and implemented a customer service center to have a  “one stop shop” for
providing services to customers.
• Introduced Microsoft Customer Relations Management (CRM), a  web-based case
tracking system, to replace the current legacy systems to improve  methods of tracking
and responding to constituents.
• Implemented an electronic Board letter filing process with the  Chief Executive Office,
Public Works, Internal Services, Parks and Recreation, County  Counsel, Auditor-
Controller and the Chief Information Office.
• Implemented the use of customer service surveys to assess how  well the department
is conducting business.
• Completed the final phase of the SAN (Storage Area Network)  implementation, which
includes the purchase and installation of SAN hardware to address  immediate and
future storage needs for the Board and Executive Office’s  automated systems.
Major Objectives 2009-2010
• Finalize the Executive Office Strategic Plan for 2010-2014,  maintaining its current
vision to “Provide Acclaimed Technology Driven Services.”
• Implement the electronic Board letter filing system countywide  to increase efficiency
within the Executive Office, Chief Executive Office and all County  departments.
• Work with the Internal Services Department to finalize all  business requirements,
process changes, etc. and train Executive Office staff for use of  the countywide
eProcurement system beginning July 1, 2010.
• Implement an online conflict of interest system to minimize the  hardcopy filings for
Los Angeles County filers.
• Develop a new Assessment Appeals Board system to replace an  existing legacy
system, which will allow property owners to electronically file  assessment appeal
• Expand the use of Microsoft CRM, a web-based case record  management system,
by replacing various legacy systems to improve methods of tracking  and responding
to constituent issues.

Chief Executive Office
The Chief Executive Office develops recommendations on fiscal and  policy matters
for the Board of Supervisors, provides effective leadership of the  County organization
in carrying out the Board’s policy decisions, oversees the  operations of the County’s 37
business units and departments, and ensures financial stability.
Major Accomplishments 2008-2009
• Linked approximately 29,000 individuals and 13,500 families to  housing and supportive
services through the County’s Homeless Prevention Initiative.
• Collaborated to create and open the Center for Community Health  that consolidates
medical and mental health services for the homeless and  underserved on Skid Row.
• Recognized for a Top Ten award by the Quality and Productivity  Commission for
Project 50 and the Tort Liability Corrective Action Plan.
• Implemented a joint Katie A. staff training for the Departments  of Children and Family
Services (DCFS) and Mental Health (DMH) to systematically screen  and refer children
with mental health needs and link them to services.
• Led the County in developing the third update to the County  Strategic Plan, adopted
by the Board of Supervisors (Board).
• Developed a referral tracking system for DCFS and DMH staff to  accurately track
cases screened for mental health issues.
• Established a demonstration initiative to pioneer strategies  that support families
through an integrated network of County services and  community-based supports.
• Developed a countywide Transition Age Youth Strategic Plan to  garner improved
outcomes for youth aging out of foster care and probation.
• Redesigned and published a streamlined County Progress Report  providing
information regarding high priority public services focusing on  outcomes.
• Participated in the project development and implementation of a  web-based emergency
mass notification system called “Alert LA County” designed to make  mass telephone
calls to residents and businesses during emergencies.
• Continued to administer Homeland Security grants in excess of  $73.4 million to
support the ongoing countywide effort to prepare for all types of  terrorist attacks.
Major Objectives 2009-2010
• Lead the design and implementation of an American Recovery and  Investment Act
reporting solution that will meet the mandated federal reporting  guidelines.
• Conduct Steps to Excellence ratings of 100 additional child  development programs.
• Obtain court approval of the Katie A. Strategic Plan and the  Katie A. Safety and
Permanency Exit Indicators to improve mental health services to  foster children.
• Complete a cost-effectiveness study of Project 50, as well as  similar studies of several
other County programs associated with the Homeless Prevention  Initiative.
• Lead the development of short-and-long-term updates to the  County Strategic Plan.
• Enhance the County’s Family Children’s Index to allow the  sharing of identifying
information about families at-risk for child abuse and neglect for  the purposes of
identifying, preventing, managing or treating child abuse.
• Expand the Adult Linkages Project—which links records of General  Relief participants
receiving services from eight County departments to identify  patterns of service use
and costs—to other applications.
• Develop a Special Needs Awareness Planning/Mapping System for  first responders to
address the population during emergencies.
• Place 10,000 individuals in subsidized employment through the  10,000 Jobs Initiative.
• Launch the Efficiency Initiative to solicit and implement  innovative ideas from
employees to streamline processes and reduce operating costs while  preserving
essential constituent services. Efforts are to include a website,  efficiency teams in all
departments, and a committee of departmental chief deputies to  review and make
recommendations regarding ideas with countywide impact.

