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 firstname.lastname@example.org
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 County.
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 situation. 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.
Expenditures, Revenue and Debt Management Expenditures 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. Revenue 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 Services. • 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.
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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.
Geography 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.
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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 take. • 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 perspective. • 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 services. 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 Valley. 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 existence. 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.
Incorporation 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.
Immigrants 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 pumps.
Agriculture 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 10,441,080 Total Population Unincorporated Areas County of Los Angeles 1,095,276 Los Angeles County makes up about 27 percent of the state’s 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 Eastmont 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 Cornell Las Virgenes/Malibu Canyon Malibou Lake Malibu Bowl Malibu Highlands Malibu/Sycamore Canyon 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) 4 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 Sunland/Sylmar/Tujunga (adjacent) 5 Sunshine Acres 1 Three Points 5 Topanga Canyon 3 Fernwood Glenview Sylvia Park Topanga 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
Hello-Goodbye 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.
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 Sathyavagiswaran Chief Medical Examiner-Coroner (Appointed 2/18/92)
Anthony T. Hernandez Director (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.
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 paraphernalia. • Pursued, in collaboration with the Child Support Services Department, parents evading child support obligations even after arrest and bench warrants have been issued for failure to appear in criminal court. Resulted in increased accountability and the collection of much-needed financial support for children. Major Objectives 2009-2010 • Expand the Electronic Subpoena Project to Los Angeles County Sheriff’s Department and local law enforcement agencies based on the successful partnership with LAPD. • Expand the use of the eSCARS system to all city prosecutors and all law enforcement agencies in Los Angeles County. eSCARS allows children’s services and law enforcement agencies to electronically “cross-report” allegations of child abuse as well as search prior histories and consolidate case files. • Implement IHSS Fraud Program - a collaborative effort between the Department of Public Social Services and the District Attorney’s Office to identify, investigate and prevent fraudulent activity in the In-Home Supportive Services program. • Update the EscapingJustice.com website to include new cases of fugitives who have committed serious crimes in Los Angeles County and fled the United States. The website was created in 2004 to spotlight a Mexican Supreme Court decision barring the extradition of killers facing life sentences in the United States. The Mexican Supreme Court eventually reversed its decision. All highlighted fugitives have been apprehended, convicted and sentenced.
P. Michael Freeman Fire Chief (Appointed 2/13/89)
Fiscal Year 2009-2010 Budget Fire District Gross Total $939,017,000 Less Intrafund Transfer $ 0 Net Total $939,017,000 Revenue $939,017,000 Net County Cost $ 0 Positions 4,396 Lifeguard Services Gross Total $28,419,000 Less Intrafund Transfer $0 Net Total $28,419,000 Revenue $0 Net County Cost $28,419,000
The Fire Department provides prompt, skillful and cost-effective fire suppression and life-saving services to protect more than 4 million residents, the environment and property within its 2,296-square-mile jurisdiction, including 58 cities and all unincorporated areas. It also serves the City of La Habra in Orange County. Established in 1923, the department has evolved into a world renowned public safety agency made up of almost 5,000 emergency and business professionals. Major Accomplishments 2008-2009 • Reached key disaster response planning milestones, including a major air/sea drill, the preparation of catastrophic staffing and business continuity plans, and operational recommendations for challenges facing firefighters in a major earthquake as part of the statewide Golden Guardian Exercise. • Launched the multi-year Ready! Set! Go! Wildfire Education Campaign, including fire expo events in several urban wildland interface communities to help teach residents how to prepare their homes and themselves for a major wildfire. • Completed technical requests for proposal to engineer the infrastructure needed for the Los Angeles Regional Interoperable Communications System (LA-RICS) to improve interoperability between all public safety agencies. • Furthered “green” vehicle initiatives by replacing 50 paramedic squads, utility, fire patrol and support vehicles with Clean Idle Certified diesels, improving fuel economy up to 50 percent over replaced vehicles, and purchased five Clean Idle Certified diesel hybrid truck chassis to replace camp crew carriers. • Received first fire station category Leadership in Energy and Environmental Design (LEED) certifications for Fire Stations 93 (silver rating) and 136 (gold rating). • Installed more than 700 automatic vehicle locator systems on fire engines, ladder trucks, paramedic squads, and other first responder vehicles to improve the department’s ability to deploy and reposition firefighting equipment resources to where they are needed during multiple alarm responses and major incidents. • Completed the Mt. Wilson toll road repair project in collaboration with the Fifth Supervisorial District, Chief Executive Office, City of Pasadena Department of Water and Power, California Emergency Management Agency, and the Federal Emergency Management Administration. • Developed a comprehensive financial plan to project the department’s financial outlook through Fiscal Year 2011-12 and outline plans to mitigate the projected funding shortfall, while maintaining stable funding for emergency services. • Provided all fire and lifeguard captains with Firefighter Bill of Rights, AB220 and supervision and leadership training. • Enhanced structure protection and increased defensible space by creating 200-foot brush clearance along 225 acres of Mountains Recreation Conservancy Land in the wildfire-prone communities of Malibu and Santa Clarita. Major Objectives 2009-2010 • Address fiscal sustainability by reviewing all beach lifeguard contracts and recommending changes for enhanced revenue; monitoring, updating and providing timely recommendations for execution of the District financial plan; and preparing the supplemental cap ballot measure for special tax. • Position the department for alignment with LA-RICS operational parameters by providing input and guidance on joint powers authority board of directors, legislative and finance committees. • Collaborate with Public Health, Health Services and Chief Executive Office to proactively address biological risks for departmental personnel and the public by developing a workforce protection and sustainability plan that will ensure that the department’s workforce will be able to continue its critical service delivery.
Grand Jury, Criminal and Civil
Edward T. McIntyre Foreperson 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 applicants. • 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.
