August 29, 2000

The Honorable Board of Supervisors
County of Los Angeles
383 Kenneth Hahn Hall of Administration
500 West Temple Street
Los Angeles, CA 90012

Dear Supervisors:

RESPONSES TO THE 1999-2000 GRAND JURY FINAL REPORT

(ALL DISTRICTS AFFECTED) (3 VOTES)

IT IS RECOMMENDED THAT YOUR BOARD:

1. Approve responses to the 1999-2000 findings and recommendations of the Grand Jury pertaining to County government matters under the control of your Board.

2. Instruct the Executive Officer of the Board of Supervisors to transmit copies of this report to the Grand Jury upon approval by your Board.

3. Instruct the Executive Officer of the Board of Supervisors to place a copy of this report on file with the Superior Court upon approval by your Board.

PURPOSE OF RECOMMENDED ACTION

Section 933(b) of the California Penal Code establishes that, after the grand jury submits a final report, the county board of supervisors shall comment on the findings and recommendations of the grand jury which pertain to county government matters under control of the board.

In June 2000, the 1999-2000 Los Angeles County Grand Jury issued its Final Report containing findings and recommendations directed to various County and non-County agencies. Each affected department head, with the exception of the Sheriff=s Department, has reported back on the Grand Jury recommendations. These reports are attached as the County=s response to the 1999-2000 Grand Jury Final Report.

JUSTIFICATION

In accordance with the California Penal Code, attached are departmental responses to the 1999-2000 County of Los Angeles Grand Jury Final Report.

Attachment Department

A Chief Administrative Office
B Ombudsman
C-1, C-2 Probation
D Public Social Services
E District Attorney
F Children and Family Services
G Health Services
H-1, H-2 Public Works
I Beaches and Harbors
J Museum of Art
K Arts Commission
L Performing Arts Center
M Parks and Recreation
N County Office of Education

On July 5, 2000, your Board requested that the Sheriff report back with a strategic plan regarding the Inmate Welfare Fund. The Grand Jury report had suggested that the development of a plan would benefit the Sheriff=s Department allocation of these funds. The Sheriff=s Department is currently reviewing the Grand Jury recommendations and will submit their response directly to your Board.

Additionally, on July 11, 2000, your Board ordered that Children and Family Services report back regarding the Grand Jury Final Report. Attachment F reflects the Department’s response. Also on July 11, 2000, your Board instructed the Executive Director of the Arts Commission, the Chief Administrative Officer, the Affirmative Action Compliance Officer, and the Director of Public Works to provide additional information regarding the Grand Jury’s review of improvements for disabled access at various performing and visual arts facilities, including necessary changes, a time line and fiscal impact. The response to the Board order is summarized in Attachment A and the individual departmental responses are included under Attachments H, J, K, L and M.

The recommendations directed to all future Grand Juries have been forwarded to the 2000-2001 Grand Jury for consideration. Recommendations associated with non-county agencies, including the Superior Court; Los Angeles Police Department; City of Los Angeles; City of Santa Monica; California Regional Water Quality Control Board, Los Angeles Region; Southern California Coastal Water Research Project Team; and the Santa Monica Bay Restoration Project Team have been referred directly by the Grand Jury to these agencies for response.

FISCAL IMPACT

There are Grand Jury recommendations that require additional financing resources. In some cases, financing has been approved by your Board in the current fiscal year budget. Departments will assess the need for additional financing to implement other recommendations and submit requests for Board consideration during the 2001-2002 budget cycle.

FINANCING

Not applicable.

FACTS AND PROVISIONS/LEGAL REQUIREMENTS

Not applicable.

IMPACT ON CURRENT SERVICES (OR PROJECTS)

Not applicable.

Respectfully submitted,

DAVID E. JANSSEN
Chief Administrative Officer

DEJ:LS
DP:bjs

Attachments (16)

c: Sheriff
District Attorney
County Counsel
Auditor-Controller
Affirmative Action Compliance Officer
Grand Jury
Director of Health Services
Ombudsman
Chief Probation Officer
Director of Public Social Services
Director of Children and Family Services
Director of Public Works
Director of Beaches and Harbors
Director, Museum of Art
Executive Director, Arts Commission
President, Performing Arts Center of Los Angeles County
Director of Parks and Recreation

August 16, 2000

To: Supervisor Gloria Molina, Chair

Supervisor Michael D. Antonovich, Chair Pro Tem

Supervisor Yvonne Brathwaite Burke

Supervisor Zev Yaroslavsky

Supervisor Don Knabe

From: David E. Janssen

Chief Administrative Officer

1999-2000 GRAND JURY FINAL REPORT

Attached are the Chief Administrative Office responses to the 1999-2000 Grand Jury Final Report. We have responded to the following sections: Audit Committee Report (Attachment I); Citizen’s Complaint Committee, Research and Follow-Up Committee (Attachment II); Revocation and Measures of Probation Effectiveness (Attachment III); Welfare Fraud (Attachment IV); and Funding Water Quality Programs (Attachment V).