Chief Information Office
The Chief Information Office (CIO) provides vision and strategic  direction for the
effective and secure use of information technology (IT) to improve  the delivery of services
and achieve operational improvements and County business goals.  The CIO is responsible
for enterprise IT planning, addressing cross-departmental IT  issues, ensuring adherence
of countywide IT practices and policies, and providing  recommendations to the Board of
Supervisors and Chief Executive Office regarding prudent  allocation of IT resources.
Major Accomplishments 2008-2009
• Partnered with the Chief Executive Office (CEO) and the Internal  Services Department
(ISD) to redesign and launch the new County Portal  (www.lacounty.gov) with enhanced
functionality. The portal provides improved access and an enhanced  user experience
to County information and online services. The portal’s  infrastructure streamlines the
maintenance and support of County websites.
• Collaborated with the Sheriff, Fire, and CEO to implement Alert  LA County, a countywide
mass notification system to efficiently and effectively contact  and alert citizens and
businesses in emergencies and disasters.
• Partnered with ISD to develop and launch the Los Angeles County  Solar Map (http://
solarmap.lacounty.gov), which utilizes a combination of high  resolution aerial data, 3D
geographic analysis, and an easy-to-use mapping interface to  provide residents and
businesses with information on their property’s solar power  potential, energy savings,
and CO2 emissions reduction.
• Strengthened the County information security program by  initiating the implementation
of countywide risk management program and acquiring an enterprise  e-mail security
solution. This will improve the County’s ability to protect its  critical information assets.
• Gained Board approval to establish a countywide standard for  enterprise content
management software which will be used to capture, store,  preserve, and deliver
information, content, and documents. This enables the County to  achieve economies for
software licenses and maintenance and support and to increase  interoperability among
• Completed the second round of the regional aerial imagery  project, a multi-jurisdictional
purchasing consortium, which provides County departments, 30  cities, and four external
agencies updates to countywide high resolution aerial imagery and  comparative analysis
to identify areas of change.
Major Objectives 2009-2010
• Enhance County’s enterprise content management (ECM) strategy  and direction
by establishing policies, guidelines and best practices for  deployment of these ECM
technologies and gain CEO and Board approval of centralized ECM  infrastructure.
• Perform enhancements to the County’s electronic government  services by expanding
the portfolio of online services, deploying Web 2.0 technologies  (e.g., e-notification and
social networking), and obtaining CEO and Board approval to  initiate the redesign of the
County’s Intranet portal to improve organization, content, and  functionality.
• Strengthen and enhance the development and adoption of  information security strategies
(i.e., security methods, processes, products and services) to  protect critical information
assets and mitigate the impact of computer security incidents.
• Collaborate with the CEO and ISD to implement a countywide  geographic information
systems (GIS) infrastructure to provide effective maintenance and  support of GIS
• Perform, in collaboration with the CEO and County departments,  an assessment of
departmental data-center related assets, services, disaster  recovery capabilities, and
expenditures; and identify potential opportunities for  optimization and savings.
• Implement the Los Angeles County Activities and Recreation  Registration System in
collaboration with Parks and Recreation, ISD, and Department of  Beaches and Harbors.
This online system will enable the public to search, reserve,  register and pay for the
County’s facilities and programs.