Probation 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 individuals. • 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.
Sheriff The Los Angeles County Sheriff’s Department (LASD) is the largest sheriff’s department in the world, comprising more than 18,000 budgeted personnel, including sworn and professional staff. The LASD is responsible for more than 10 million residents, providing direct law enforcement services to approximately 3 million of those residents who live in the 130 unincorporated communities and 40 contract cities. Additionally, the LASD provides law enforcement services to nine community colleges, the Metropolitan Transportation Authority, and the 48 Superior Courts of the country’s largest court system. The LASD also has the responsibility of housing, feeding, medically treating, and securing approximately 19,000 inmates in eight custody facilities in the nation’s largest jail system. Deputies answering calls for service diplomatically navigate through more than 100 cultures and languages on a day-to-day basis. Deputies patrol through coastal beaches, city streets, mountain roads and even in the water and sky. Meanwhile, detectives from Narcotics Bureau, Homicide Bureau, Special Victims Bureau, Major Crimes Bureau, Arson/Explosives Detail, and Operation Safe Streets Bureau are initiating or completing other investigations. The LASD maintains specialized search and rescue teams which often deploy from helicopters (Air-5), mounted patrol, and rescue teams to emergencies or disasters anywhere within the county and sometimes beyond. Many of the team members are reserve sheriff’s deputies and volunteers who bring specialized skills or training to the LASD, including specialized training in swift water and ocean rescue operations. Major Accomplishments 2008-2009 • Began construction of the new 33,750-square-foot South Los Angeles Station to replace Lennox Station, with an anticipated opening in spring 2010. The station will provide policing services for the unincorporated county areas of Lennox, El Camino Village, Athens, Del Aire, Wiseburn, and the contract city of Lawndale. • Installed digital briefing boards in 83 Sheriff’s Department facilities, allowing dissemination of training and other messages department-wide; and video conferencing in 43 Sheriff’s facilities. • Piloted a system at Lakewood Station and the Inmate Reception Center to automate and standardize complex scheduling responsibilities. • Implemented Education-Based Discipline throughout the Sheriff’s Department. It has been presented with great acclaim locally, at Harvard Law School, with the National Sheriff’s Association, and the International Association of Chiefs of Police. • Detailed the gang strategy of the Sheriff’s Department in the LASD booklet Confronting the Gang Crisis, and contributed to the DVD entitled “Coming Together to End Gang Violence: Light at the End of the Tunnel.” Major Objectives 2009-2010 • Plan for the future with the Jail Master Plan, which includes the creation of a new female facility at Pitchess Detention Center and replacement of Men’s Central Jail. • Facilitate planning efforts for the relocation of Sheriff’s Headquarters to a newly refurbished Hall of Justice. • Complete construction and begin operations of the new South Los Angeles Station. • Implement Phase II of the Automated Employee Scheduling System department-wide. • Roll out the County TIMEI document to consolidated timekeeping units, such as custody facilities, to better meet the timekeeping needs of the department. • Complete upgrades to the pistol range and gymnasium at the Eugene C. Biscailuz Training Center in East Los Angeles as part of renovation to return academy training to the facility. • Redevelop the department website (www.LASD.org) to include web 2.0 technology to better serve the public and employees, allowing for greater information sharing.
Employees Tell Residents “You Count!” County employees waged an aggressive campaign to get residents to take part in the 2010 Census count, working in partnership with the U.S. Census Bureau and community organizations. With the slogan “You Count!” the County’s Complete Count Committee participated in Census walks, outreach to the homeless, community workshops, and events to educate and assist residents to fill out their forms. Employees posted large bright yellow posters in more than 300 bus shelters, in County facilities and Superior Court buildings. Hundreds of thousands of flyers were distributed in eight languages, and banners hung in sites around the County. Public service announcements were created, videos were displayed in waiting rooms and a website created. The goal was to achieve a complete count since population is the basis for funding for schools, jobs, hospitals, libraries, parks, roads and other important services. It is estimated that due to the undercount in the 2000 Census, the County lost $636 million in federal funds alone over the decade.
County Experiences Largest Fire in Its History 2009 was the year of the disastrous Station Fire, the largest fire in L.A. County history. Sparked by an arsonist on Aug. 26, 2009, the fire burned 161,189 acres – 250 square miles – in the Angeles National Forest before it was fully contained 52 days later. It claimed 89 homes and 26 commercial properties, but more tragically, the lives of two County firefighters, Fire Captain Tedmund “Ted” Hall and Fire Fighter Specialist Arnaldo “Arnie” Quinones. Local, state and federal agencies spent an estimated $89 million to fight the fire. Additionally, the County sustained $10.3 million in damage to its infrastructure and had to spend an estimated $9.4 million for roadway culvert upgrades and debris basin cleanouts and modifications. The fire prompted the Los Angeles County Fire Department to urge the U.S. Forest Service to change its policies, including easing the restrictions on water-dropping flights at night and increasing brush clearance requirements.
County Honors Two Firefighters Killed in Station Fire U.S. Vice President Joe Biden, California Gov. Arnold Schwarzenegger, Board of Supervisors Chairman Don Knabe, and Fire Chief P. Michael Freeman were among those honoring Los Angeles County Fire Captain Tedmund “Ted” Hall and Fire Fighter Specialist Arnaldo “Arnie” Quinones at a memorial service at Dodger Stadium on Sept. 12, 2009. The two firefighters were killed in the Station Fire on Aug. 30, 2009 when their truck plunged into a canyon near Mount Gleason outside Palmdale as they were trying to find an escape route for dozens of inmate firefighters at a camp that was overrun by thick smoke and advancing flames. Approximately 5,000 uniformed firefighters from across the country also joined in the tribute for Hall, 47, and Quinones, 34. Quinones’ wife was pregnant with their first child at the time of his death and gave birth to 8 lb. 2 oz. Sophia Grace just several weeks later on Sept. 22. Members of the community made generous donations to the families of the firefighters, and a special Camp 16 memorial T-shirt raised more than $100,000 in just 30 days, with proceeds distributed evenly to the two families. A special edition of the County Digest was published to honor Hall and Quinones.