Attachment VI, Disabled Access to Performing and Visual Arts Facilities in Los Angeles County, includes combined responses from the Arts Commission, Performing Arts Center, Art Museum, Office of Affirmative Action Compliance, Department of Parks and Recreation, Department of Public Works, and this office. This response also addresses additional information requested by the Board on July 11, 2000, including necessary changes, a timeline and fiscal impact.

If you have any questions regarding our responses, please contact me or your staff may contact Dorothea Park of this office at (213) 974-1197.

DEJ:LS
DSP:bjs

Attachments

c: Executive Officer, Board of Supervisors

County Counsel

Attachment I

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR AUDIT COMMITTEE REPORT

RECOMMENDATION: We recommend that the County of Los Angeles continue to take maximum advantage of the unique independence of the Grand Jury. True independence is the cornerstone of any objective analysis and investigation.

RESPONSE: We concur with this recommendation.

Attachment II

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE (FOR GRAND JURY)

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATION FOR CITIZEN’S COMPLAINT COMMITTEE

RECOMMENDATION #1: The Grand Jury recommends that future grand juries be responsive to inmate complaints related to conditions and management within the prisons in Los Angeles County.

RESPONSE: Recommendation has been forwarded to the 2000-01 Grand Jury for consideration.

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR RESEARCH AND FOLLOW-UP COMMITTEE

RECOMMENDATION #1: Future Grand Juries should continue to have a Research and Follow-up Committee to monitor civil investigations, as well as maintain the computer data base for historical review and prevention of duplication of audits. While the follow-up of criminal indictments might be interesting, that should not be the task of this committee.

- and -

RECOMMENDATION #2: Grand Jury Committee recommendations should be directed only to the target agency and should be focused and concise. Sweeping general recommendations directed toward the Board of Supervisors are of little value and should be discouraged. The only recommendations of value for the Board are those dealing with specific backing of needed State or Federal legislation.

RESPONSE: These recommendations have been forwarded to the 2000-01 Grand Jury for consideration.

Attachment III

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR REVOCATION AND MEASURES OF PROBATION EFFECTIVENESS

RECOMMENDATION #3.5: The Board of Supervisors should request a report in six months from the Probation Department on their success in collaboratively developing a risk assessment tool for use by the courts similar to what is now used by the Probation Department.

RESPONSE: The Chief Administrative Office will request this report from the Probation Department.

RECOMMENDATION #3.6: The Board of Supervisors should direct County Counsel to research changes in State law needed to provide the courts with sentencing flexibility between summary and formal probation so that assignment to either system is based on probationer risk, not type of conviction, and develop a plan to advocate the State legislature for changes in State law as appropriate.

RESPONSE: The Chief Administrative Officer will request County Counsel to research the referenced changes in State law.

Attachment IV

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR WELFARE FRAUD

RECOMMENDATION #1: The Board of Supervisors of Los Angeles County should direct DPSS to fully implement the Home Call Visit Program.

RESPONSE: We agree with this recommendation.

RECOMMENDATION #2: The Board of Supervisors should provide the necessary resources, as detailed on pages 10-11, for the DPSS and the DA to ensure success of the Program.

RESPONSE: Based on the DPSS evaluation report of their Home Call Visit Pilot Program, we agree with this recommendation as it relates to the countywide implementation of the Program utilizing DPSS staff. We will review with DPSS their proposed staffing request for countywide implementation before the request is brought to the Board for approval.

RECOMMENDATION #3: The Board of Supervisors should instruct the Chief Administrative Officer (CAO) to hire an outside firm as long as necessary to perform the management and administrative duties necessary to move the Department of Public Social Services forward in the accomplishment of its targeted goals. This assignment must encompass organizational restructuring, automation, benchmark objectives and management principles. This task should be given to a totally independent management firm that will report directly and exclusively to the Board of Supervisors.

RESPONSE: DPSS indicates in their response that they have accomplished almost all of the goals they established in response to the 1998-99 Grand Jury recommendations regarding welfare fraud prevention. They indicate further that they are preparing a final report summarizing their efforts which they expect to submit to the Board by the end of August.