County Counsel
The County Counsel acts as the legal advisor to the Board of  Supervisors, County
officers and departments, special districts and certain other  public agencies, such as
the Metropolitan Transportation Authority and the Southern  California Regional Rail
Authority. The office works to protect the County from loss and  risk associated with its
day-to-day operations. Legal assistance encompasses advising on  the law as it applies
to County operations, drafting legal documents, representing the  County in civil actions
and dependency court cases, and serving as issuer’s counsel on  funding issues.
County Counsel also assists in presenting the County’s position in  the state Legislature
and before state and federal regulatory agencies and  administrative hearing boards.
Major Accomplishments 2008-2009
• Finalized and implemented County Counsel’s Litigation Severity  Index and Management
Protocol to strengthen litigation management and standardize  litigation procedures.
• Assisted the Board of Supervisors and Department of Health  Services to address
legal issues leading to the opening of the new LAC+USC Medical  Center.
• Obtained favorable rulings in the United States Supreme Court  which broadened and
affirmed the immunity granted to prosecutors, providing more  latitude in prosecutorial
decisions and reducing liability.
• Collaborated with the Chief Executive Office and other County  departments to create a
Legal Exposure Reduction Committee aimed at reducing legal  exposure throughout the
County by using proactive strategies emphasizing risk  identification and accountability.
• Worked in collaboration with the Regional Planning and Public  Works Departments
to advance the Board’s green building initiatives by preparing  several ordinances,
adopted by the Board in 2009, that impose numerous green building  and sustainability
requirements on new development in the unincorporated areas of the  County.
• Worked with the Chief Executive Office, Chief Information  Office, and the Internal
Services Department to create a cross-disciplinary team of subject  matter experts to
assist departments in complying with federal and state E-Discovery  rules.
• Assisted the Chief Executive Office in developing a new  countywide record
management program including retention schedules that provide for  the maintenance
and destruction of all County paper and electronic records and  documents.
• Collaborated on the Pico Rivera Vandalism Enforcement Team Pilot  Project, one
of the County’s 2009 top 10 productivity awards recipients, for  reducing graffiti and
vandalism activity and the violent crimes that often accompany  such offenses.
Major Objectives 2009-2010
• Continue working with the Chief Executive Office and the  Department of Health
Services to reopen Martin Luther King Jr. – Harbor Hospital.
• Reduce, under leadership of the Legal Exposure Reduction  Committee, countywide
indemnity and legal costs associated with the County of Los  Angeles’ claims and
litigation by five percent.
• Implement a third party electronic billing review system to  assist in the evaluation and
administration of outside counsel invoices.
• Conduct bi-annual trainings of departmental risk management  coordinators on
government tort claim and litigation processes.
• Develop an internal website to be used as a communication and  resource tool for
management and staff.
• Expand the development, training, and utilization of the  E-Discovery team to include
its assessment and advice on litigation matters related to  E-Discovery, electronically
stored information, and compliance with California and federal  court rules.
• Continue to assist with the further development and  implementation of a countywide
records management program.

Human Resources
The Department of Human Resources (DHR) continues to focus on  strategic
planning and HR excellence with an emphasis on providing  innovative and efficient
HR solutions to support public service by recruiting, developing,  and retaining a highly
qualified, diverse workforce – the individuals who make the  difference in providing services
for the citizens of Los Angeles County. To carry this out, DHR  delivers services which
include workforce planning, employee recruitment, benefits  administration, employee
performance management, and training and development. This office  also partners with
line human resources operations to provide an integrated approach  to human resources
management with a centralized-decentralized balance.
Major Accomplishments 2008-2009
• Implemented the talent management portion of eHR.
• Implemented, in cooperation with the Chief Executive Office, the  Long-Term Leave
Management Program.
• Identified “hard to fill” information technology and clerical  vacancies and implemented
focused recruitment and testing.
• Continued the implementation of the Employee Performance System.
• Expanded the Countywide wellness program with an aim to reducing  healthcare costs
and absenteeism.
• Introduced two new guides for the Test Preparation System:  Office Practices and
Customer Service.
• Developed a new benefits communications program, including a  Highlights Guide and
a Summary Plan Description booklet with more detailed information  about benefits,
resulting in receipt of the 2009 Hermes Creative Award.
• Administered several promotional exams to allow military  veterans on temporary
County employment to apply for permanent positions.
• Reduced processing time for both open competitive and  promotional exams by 24%.
• Completed the Live Scan review of 37 County departments.
• Provided training for HR personnel in criminal history  background checks.
• Provided guides to assist departments with the 2008 Strategic  Values Survey results
to identify and implement interventions to improve work life and  performance.
Major Objectives 2009-2010
• Develop a Countywide succession plan to assist departments in  maintaining a highly
qualified, diverse, and well-trained workforce.
• Streamline the Countywide examination process to reduce the time  to hire qualified
• Establish a department-wide metrics program to develop, measure,  and track key
departmental performance measures.
• Implement new benefits portal for annual benefits enrollment to  access tools and
information 24/7.
• Implement in eHR the Certification Desk Management System  software, job specific
questionnaire functionality and talent management.
• Explore the feasibility of broad-based testing to streamline the  hiring process.
• Develop and implement risk management training for managers and  supervisors.
• Upgrade and make user-friendly the DHR website to include job  opportunities and
relevant HR topics.
• Complete the development of exam analyst training for line  departments.
• Develop and implement a customer service training program to  improve internal and
external customer service.