Departments Unify to Protect Residents The destruction caused by the Station Fire raised the risk of potential winter season debris flows within foothill communities. Aware of this heightened risk, the County Public Works Department implemented additional protective measures as part of the routine winter season preparation of its flood control system. These measures included maximizing the capacity of 28 debris basins within the burn areas and the installation of K-Rail diversion structures on several neighborhood streets in at-risk communities. Public Works engineers also provided advice to more than 500 homeowners on how to help protect their properties from debris flows. In an unprecedented action, County Public Works, Fire and Sheriff’s Departments joined forces to create the Foothills Incident Unified Command to develop contingency plans and respond in the event of debris flow incidents. At the same time, the Board of Supervisors approved establishment of the Coordinated Agency Recovery Effort, a comprehensive community and media outreach program designed to alert at-risk residents about the dangers of anticipated debris flows and to educate them about the flood control system and the steps being taken to protect their communities. Despite several intense storms throughout the winter season, the flood control system performed as it was designed to do. Debris basins captured more than 1 million cubic yards of material that otherwise would have inundated local communities. The only significant incident occurred Feb. 6, 2010 when a boulder, estimated to weigh four tons, blocked a debris basin in La Cañada Flintridge, causing a debris flow that destroyed two homes, damaged 19 others and destroyed or damaged 25 vehicles. Subsequent disaster declarations paved the way for federal funds to assist in storm-related recovery efforts. The effects of the fire will be felt for years. The County has spent millions of dollars preparing for storms and undertaking subsequent cleanup and recovery work and officials say it could cost millions more in preparation and cleanup efforts before the denuded watersheds recover. Additionally, the County Flood Control District will likely have to accelerate its program of removing sediment deposited behind its reservoirs.
County Employees Assist Victims of Haiti Earthquake When a 7.0 earthquake hit the island of Haiti on Jan. 12, 2010, the Los Angeles County Fire Department’s Urban Search and Rescue Team, California Task Force 2, was mobilized within hours and onsite within 36 hours. The 75-member team worked 14 days to rescue people trapped under collapsed structures in what has been described as one of the worst disasters in modern history. Upon their return, a second 10- member team was deployed to respond to any further collapsed structure rescue needs and to provide humanitarian aid to local orphanages. This team spent nine days building and providing large tents, sleeping cots and electrical generators for five orphanages. A trauma team from County+USC Medical Center, cited as one of the most experienced in the U.S., also spent a week in Haiti, arriving Jan. 17 to assist with medical relief efforts. Employees at home joined in the effort to assist Haiti by sponsoring a campaign to seek donations for aid organizations working to help the earthquake victims.
Rescuers Welcomed Home from Haiti Family and friends joined County officials in welcoming rescue team members home from Haiti Jan. 28 in an emotional ceremony at the department’s Urban Search and Rescue headquarters in Pacoima. On Feb. 11, Gov. Arnold Schwarzenegger joined the Board of Supervisors and Fire Chief P. Michael Freeman in a ceremony attended by 500 fellow employees, family and friends at department headquarters to honor rescuers for their efforts. Rescuers said the assignment was difficult and overwhelming, but gratifying, with extreme emotional highs and lows. “It was the most emotional feeling I’ve ever felt in my life,” said one, describing the rescue of a man who had been buried for days. The crowds chanted “USA! USA!” as rescuers pulled people from rubble. “We salute you,” said Chief Freeman. “You worked long and hard and you saved lives. You were the face of the U.S.A.– a face of caring and kindness. Welcome home.”
County Program Creates More Than 10,000 Jobs A major program available through September 2010 is the 10,000 Jobs Program, created to find temporary jobs for low income individuals, using more than $180 million in federal Stimulus funds to boost the economy. The program exceeded its goal 11 months after its introduction. Supervisor Don Knabe, who introduced the motion creating the 10,000 Jobs Program, said the County is working with federal legislators to try to extend the funding beyond its expiration in September. Under a key provision of the program, temporary subsidized jobs are created in public and private agencies, with the government paying 80 percent of the employees’ costs and the employer providing a 20 percent match in cash, training or supervision costs. The Department of Public Social Services supervises the program, but contracts with the South Bay Workforce Investment Board to place participants in jobs. Though jobs are temporary, the hope is that they may lead to permanent employment.
Human Services Child Support Services The Child Support Services Department (CSSD) is the largest locally operated child support agency in the nation and manages approximately 425,000 cases, comprising slightly more than 26% of the total statewide child support caseload. CSSD was created as a new County department in July 2001 and has in its short tenure, evolved from a strict law enforcement organization into a full-scale human services agency with a mission of “improving the quality of life for children and families of Los Angeles County by providing timely, accurate and responsive child support services.” CSSD is charged with promptly and effectively establishing, modifying, and enforcing child support obligations, including medical support, and determining paternity to children born out-of-wedlock. CSSD is committed to improving the well-being of children, promoting the self-sufficiency of families and providing outstanding customer service to its case participants and partners. Major Accomplishments 2008-2009 • Met or exceeded all federal performance measures required of local and state child support agencies. • Developed improved collaboration strategies with the Department of Children and Family Services, Department of Public Social Services and Department of Mental Health by establishing departmental liaisons, and interdepartmental training regarding policies and procedures. • Converted to new statewide computer system. • Implemented an electronic outbound calling program to cell phones for outreach to CSSD customers. • Reduced customer call wait times to historic low of less than five minutes. • Implemented new customer service program to research and respond daily to more than 100 participant e-mail inquiries. • Developed program to outreach to homeless case participants through public and private sector partnerships. • Honored with the Quality and Productivity Commission’s recognition at the annual PQA luncheon for collaboration with the District Attorney on the Child Support Arrest Warrant Project. • Achieved successful transition of CSSD’s business process to a case ownership business model. Major Objectives 2009-2010 • Continue to meet or exceed federal performance standards in the areas of current support and arrears collections. • Increase total child support collections by 2.4%. • Develop improved collaboration with the Superior Court and Family Law Facilitator to enhance participant access to the courts.