If our review of this report, in consultation with the Auditor-Controller=s Office, confirms the Department’s assessment of their accomplishments, we do not believe an outside independent manager is needed. If, however, it does not appear that DPSS has made significant progress in this area, we will reassess this recommendation, and we will advise the Board accordingly.

RECOMMENDATION #4: The Board of Supervisors must place a higher priority to the oversight of the DPSS.

RESPONSE: The Board’s actions last year regarding the 1998-99 Grand Jury recommendations clearly indicated that improving fraud prevention and detection activities is a high priority for the County. As indicated in the response to Recommendation #3, we believe that additional oversight of DPSS fraud prevention and detection activities would only be warranted if it appears that the Department has not accomplished, or has not made significant progress towards accomplishing, its goals in response to the 1998-99 Grand Jury recommendations to improve fraud prevention and detection activities. Based on information provided by DPSS so far, this may not be necessary.

In response to the Board’s direction, DPSS has implemented various activities to ensure that fraud prevention and detection remain a high priority for the Department, and they are preparing a final report summarizing these activities. If our review of this final report indicates that there may be areas requiring additional oversight, we will reassess this recommendation and advise the Board accordingly.

Attachment V

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE AND
PUBLIC WORKS

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR SECTION 5 B RECOMMENDATION FOR FUNDING WATER QUALITY PROGRAMS

RECOMMENDATION #5.8: The Board of Supervisors should lead an effort to increase funding for the Regional Board.

RESPONSE: Although we have supported increased State funding for the Regional Board, we do not believe it should be the responsibility of the municipalities to raise permit fees and business license fees in order to provide the Regional Board with additional funds.

Attachment VI

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - CHIEF ADMINISTRATIVE OFFICE, AFFIRMATIVE ACTION, ARTS COMMISSION, MUSEUM OF ART, PARKS AND RECREATION, PERFORMING ARTS CENTER, AND PUBLIC WORKS

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR DISABLED ACCESS TO PERFORMING AND VISUAL ARTS FACILITIES

RECOMMENDATION #1 (LOS ANGELES COUNTY MUSEUM OF ART COMPLEX): The City of Los Angeles should vacate and transfer to the Los Angeles County Museum of Art, the one block of Ogden Drive north of Wilshire Boulevard to where it ends at 6^th Street. This will unify both disabled and non-disabled pedestrian access between venues in this area. These venues include the Bing Theater and Brown Amphitheater, as well as the Anderson, Ahmanson, Hammer, Japanese Pavilion, and Page Museums, which occupy the entire block west of Ogden Drive. All the real property on both sides of this block of Ogden Drive is used for museum purposes.

The vacating of streets between museums has been accomplished with great success in the past, most recently when the one block of Central Avenue north of 1^st Street to where it ends at Temple Street was vacated to allow both disabled and non-disabled pedestrian access between the Japanese Historical Museum and The Japanese National Museum and, previously, between the Temporary Contemporary AGeffen@ Museum and its parking lot.

RESPONSE: The Museum of Art concurs with this recommendation in principle. The Museum is currently conducting a comprehensive study for physical master planning, which will rationalize the entire campus in relation to museum programs going forward for the next five to ten years. Such master planning will almost certainly result in a recommendation that Ogden Drive be vacated in order to enable unification of the two sides of the Museum campus and allow better and safer pedestrian access. However, the Museum is not at the point in its planning that it is ready to implement such vacation.

RECOMMENDATION #2 (JOHN ANSON FORD THEATRE): The Los Angeles County Arts Commission should direct that no personnel or sound equipment be permitted in the area currently designated for wheelchair seating.

RESPONSE: The Arts Commission has been working with the Office of Affirmative Action Compliance (OAAC). They have assisted the Commission in development and implementation of the Ford Theater Transition Plan as mandated by the Americans with Disabilities Act. The Transition Plan included designation of wheelchair seating. A level area at the back of the theater is designated for wheelchair seating access. No personnel or sound equipment is permitted in the area currently designated for wheelchair seating access. There is a second section in the level area, separate from the wheelchair seating access area, which has been designated for technical equipment.

RECOMMENDATION #3 (DOROTHY CHANDLER PAVILION): The Los Angeles County Board of Supervisors should direct that the management of the Dorothy Chandler Pavilion either provide less steep access to the current handicap seating in the last row of the orchestra level, or provide the same amount of handicap seating spaces in a location where the path of travel meets the most recent ADA and UBC standards as to degrees of grade both in the direction of travel and at right angles to the direction of travel.