Internal Services
The Internal Services Department supports the County by providing  direct and
advisory services in purchasing, contracting, facility maintenance  and repair, energy
management, information technology, and other essential support  and administrative
functions. The department’s strategic plan focuses on continued  improvement in the
areas of more efficient service delivery, new technology, building  infrastructure, energy
conservation, and employee training. ISD is home to the County’s  Office of Small
Business Procurement Technical Assistance Center. ISD is also  recognized as having
a successful youth career development program which provides  on-the-job training to
emancipated foster youth.
Major Accomplishments 2008-2009
• Upgraded existing County wireless fidelity (WiFi) networks and  provided enterprise
WiFi services to selected County departments.
• Developed energy-efficiency projects with an emphasis at various  Sheriff and Health
Services Department locations throughout the County.
• Completed Phases 1 and 2 of the new County Internet portal.
• Implemented the eCAPS (the county’s integrated accounting and  disbursing system)
materials management module for Children and Family Services,  Fire, and Sheriff to
enhance the departments’ purchasing and acquisition activities.
• Implemented a Countywide facility assessment program to assess  buildings occupied
by the Departments of Public Health, Community and Senior  Services, and Children
and Family Services.
Major Objectives 2009-2010
• Design, implement and host a teleconference line of business to  improve business
communications and collaboration.
• Establish the Office of Sustainability to provide oversight in  the implementation of the
County’s energy and environmental policy.
• Enhance existing water conservation policies to include  reclaimed water in cooling
• Certify ISD headquarters building to be LEED (Leadership in  Energy and Environmental
Design) by the U.S. Green Building Council.
• Establish Countywide Geographical Information Systems (eGIS), an  infrastructure
(computer hardware and software) to provide a central repository  for GIS data for use
by all County departments.
• Continue with a Countywide cost-saving measure to eliminate  inactive telephone and
data lines.
• Support the County’s efforts in the 2010 Census.

Adopted Capital Projects and Refurbishments
Summarized by Supervisorial District
Fiscal Year 2009-2010

Adopted Capital Projects and Refurbishments
Summarized by Supervisorial District
Fiscal Year 2009-10