Children and Family Services The Department of Children and Family Services (DCFS), with public, private and community partners, provides quality child welfare services and supports so children grow up safe, healthy, educated and with permanent families. The department has maintained a diligent focus on the three key outcomes for every child it serves: • Improved Permanence – Shorten the timelines to permanency for children removed from their families with a particular emphasis on reunification, kinship and adoption. This also includes reductions in the aging-out population. • Increased Safety – Significantly reduce the recurrence rate of abuse or neglect for children investigated and the rate of abuse in foster care. • Reduced Reliance on Out-of-Home Care – Reduce reliance on removing children from their homes through expansion of alternative community-based strategies to help families. The strategies used to achieve the outcomes include: • Point of Engagement to provide more thorough evaluations and needed services to children and families within their homes and communities; • Structured Decision-Making, a risk-assessment tool used by social workers; • Team Decision Making, bringing all interested persons to the table regarding a child’s placement, and other critical decisions; • Concurrent Planning to assist in reunifying children with their families early on, while working on alternate permanency plans for those who cannot return home safely; • Permanency Partners Program to find permanent homes for older youth. • Prevention, offering more services to families at risk in collaboration with other County departments and community partners. • Wraparound, an integrated, multi-agency, community-based planning process grounded in a philosophy of unconditional commitment to support families to safely and competently care for their children. Major Accomplishments 2008-2009 • Maintained (-.1%) percentage of children adopted within 24 months of initial placement. • Reduced the number of children (1,371 less, 13.8%) in long-term foster care. The average length of time children spent in foster care decreased by 10 days (2%). • Provided 33,480 children in-home and out-of-home services, including 16,710 in foster care, 8,388 of whom were living in relative/non-relative extended family member homes. • Implemented the Prevention Initiative Demonstration Project, a community-approach program funded by Title IV-E Waiver, to keep children safe and prevent families from entering and re-entering the County’s health and human services system. • Increased use of Structured Decision-Making, a research- based tool that provides social workers and supervisors a framework to ensure consistent decision-making. • Implemented Parents in Partnership Program, parents who have reunited with their children and are working to support newly involved parents to DCFS. • Provided, through the Pomona Family First Unit, intensive services to families to reduce the length of time children are in foster care and reduce timelines to permanency. • Worked jointly with the Department of Mental Health to address the needs of children and youth in the foster care system as a result of the Katie A. settlement agreement. Major Objectives 2009-2010 • Continue to enhance well-being of children and families by collaborating with community partners and County agencies to share and leverage resources and information. • Reduce caseloads/workloads for social workers to spend more time with families doing quality assessments. • Improve the quality and efficiency of the program operation to ensure compliance with public mandates and expectations.
Community Development Commission/ Housing Authority The Community Development Commission/Housing Authority (CDC) administers the County’s housing and community development programs, including various economic development, business revitalization, public and social service block grants, and loan programs. The CDC utilizes federal funds to create financing programs for the unincorporated areas of the County and 47 cities, and operates rental assistance programs for low-income persons, including offering Section 8 voucher rental assistance subsidies. The Housing Authority owns and manages 2,961 public housing units throughout the County. It also offers eligible low-income households homeownership opportunities through community outreach programs, homebuyer education efforts, individual credit counseling, and deferred loans for down payment and other financial assistance. Major Accomplishments 2008-2009 • Received a standard performer rating under the Section 8 Management Assessment Program (SEMAP) and worked with the U.S. Department of Housing and Urban Development (HUD) on satisfactorily closing the corrective action plan. • Created new affordable housing opportunities by expending almost $32 million to help construct 462 affordable and special needs housing units, $19 million to rehabilitate 641 housing units, $7.4 million to fund homeless services and acquire/construct homeless shelters, and almost $9.4 million to assist 89 families in purchasing their first homes. • Submitted the One Year Action Plan, funding the Community Development Block Grant (CDBG) at $29.9 million, HOME Investment Partnerships (HOME) at $12.4 million, and Emergency Shelter Grant (ESG) at $1.3 million. • Began construction of Phase 1 of the Florence Streetscape Project. • Averaged an annual public housing occupancy rate of 97%. • Submitted 18 proposals totaling more than $114.3 million for funding made available in the American Recovery and Reinvestment Act of 2009 (ARRA). As of October 2009, the CDC had been awarded more than $33.6 million of this funding. Major Objectives 2009-2010 • Achieve a standard or high performer rating in the SEMAP and enhance the administration of the Section 8 program. • Issue 98% of available vouchers and inspect 90% of initial contract units within seven working days. • Create new affordable housing opportunities by expending almost $30 million to help construct 342 affordable and special needs housing units, more than $18.5 million to rehabilitate 714 housing units, $13.8 million to fund homeless services and acquire/construct homeless shelters, and almost $25.3 million to assist 150 families in purchasing their first homes. • Implement and maintain grant compliance and accountability for projects totaling $48.6 million in CDBG, HOME and ESG; $37.1 million in ARRA funding and $21 million in County Homeless Housing Program Funds, City and Community Program (HHPFCCP) through real-time programmatic and financial monitoring. • Complete Phase 1 of the Florence Streetscape Project from Central Avenue to the Blue Line Station. • Apply for $20 million in HUD funding for the South Health Center Project in the Willowbrook Redevelopment Area. • Implement a paperless unit inspection system within Housing Management that utilizes handheld inspection tablets. • Monitor to ensure all ARRA funds are being spent in compliance with the applicable expenditure and program requirements.
