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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 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 ( 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 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
– – 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 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 200