First District
Affirmative Action
Kenneth Hahn Hall of Administration 143,000 0 143,000
Animal Care and Control
Baldwin Park 1,364,000 0 1,364,000
Kenneth Hahn Hall of Administration 450,000 0 450,000
Kenneth Hahn Hall of Administration 846,000 0 846,000
Board of Supervisors/Executive Office
Kenneth Hahn Hall of Administration 42,000 0 42,000
Consumer Affairs
Various 1st District Projects 5,000 0 5,000
Coroner’s Building 27,005,000 23,340,000 3,665,000
County Counsel
Kenneth Hahn Hall of Administration 84,000 0 84,000
Criminal Justice Fac. Temp. Const. Fund
South Gate Courthouse 420,000 420,000 0
East Los Angeles Civic Center
East Los Angeles Civic Center 39,000 0 39,000
Fire Department
Fire Command and Control 794,000 794,000 0
Fleet Management Facility 1,785,000 1,785,000 0
Fire District Klinger Headquarters 150,000 150,000 0
Fire Station 103 - Pico Rivera 526,000 526,000 0
Health Services
Central Health Center 173,000 0 173,000
Edward R. Roybal Comp. Health Center 300,000 0 300,000
LAC+USC Medical Center 7,292,000 0 7,292,000
La Puente Health Center 326,000 0 326,000
LAC+USC Medical Center Replacement
LAC+USC Medical Center 30,677,000 30,677,000 0
Mental Health
Hall of Records 279,000 0 279,000
Military and Veterans Affairs
Patriotic Hall 42,959,000 42,924,000 35,000
Parks and Recreation
Allen J. Martin Park 483,000 396,000 87,000
Atlantic Avenue Park 829,000 725,000 104,000
Avocado Heights Local Park 300,000 205,000 95,000
Bassett County Park 15,000 15,000 0
Belvedere Community Reg. County Park 2,709,000 2,453,000 256,000
City Terrace Park 832,000 725,000 107,000
Dalton County Park 1,013,000 461,000 552,000
East Agency Headquarters 1,100,000 0 1,100,000
Eugene A. Obregon Local Park 1,286,000 696,000 590,000
Franklin D. Roosevelt Park 10,000 10,000 0
Rimgrove County Park 1,173,000 494,000 679,000
Rio Hondo River Trail 200,000 200,000 0
Ruben F. Salazar Memorial County Park 3,062,000 2,649,000 413,000
San Angelo Park 831,000 725,000 106,000
Santa Fe Dam Regional Park 300,000 100,000 200,000
Sorensen Park 350,000 141,000 209,000
Sunshine Local Park 976,000 404,000 572,000
Various 1st District Projects 6,457,000 6,457,000 0
Whittier Narrows Recreation Area 1,320,000 721,000 599,000
Central Juvenile Hall 2,052,000 0 2,052,000
Public Ways/Facilities
Gage Park 1,261,000 843,000 418,000
Various 1st District Roads 508,000 0 508,000
Public Works - Airports
El Monte Airport 869,000 869,000 0
Sheriff Department
Biscailuz Center 24,843,000 0 24,843,000
East Los Angeles Station 23,000 0 23,000
Men’s Central Jail 16,000,000 0 16,000,000
Sheriff Emergency Vehicle Ops Center 907,000 0 907,000
Sybil Brand Institute 111,409,000 0 111,409,000
Treasurer and Tax Collector
Kenneth Hahn Hall of Administration 331,000 0 331,000
Trial Courts
Clara Shortridge Foltz Crim. Justice Ctr. 1,318,000 1,208,000  110,000
Various Capital Projects
City of Santa Fe Springs 1,286,000 0 1,286,000
Eastern Hill 15,396,000 0 15,396,000
El Pueblo 4,000,000 0 4,000,000
Hall of Justice 3,016,000 2,733,000 283,000
Kenneth Hahn Hall of Administration 84,237,000 0 84,237,000
MacLaren Children’s Center 537,000 0 537,000
Patriotic Hall 1,500,000 1,500,000 0
Various 1st District Projects 5,432,000 0 5,432,000
Subtotal - First District by
Operating Budget/Program $413,830,000 $125,346,000 $288,484,000

Second District
Animal Care and Control
Gardena/Carson Shelter 1,289,000 0 1,289,000
Childcare Facilities
Various 2nd District Projects 550,000 0 550,000
Health Facilities Cap. Improvement Fund
Harbor-UCLA Medical Center 66,391,000 66,391,000 0
Martin L. King Jr. - Multi-Service Center 6,538,000 6,538,000 0
Health Services
A.F. Hawkins Mental Health Center 2,643,000 0 2,643,000
Humphrey Comp. Health Center 9,789,000 0 9,789,000
Harbor-UCLA Medical Center 6,443,000 0 6,443,000
Hudson Health Center 360,000 0 360,000
Martin L. King, Jr. - Multi-Service Center 2,963,000 292,000  2,671,000
Human Resources
3333 Wilshire Boulevard 18,000 0 18,000
Mental Health
Harbor-UCLA Medical Center 7,851,000 0 7,851,000
Museum of Natural History
Museum of Natural History 2,835,000 580,000 2,255,000
Parks and Recreation
Alondra Regional Park 24,662,000 5,118,000 19,544,000
Athens Local Park 2,396,000 0 2,396,000
Del Aire Local Park 3,477,000 1,416,000 2,061,000
Earvin “Magic” Johnson Rec. Area 2,772,000 2,772,000 0
Enterprise Park 508,000 0 508,000
Helen Keller Park 6,104,000 50,000 6,054,000
Jesse Owens Community Regional Park 380,000 0 380,000
Kenneth Hahn Recreation Area 9,595,000 9,480,000 115,000
Ladera Park 628,000 0 628,000
Lennox Local Park 664,000 0 664,000
Mary M. Bethune Park 25,000 0 25,000
Mona Park 727,000 0 727,000
Roy Campanella Park 129,000 0 129,000
Ruben Ingold Park 1,000 0 1,000
Ted Watkins Memorial Regional Park 6,755,000 3,619,000 3,136,000
Various 2nd District Projects 1,625,000 1,625,000 0
Wiseburn Park 350,000 71,000 279,000
Centinela Office Building 3,929,000 0 3,929,000
Public Health
South Health Center 20,144,000 20,000,000 144,000
Public Library
Carson Library 1,000 1,000 0
Culver City Julian Dixon Library 112,000 0 112,000
East Rancho Dominguez Library 6,951,000 0 6,951,000
Gardena Library 1,000 0 1,000
Lawndale Library 512,000 8,000 504,000
Public Ways/Facilities
Various 2nd District Roads 4,122,000 472,000 3,650,000