Community and Senior Services Community and Senior Services (CSS) and its community partners are committed to the delivery of quality services that promote independence, dignity, choice, and wellbeing to seniors, adults, and youth. By providing a wide variety of programs, CSS is able to respond to and mediate numerous issues in the community through direct services and utilization of a large collaborative network of providers and County departments. Programs include protective and supportive services to seniors and disabled persons and linkage of services between employers and potential employees, including asneeded training and placement assistance for all age groups. CSS also investigates and reviews complaints involving law enforcement and other County departments and works for the advancement of healthier intergroup relations and human rights through community support and institutional change in the diverse multi-cultural county. Major Accomplishments 2008-2009 • Launched the Seamless Senior Services (S3) with multiple County departments and the Los Angeles City Department of Aging as a means to identify ways to integrate services for seniors. • Introduced the innovative “Be Well” program to provide quality services to seniors regarding nutrition, exercise and emotional health. • Established a joint aging and disabilities website with the Area Agency on Aging (AAA) and the Los Angeles City Department of Aging to assist consumers, caregivers and providers in locating services. • Implemented the Social Assistance Management System to allow AAA contractors to input data that can be more accurately tracked by AAA. • Produced public service announcement for broadcast on commercial and public stations to explain the services provided by the Office of the Ombudsman. • Implemented Phase 2 of the Ombudsman’s client tracking system, including a mail merge feature, specific management reports requested by the Sheriff’s Department and a graffiti tracking system module. • Provided violence prevention and intergroup relations strategies and approaches for the County’s development of a plan to reduce gang violence in four demonstration sites (Florence-Firestone, Pacoima, Harbor-Gateway and Monrovia-Duarte). • Launched the Project One: One Love. One Mic. One Song. to engage youth in music and songwriting competition to raise awareness of the zerohour: No Haters Here! youth anti-discrimination program and promote positive youth-oriented music partnering with Los Angeles’ music industry. • Received $33.7 million in American Recovery and Reinvestment Act (ARRA) funding to employ or train 5,000 youth and 1,500 – 1,800 adults and dislocated workers. Major Objectives 2009-2010 • Begin implementing, in collaboration with other County departments, 16 of the Seamless Senior Services (S3) recommendations developed by 2008-09 workgroups. • Enhance the joint Aging and Disabilities Resource Center (ADRC) website to expand access and provide a single point of contact for seniors, caregivers and the public regarding available services. • Explore the possibility of expanding Ombudsman services to the community and senior centers throughout the County. • Continue the implementation of the ARRA stimulus program by expanding existing programs and developing new employment services through June 2011, with continued emphasis on serving youth. • Continue efforts to foster harmonious and equitable intergroup relations and to empower communities and institutions by engaging key institutions such as the media, schools, law enforcement and communities in human relations programs and strategies.
Health Services The Department of Health Services (DHS) leads the County’s effort to provide personal health services to the residents of Los Angeles County, approximately 2 million of whom are uninsured. The department’s services are critical for the medically indigent, working poor, and those without access to other health care options. The department also provides high end specialty care services, such as trauma, burn and specialized medical interventions and procedures that are not available in community hospitals. Through university affiliations, County-run hospitals conduct postgraduate medical education for interns, residents and fellows, teaching nearly 42% of the graduating physician workforce. Major Accomplishments 2008-2009 • Opened new LAC+USC Medical Center, a state-of-the-art level 1 trauma center and teaching hospital. During move from old to new hospital, coordinated the transfer of more than 400 patients in a single day. • Instituted Strategic Initiative program to enhance ambulatory and urgent care services provided at the Martin Luther King, Jr. Ambulatory Care Center (MLK MACC), and provide funding to community clinics and area 911 receiving hospitals. • Began construction of new Olive View-UCLA Medical Center Emergency Department, which will double the size of the current treatment space. • Implemented two major emergency room decompression initiatives at Harbor-UCLA Medical Center in response to overcrowding: the Rapid Medical Screening of patients presenting to ensure quick evaluation and treatment, and the Cardiovascular Open- Access Rapid Evaluation, which expedites stabilizing treatment for patients with chest pain of a cardiac nature. • Executed several pharmaceutical management initiatives focused on formulary management, pharmaceutical purchasing strategies, medication safety, and drug recall system standardization. As a result, DHS documented $11 million in pharmaceutical annual cost savings. • Developed and implemented a core competency testing program for all DHS nursing personnel to ensure nursing staff meet established standards. Major Objectives 2009-2010 • Secure vital funding for County-run health services through negotiation of a new 1115 federal waiver. • Create, in coordination with the Chief Executive Office, a non-profit entity to begin the process to open a new Martin Luther King, Jr. Hospital under a proposal ratified by the County and the University of California in November 2009. • Establish the “Medical Home” model of care throughout DHS, including the Community Health Plan. • Designate, through the Emergency Medical Services Agency, approved hospitals as certified stroke centers. Designated hospitals will have specialists and advanced equipment for treatment of strokes available at all times. • Implement a core competency assessment and testing program for allied health caregivers.