Public Works - Airports
Compton Airport 239,000 239,000 0
Sheriff Department
Athens Station 9,146,000 0 9,146,000
Carson Station 7,990,000 0 7,990,000
Lennox Station 1,250,000 1,250,000 0
Trial Courts
Compton Courthouse 450,000 0 450,000
Various Capital Projects
Earvin “Magic” Johnson Rec. Area 188,000 0 188,000
Lennox Station 3,867,000 0 3,867,000
South Central Area Office 191,000 0 191,000
Various 2nd District Projects 7,006,000 0 7,006,000
Victoria Golf Course 762,000 142,000 620,000
Subtotal - Second District by
Operating Budget/Program $235,329,000 $120,064,000 $115,265,000
Third District
Beaches and Harbors
Broad Beach 412,000 172,000 240,000
Dan Blocker Beach 4,277,000 700,000 3,577,000
Malibu Beach 718,000 100,000 618,000
Surfrider Beach 166,000 103,000 63,000
Various 3rd District County Beaches 352,000 352,000 0
Venice Beach 2,868,000 276,000 2,592,000
Will Rogers State Beach 8,571,000 1,394,000 7,177,000
Zuma Beach 588,000 58,000 530,000
Childcare Facilities
Various 3rd District Projects 10,000 0 10,000
Fire Department
Fire Camp 13 3,585,000 3,585,000 0
Fire Station 67 - Calabasas 322,000 322,000 0
Fire Station 69 - Topanga 640,000 640,000 0
Fire Station 71 - Malibu 5,184,000 5,184,000 0
Pacoima Facility 1,480,000 1,480,000 0
Health Services
Mid-Valley Comprehensive Health Ctr. 6,757,000 2,600,000 4,157,000
Sun Valley Health Center 390,000 0 390,000
Parks and Recreation
El Cariso Community Regional Park 3,415,000 2,083,000 1,332,000
Hollywood Bowl 332,000 0 332,000
John Anson Ford Amphitheatre 83,000 0 83,000
Mission Canyon Trail 872,000 222,000 650,000
Various 3rd District Projects 8,124,000 8,124,000 0
Virginia Robinson Gardens 936,000 733,000 203,000
Public Library
Topanga Library 4,122,000 52,000 4,070,000
Public Library ACO
Malibu Library 2,646,000 2,646,000 0
Public Works - Airports
Whiteman Airport 1,523,000 1,523,000 0
Trial Courts
Malibu/Calabasas Courthouse 174,000 0 174,000
San Fernando Courthouse 38,000 0 38,000
Santa Monica Courthouse 246,000 0 246,000
Various Capital Projects
Fire Station 67 433,000 0 433,000
John Anson Ford Amphitheatre 89,000 0 89,000
Malibu Beach 439,000 0 439,000
Point Dume Beach 4,536,000 0 4,536,000
Santa Monica State Beach 2,000,000 0 2,000,000
Surfrider Beach 1,377,000 107,000 1,270,000
Topanga State Beach 224,000 11,000 213,000
Various 3rd District Projects 40,828,000 0 40,828,000
Zuma Beach 4,295,000 0 4,295,000
Subtotal - Third District by
Operating Budget/Program $113,052,000 $32,467,000 $80,585,000