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 system. • 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 groups. • Partnered with private agencies to provide an integrated service delivery model to serve the medical, behavioral, and mental health needs of indigent individuals in the Skid Row area. • Conducted care coordination services for more than 1,500 African American women and their infants to address birth disparities, including the development of “Are You Ready,” a brochure highlighting key information on nutrition and physical activity during pregnancy. • Improved the sewage spill notification procedure with various County, city, and state agencies, thus enhancing the early reporting system of sewage spills to the health officer so effective measures can be taken to protect the public’s health. • Improved department’s organizational effectiveness by implementing more efficient reporting systems for finances, supplies, and services (including SharePoint Invoice Exception and the Online Requisition System). Major Objectives 2009-2010 • Enhance the readiness and response capabilities of the department and external partners to assure Los Angeles County residents are protected from the public health consequences of natural or man-made disasters. • Improve population health and reduce disparities by addressing elements of the physical and social environments. • Reduce the child and adult obesity epidemics in Los Angeles County through increased collaboration, education, advocacy, and policy efforts with local jurisdictions and community partners. • Respond to the pandemic H1N1 virus, providing clinical and community guidance and establishing mass vaccination clinics for residents at high risk for flu-related complications with limited healthcare access.
Public Social Services The Department of Public Social Services (DPSS) is an ethnically and culturally diverse agency. The programs it administers are designed to alleviate hardship and promote family health, personal responsibility, and economic self-sufficiency. The department provides temporary cash and Food Stamps assistance, determines eligibility for free or low-cost health care programs, and administers an In-Home Supportive Services (IHSS) program to aged, blind and disabled adults and children. DPSS assists participants to find permanent housing, jobs, and prepare for employment. Major Accomplishments 2008-2009 • Collaborated with the Department of Community and Senior Services and communitybased organizations and delivered approximately 3,500 fans to at-risk elderly and disabled low-income individuals. This project received the County’s Quality and Productivity Commission “Traditional Award.” • Implemented the General Relief (GR) to Supplemental Security Income (SSI) project and transitioned almost 300 GR participants to SSI. As a result, the project has been extended beyond its original one-year timeframe and will result in a projected fiveyear County savings of more than $7.9 million. • Expanded the federal Linkages Project to six additional offices of the Department of Children and Family Services and corresponding DPSS Greater Avenues for Independence (GAIN) regional offices. • Assisted more than 7,400 California Work Opportunity and Responsibility to Kids (CalWORKs) homeless families to find and obtain subsidized permanent housing. • Placed more than 13,000 GR participants into employment. • Expanded e-mail access to all DPSS employees to enhance communication. • Received Productivity and Quality Awards (PQA) Personal Best Award for reducing almost $173,000 in departmental mail services, which will continue for years to come. • Received the 2009 PQA Certificate of Recognition for development of lobby teams that facilitated the verification process requirements mandated by the federal Deficit Reduction Act of 2005 for U.S. citizens and U.S. nationals. • Increased the number of restaurants participating in the Restaurants Meals Program from 320 to more than 500 restaurants where eligible homeless, disabled and elderly participants are able to use their Electronic Benefits Transfer (EBT) cards to purchase meals. During 2008-2009 more than 615,000 meals were served. • Continued aggressive Food Stamp outreach to improve the nutrition and well-being of low-income families, children and adults by increasing the number of Food Stamp Only cases from 224,000 in July 2008 to more than 267,000 cases in June 2009. Major Objectives 2009-2010 • Place 425 GR youths, ages 18 to 24, in subsidized employment for 32-40 hours per week at $10 an hour using federal Stimulus funds. • Implement the department Transitional Subsidized Employment Project by placing 10,000 participants into subsidized employment. • Collaborate with Department of Children and Family Services and Probation Department to ensure that all children exiting or emancipating from their respective programs are evaluated for Medi-Cal and Food Stamp benefits. • Develop and implement three new programs (eviction prevention, housing subsidy, and moving assistance) under the Homeless Prevention and Rapid re-Housing Program for families ineligible for CalWORKs affected by the economic downturn. • Acquire a mobile outreach van to deliver Food Stamps and Medi-Cal services to County residents in targeted locations, and also serve as an emergency response unit. • Begin implementing data mining technology to target child care fraud. • Achieve a 3 percent cost reduction in the department’s worker’s compensation liability by developing and implementing a risk exposure cost avoidance plan. • Expand the customer service center to additional offices and add a second site.
Harbor-UCLA Medical Center Expansion Underway Construction is underway on a $322.6 million surgery/emergency replacement project at Harbor-UCLA Medical Center near Torrance, marked by a groundbreaking ceremony Feb. 26, 2010. In September 2009 supervisors approved the final plans, using bond financing available through the federal Stimulus program, and site work began immediately. The project, expected to be completed by summer 2013, will increase the size of the emergency room from 25,000 square feet with 42 surgery bays to 75,000 square feet with 80 surgery bays, and add 190,300 square feet of new space for 16 surgery suites, adult and pediatric triage, a new entrance, lobby and waiting area. Officials say the expansion is greatly needed to reduce patient wait time at the emergency room, now averaging 14 hours. The project includes a heliport and 544-vehicle parking structure.
County Partners with UC to Reopen MLK Hospital The County and the University of California (UC) are moving forward to form an independent non-profit entity to open and operate a new Martin Luther King, Jr. Hospital at the site of the hospital closed in 2007. The UC Board of Regents voted unanimously in November 2009 to provide physicians and medical oversight for the hospital, and the County agreed to pay for construction and to provide one-time and ongoing funding to help finance hospital operational costs. The non-profit agency, governed by a seven-member board of directors appointed by the County and UC, will hold the license and operate the facilities under a long-term lease agreement. The County will spend an estimated $208.5 million to build out an existing patient tower for the replacement hospital, opting not to reopen the existing facility since it has significant seismic problems that would require extensive retrofitting. Plans call for completing construction in December 2012, opening the hospital and emergency department in 2013 and a multi-service ambulatory care center in 2014. The County is fast-tracking design and construction plans in an attempt to qualify for federal Stimulus funding for some of the capital projects. The Board of Supervisors approached UC in the spring of 2008 with the partnership proposal, and Supervisor Mark Ridley-Thomas, in whose district the facility is located, made opening the new hospital his top priority upon taking office in December 2008. The community has been actively involved in getting the hospital reopened, including leaders of six health foundations, health plans and health care providers who urged UC to partner on the project. More than 2,000 residents and stakeholders participated in community meetings on the project. Following the Regents’ vote, more than 300 residents and stakeholders celebrated at a rally; and several weeks later more than 700 persons packed the Board of Supervisors hearing room to thank supervisors for moving to restore quality medical services to underserved residents of South Los Angeles.