Fourth District
Animal Care and Control
Downey Shelter 243,000 0 243,000
Beaches and Harbors
Dockweiler State Beach 787,000 0 787,000
Manhattan Beach 14,000 0 14,000
Marina del Rey Beach 1,141,000 0 1,141,000
Redondo Beach 5,525,000 787,000 4,738,000
Various 4th District County Beaches 933,000 933,000 0
Community and Senior Services
Various 4th District Projects 2,123,000 0 2,123,000
Health Facilities Capital Improvement Fund
Rancho Los Amigos Medical Center 6,644,000 6,644,000 0
Health Services
Rancho Los Amigos Medical Center 525,000 0 525,000
Human Resources
Rancho Los Amigos South Campus 180,000 0 180,000
Internal Services Department
Rancho Los Amigos South Campus 60,056,000 60,056,000 0
Marina del Rey ACO
Marina del Rey Beach 5,926,000 5,926,000 0
Parks and Recreation
Adventure Park 59,000 0 59,000
Amigo Park 50,000 0 50,000
Bill Blevins Park 78,000 0 78,000
Cerritos Community Regional Park 1,027,000 144,000 883,000
Countrywood Park 83,000 0 83,000
Friendship Community Regional Park 6,000 0 6,000
Lakewood Golf Course 5,604,000 0 5,604,000
Los Amigos Golf Course 4,563,000 875,000 3,688,000
Los Robles Park 49,000 38,000 11,000
Los Verdes Golf Course 985,000 0 985,000
Pepperbrook Park 198,000 0 198,000
Peter F. Schabarum Regional Park 987,000 90,000 897,000
Rowland Heights Park 165,000 0 165,000
South Coast Botanic Gardens 16,000 16,000 0
Various 4th District Projects 7,918,000 7,918,000 0
William Steinmetz Park 23,000 22,000 1,000
Los Padrinos Juvenile Hall 1,256,000 0 1,256,000
Probation Contracts Office - Painter Ave. 83,000 0 83,000
Probation Headquarters 120,000 0 120,000
Rancho Los Amigos South Campus 2,000,000 0 2,000,000
Public Defender
Lomita 47,000 0 47,000
Public Health
Torrance Health Center 2,780,000 0 2,780,000
Public Library
East San Gabriel Valley Library 33,977,000 0 33,977,000
Public Library Headquarters 125,000 0 125,000
Public Ways/Facilities
Various 4th District Projects 14,865,000 0 14,865,000
Sheriff Department
STARS Center 9,744,000 0 9,744,000
Trial Courts
Long Beach Courthouse 2,740,000 2,740,000 0
Various Capital Projects
Avalon Lifeguard/Paramedic Station 629,000 0 629,000
Countywide Data Center 5,500,000 5,500,000 0
Marina del Rey Station 5,236,000 4,999,000 237,000
Rancho Los Amigos North Campus 4,800,000 4,800,000 0
Rancho Los Amigos South Campus 11,363,000 6,500,000 4,863,000
Various 4th District Projects 1,013,000 0 1,013,000
Subtotal - Fourth District by
Operating Budget/Program $202,186,000 $107,988,000 $94,198,000

Fifth District
Animal Care and Control
East Antelope Valley 14,776,000 14,776,000 0
Lancaster 4,855,000 0 4,855,000
Del Valle ACO Fund
Del Valle Training Center 377,000 377,000 0
Fire Department
Fire Camp 14 3,188,000 3,188,000 0
Fire Camp 8 298,000 298,000 0
Fire Station 104 - Santa Clarita Valley 16,857,000 16,857,000 0
Fire Station 108 - Santa Clarita Valley 619,000 619,000 0
Fire Station 111 - Saugus 268,000 268,000 0
Fire Station 114 - Lake Los Angeles 214,000 214,000 0
Fire Station 128 - Santa Clarita Valley 8,282,000 8,282,000 0
Fire Station 132 - Santa Clarita 8,537,000 8,537,000 0
Fire Station 138 876,000 876,000 0
Fire Station 142 - South Antelope Valley 1,935,000 1,935,000 0
Fire Station 143 - Santa Clarita 10,003,000 10,003,000 0
Fire Station 150 - Santa Clarita Valley 18,425,000 18,425,000 0
Fire Station 156 - Santa Clarita Valley 7,369,000 7,369,000 0
Fire Station 174 300,000 300,000 0
Fire Station 195 400,000 400,000 0
Mount Wilson Toll Road 112,000 112,000 0
Health Facilities Capital Improvement Fund
High Desert MACC 2,500,000 2,500,000 0
Olive View-UCLA Medical Center 26,293,000 26,293,000 0
Health Services
High Desert Multi-Serv. Amb. Care Ctr. 287,000 0 287,000
Olive View-UCLA Medical Center 3,112,000 0 3,112,000
Mental Health
Olive View Medical Center 9,621,000 2,971,000 6,650,000
Museum of Natural History
William S. Hart Regional Park 54,000 54,000 0
Parks and Recreation
96th Street Trail 87,000 87,000 0
Acton Park 39,000 0 39,000
Altadena Golf Course 3,000,000 250,000 2,750,000
Arcadia Community Regional Park 5,105,000 4,769,000 336,000
Castaic Lake Recreation Area 13,874,000 2,654,000 11,220,000
Charles F. Farnsworth Park 45,000 45,000 0
Charles White Park 2,000,000 0 2,000,000
Charter Oak Local Park 521,000 521,000 0
Copperhill Park 1,133,000 803,000 330,000
Crescenta Valley Community Reg. Park 93,000 93,000 0
Dave March Park 373,000 0 373,000
Everett Martin Park 3,397,000 3,326,000 71,000
Frank G. Bonelli Regional Park 2,382,000 1,753,000 629,000
George Lane Park 1,398,000 1,345,000 53,000
Hasley Canyon Park 200,000 0 200,000
Indian Falls Trail 598,000 598,000 0
Jake Kuredjian Park 30,000 30,000 0
Loma Alta Park 2,198,000 0 2,198,000
Los Angeles County Arboretum 30,000 30,000 0
Marshall Canyon Regional Park 4,305,000 3,609,000 696,000
North County 98,000 98,000 0
Pamela Park 184,000 184,000 0
Peck Road Water Conservation Park 200,000 200,000 0
Placerita Canyon Natural Area 2,002,000 458,000 1,544,000
Richard Rioux Memorin Sorensen Park 9,912,000 809,000 9,103,000
Various 5th District Projects 9,788,000 4,138,000 5,650,000
Vasquez Rocks Natural Area 5,318,000 2,061,000 3,257,000
West Creek Community Reg. Park 237,000 237,000 0
William S. Hart Regional Park 2,102,000 350,000 1,752,000
Barry J. Nidorf Juvenile Hall 8,842,000 0 8,842,000
Camp Challenger 1,568,000 280,000 1,288,000
Camp Rockey 1,193,000 0 1,193,000
Camp Scudder 98,000 0 98,000
Public Library
Acton/Agua Dulce Library 788,000 0 788,000
La Crescenta Library 776,000 9,000 767,000
Lake Los Angeles Library 499,000 0 499,000
San Gabriel Library 39,000 0 39,000
Public Works - Airports
Brackett Field 696,000 696,000 0
Public Works - Flood
Eaton Yard 773,000 773,000 0
Sheriff Department
Altadena/Crescenta Valley Station 1,367,000 0 1,367,000
P. Pitchess Honor Rancho 134,228,000 0 134,228,000
Santa Clarita Valley Station 407,000 0 407,000
Temple Station 15,937,000 3,713,000 12,224,000
Trial Courts
M. D. Antonovich Antelope Valley Court 786,000 0 786,000
Santa Anita Courthouse 356,000 0 356,000
Various Capital Projects
Various 5th District Projects 21,000,000 1,103,000 19,897,000
Subtotal - Fifth District by
Operating Budget/Program $399,917,000 $159,876,000 $240,041,000

Fire Department
Various Fire Facilities 8,607,000 8,607,000 0
Health Services
Various Health Facilities 3,984,000 0 3,984,000
Public Library
Various Library Facilities 521,000 0 521,000
Sheriff Department
Various Sheriff Facilities 7,125,000 0 7,125,000
Various Capital Projects
Various Capital Projects 56,377,000 3,250,000 53,127,000
Subtotal - Non-District $76,614,000 $11,857,000 $64,757,000
Grand Total $1,440,928,000 $557,598,000 $883,330,000

Public Ways and Facilities Projects



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