H1N1 Mass Vaccination Clinics People began lining up in the pre-dawn hours to obtain their H1N1 flu vaccinations when the Department of Public Health offered its first two public clinics on Oct. 23, 2009. By closing time, the two clinics had administered approximately 4,600 vaccinations, at a rate of about 300 per hour. Just three days into the operation of the program, it was clear that demand for the vaccine in Los Angeles County exceeded local and national supplies. The clinics were originally intended for people without health insurance or a regular health provider, but attracted residents from all sectors and from outside the County because many doctors did not have the vaccine due to a nationwide shortage. Long lines, high demand and limited supply prompted the department to begin restricting the shots to those who were in high-risk groups most susceptible to the H1N1 virus. The mass clinics ended Dec. 8 after 1.2 million doses of the vaccine were delivered
Largest Mobilization Ever for Public Health to private health care providers. The department administered 188,774 doses at 109 clinics. More than half the staff in Public Health assisted in the mass vaccination clinics, which were part of the largest mobilization of Public Health ever, with the possible exception of the polio immunization campaign in the mid-50s. At the height of the frenzy, the department was holding up to four press briefings in one week to quell the panic and ensure accurate information was disseminated. The H1N1 pandemic emerged in April 2009 and quickly became a global pandemic. As of February 2010, there were 97 deaths attributed to the virus in Los Angeles County.
Toy Loan Program Celebrates 75th Anniversary The Department of Public Social Services’ Toy Loan Program celebrated its 75th anniversary in 2010 and marked the occasion with exhibits in libraries, the department headquarters and the Hall of Administration, featuring historical photos dating back to the time the program began during the Great Depression. The first Toy Loan Center opened in a garage near Manchester Park; now there are more than 50 centers throughout the County, located in parks, children’s centers, libraries, housing projects, community service buildings and homeless shelters. Each center is different from the others, but all adhere to the basic tenets. Toys are loaned on a weekly basis, and the children are graded on returning toys on time and in good condition. After 20 good marks, children are rewarded with an honor toy of their choice. There is no charge to borrow toys, no membership dues, and no fines for late returns. All that is required is a membership application signed by a parent or responsible adult. Individuals, groups and toy manufacturers donate all the toys used in the program; and volunteers run the Toy Loan Centers. The Toy Loan Advisory Board oversees program policies and is an organization comprised of citizens who volunteer their time to ensure program integrity and oversight. The County provides key support, including a headquarters facility and a delivery truck. Toys are sorted, cleaned and repaired, if necessary, at the headquarters, then distributed to the various centers. At any given time, there are approximately 45,000 toys in circulation and at the headquarters facility. The program is a resource for teachers, school psychologists and County personnel, who borrow toys, books and games to enhance learning and stimulate communication in therapy. More than 30,000 children are served annually by the various services offered by the program. Information --including how to donate toys, location of Toy Loan Centers, and volunteer opportunities – is available online at www.ladpss.org/dpss/toyloan or by calling (213) 744-4344. Toy Loan is a non-profit c(3) agency and all donations are tax deductible.
Fifth Annual LA County Day at the Fair It was a day of fun and camaraderie as elected officials, department heads, employees and family members turned out for the Fifth Annual Los Angeles County Day at the Los Angeles County Fair on Sunday, Sept. 13, 2009. The day featured department booths promoting programs, a parade, a luncheon, a horse race in honor of the County, discount admissions, and for the first time a carnival game challenge. Chief Executive Officer William T Fujioka and his wife, Darlene, joined department heads and family members on floats at the head of the parade, throwing Mardi gras beads to fairgoers. Grand Marshals Supervisor Don Knabe and Sheriff Lee Baca, and their wives Julie and Carol joined in the bead-throwing from their convertibles. The County highlighted its award-winning website – lacounty.gov – in the parade and also in its display in the exhibition hall, spotlighting the many services and information available for residents and businesses online. LA County Day in 2010 will be Sunday, Sept. 11.
Recreation and Cultural Services Arts Commission The Los Angeles County Arts Commission fosters excellence, diversity, vitality, understanding and accessibility of the arts in Los Angeles County. The Arts Commission provides leadership in cultural services for the County, including information and resources for the community, artists, educators, arts organizations and municipalities. The Arts Commission awarded $4.5 million to 155 regional nonprofit arts organizations in 2008-09 through its grant programs (another 159 were awarded grants in 2007-08); provided management assistance to more than 100 grantees; provided leadership for the regional blueprint for arts education, Arts for All; oversaw the County’s Civic Art Program for capital projects; administered the largest arts internship program in the country in conjunction with the Getty Foundation; programmed the performing arts series at the John Anson Ford Theatres; produced the annual Los Angeles County Holiday Celebration and the highlights program broadcast nationally on PBS; and arranged for more than 50 free concerts in public sites. Major Accomplishments 2008-2009 • Received a $1.2 million grant from The Wallace Foundation for Arts for All, the County’s arts education initiative, to increase impact in the classroom. Five additional school districts began planning for arts education as part of the initiative, bringing the total to 34 school district partners. • Completed a pilot program to alleviate homelessness through arts-based strategies. Arts organizations partnered with social service agencies to provide homeless individuals or families with quality arts programming. An outside evaluator measured the impact of their programs. • Assisted three theater companies without their own performance venues to produce a season of three new plays at [Inside] the Ford. A total of 102 performances were attended by 4,000 patrons in the venue’s 87-seat indoor theater. Added seven free interactive music and dance events at the Ford Amphitheatre for people of all ages and skill levels. • Received recognition for art glass wall created for the Lawndale Library, which was named one of the Best Public Art Projects in the U.S. by Americans for the Arts. Major Objectives 2009-2010 • Continue implementation of Arts for All, the County’s arts education initiative, by developing a leadership program for school district superintendents, the first of its kind in the country; train advocacy teams in five school districts; and implement a data collection system to measure quality, access and equity in arts education in classrooms. • Establish a County cultural and recreational directory on the ExperienceLA.com website utilizing funding from the Productivity Investment Fund. • Distribute $250,000 of federal Stimulus funding from the National Endowment for the Arts to organizations in the region to preserve jobs in the arts sector, and implement a pilot program to train the board and executive leadership of eight arts organizations in partnership with the Riordan Volunteer Leadership Development Program. • Install a new venue management system for the Ford Theatres that will support event and technical management; oversee the design and installation of a new signage system and launch phase one of a master plan for the Ford campus.
Beaches and Harbors The Department of Beaches and Harbors operates and manages 17 beaches stretching along 25 miles of County coastline in a manner that enhances public access and enjoyment in a clean and safe environment for residents and visitors. Services include providing beach maintenance (refuse removal, restroom cleaning, sand and landscaping maintenance); protecting public facilities during storm and high tide conditions; repairing facilities (volleyball courts, lifeguard facilities, parking lots and restrooms); planning and implementation of capital and infrastructure improvement programs; administering concession, parking and permit operations; and offering children’s Water Awareness, Training, Education and Recreation (WATER) programs. The department also operates the only beach recreational vehicle park in the County. The department operates Marina del Rey, the largest man-made small craft harbor in the United States with close to 4,800 boat slips, more than 6,050 apartments and 600 condos, restaurants, hotels, charter and sport fishing businesses, retail establishments and office space. Public facilities maintained include Marina Beach, Yvonne B. Burke Park with its physical fitness course, Chace Park with its transient docks, boat storage facilities, public launch ramp, parking lots, view piers, and the Parcel 47 Anchorage with more than 170 slips. Additionally, the department funds the summer WaterBus, supports the Marina Visitors Center and sponsors many popular public events, including the free summer concert series, the July 4th fireworks show and the Holiday Boat Parade. As property manager of Marina del Rey, the department is responsible for implementation of the Marina del Rey Asset Management Strategy. This comprehensive plan was prepared to serve as a guide to the harbor’s next generation of important development/redevelopment projects that will transform Marina del Rey into an even more exciting and user-friendly attraction for boaters, residents and visitors alike. Major Accomplishments 2008-2009 • Completed construction of the Dockweiler Youth Center to serve as a public venue and partially house the department’s WATER youth program. • Facilitated the dredging of contaminated sediment from the Marina’s south entrance, utilizing a sand separation technique on a pilot basis to separate contaminated material from the sand to allow for use of the clean sand to renourish the beach. • Utilized grants to implement a beach recycling program, install water-free urinals at various beach and Marina facilities, replace septic systems and leach fields, and complete upgrades to the Chace Park community building restroom to accommodate persons with disabilities. • Completed the ninth season of free Marina del Rey Summer Concerts, with the WaterBus offering low-cost transportation to the concerts and on holidays and weekends, with ridership reaching more than 40,000 for the 2009 summer alone. • Performed emergency cleanup and vegetation abatement at Zuma Creek to prevent the spread of mosquitoes in the area and the possibility of West Nile virus infections. • Issued 14 concession licenses to provide the beach-going public with amenities, such as food and beverage, bike and skate rental, and hang gliding recreation and lessons. Major Objectives 2009-2010 • Prepare a department response to the Coastal Commission’s Marina Local Coastal Program (LCP) Periodic Review report, as well as a single aggregate LCP amendment with respect to all Phase II Marina redevelopment projects requiring an LCP amendment. • Negotiate for development of a water-oriented commercial and visitor-serving or mixed use project plus boating on Marina Parcels 49 and 77. • Develop a new strategic plan that recognizes the department’s public safety functions, city manager role in Marina del Rey, and environmental responsibilities along the coast. • Implement the first phase of a countywide online e-commerce facility reservation system.
Museum of Art The Los Angeles County Museum of Art (LACMA) has assembled a permanent collection that includes more than 100,000 works spanning the history of art, making it the premier encyclopedic visual arts museum in the western United States. Centrally located in one of the most culturally diverse cities in the world, the museum provides a variety of educational and cultural experiences for the people who live in, work in, and visit Los Angeles. LACMA offers an outstanding schedule of special exhibitions, as well as lectures, classes, film programs, and musical events. In addition, Arts for NexGen LACMA provides free museum memberships for children age 17 and under, and offers a variety of family-oriented programs every weekend. Major Accomplishments 2008-2009 • Launched Phase II of LACMA’s campus Transformation with a $55 million lead gift from Lynda and Stewart Resnick. Construction of the 45,000-square-foot Resnick Pavilion began in July 2008. • Acquired by donation or purchase more than 1,000 objects for the permanent collection, including one of the most significant private collections of the art of the Pacific Islands assembled in the 20th century; a collection of approximately 250 examples of fashionable dress and more than 300 accessories dating from 1700 to 1915; and the Marjorie and Leonard Vernon Collection of photography—3,500 prints that form one of the finest histories of photography from the 19th and 20th centuries. • Opened newly renovated Latin American galleries featuring recent acquisitions of ancient American, Spanish colonial, modern, and contemporary art. The pre- Columbian galleries are designed by renowned artist Jorge Pardo to create an innovative environment that encourages visitors to view works in compelling new ways. • 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