RESPONSE: The Performing Arts Center of Los Angeles County has been working with OAAC on a transition plan to make the Dorothy Chandler Pavilion fully accessible. Together the two successfully addressed access for path-of-travel, restrooms, elevators, telephones, new compliant seating in the loge level of the auditorium, and other ADA mandated access features. The Performing Arts Center has also modified seating and Super Titles screens to create access for patrons with disabilities and continue to be attentive to requests of customers with disabilities to provide accommodations as necessary.

In addition, The Performing Arts Center has been working with OAAC for the past several years in attempting to find solutions to the difficult terrain of the seating in the orchestra level of the Dorothy Chandler Pavilion. Two years ago an architect along with civil and structural engineers were included in the planning process to attempt to find suitable, accessible, integrated seating for persons with disabilities. After numerous approaches the plan appears to call for leveling the rear of the facility and to provide access by modification of a stairwell to allow installation of an access lift.

Due to the extensive nature of the modifications and the busy schedule of the Dorothy Chandler Pavilion, implementation could be delayed until 2002. The anticipated expense of this project is estimated at $1 million.

Once the County has identified funding, the Performing Arts Center will continue to work with OAAC to ensure proper access for persons with disabilities is being provided through this project. In addition, the Department of Public Works (DPW), Building and Safety Division will conduct reviews of the plans and site inspections for proper compliance with building codes including disability access.

RECOMMENDATION #4 (HOLLYWOOD BOWL): We recommend that the Los Angeles County Department of Parks and Recreation install a TDD on the underside of the pay phone to the left of the Hollywood Bowl Box Office window reserved for the sale of disabled access seating to enable hearing impaired customers to make necessary telephone calls.

RESPONSE: The Department of Parks and Recreation has worked with OAAC for the past five years to ensure that persons with disabilities have full access to the Hollywood Bowl. As indicated in the Grand Jury Report, the Hollywood Bowl exceeds the highest standards for accessibility. Regarding the Grand Jury recommendation for a telecommunications device (TDD) near the box office, a TDD device was in place at this location, however, it was vandalized in the past year. Once the need for a new TDD was identified, the Department of Parks and Recreation developed a request for bids. The Department is awaiting final bids before proceeding. It is anticipated that a new TDD will be installed by September 30, 2000.

As always, the Department verifies that accessibility requirements are met during renovations by reviewing access issues with OAAC and having DPW conduct building inspections. DPW has reviewed and approved these plans for the Hollywood Bowl, which did include installation of a (TDD), but Parks and Recreation will inspect that TDD site for ADA compliance.

ADDITIONAL RESPONSE ADDRESSING RECOMMENDATIONS ON EACH FACILITY: OAAC has the responsibility for monitoring the development and implementation of departmental Transition Plans as mandated by the Americans with Disabilities Act (ADA). The ADA requires each facility owned or leased by the County to be surveyed for architectural barriers that limit access for persons with disabilities. Where barriers are identified, there is an ADA requirement to determine a barrier removal solution and a timeline for barrier removal. Accordingly, for the past six years, OAAC has been working with each County department to assist in their efforts to ensure completion of the ADA mandated Transition Plan and full access to County facilities.

Regarding each of the County performing and visual venues listed above, OAAC has worked with them in developing Transition Plans and removing barriers. Each has made tremendous progress although some Transition Plan barriers remain to be addressed. However, regarding the 1999-2000 Grand Jury Report, OAAC staff has reviewed with each of the County departments their responses to the Grand Jury recommendations.

OAAC staff has reviewed with DPW their procedures for ensuring access building codes are met for revisions that will occur as a result of the departmental responses to the Grand Jury Report. Based on the departmental responses and DPW procedures, OAAC is satisfied that the Grand Jury recommendations are effectively addressed and departmental Transition Plans will ensure compliant access in accordance with appropriate access building codes.

Regarding timelines, the Arts Commission and the Hollywood Bowl have addressed and resolved the Grand Jury recommendations. The Museum of Art is currently conducting a comprehensive study for physical master planning which, according to the Museum, will almost certainly result in achieving that which the Grand Jury recommends. The Dorothy Chandler Pavilion has a Transition Plan in place to address the Grand Jury recommendations; however, as indicated above, the proposed plan would take until 2002 to realize and would require an allocation of an estimated $1 million.

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - OFFICE OF OMBUDSMAN

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR
CITIZEN=S COMPLAINTS COMMITTEE REPORT

RECOMMENDATION #2 :
The Grand Jury recommends that the Los Angeles County Board of Supervisors provide the resources and a mandate for the Office of the Ombudsman to assist citizens who have complaints or concerns involving other county departments as determined by the Ombudsman.

RESPONSE:
Your Board approved the Office of Ombudsman=s FY 2000-01 budget, which includes 4 additional positions and related funding for Services and Supplies totaling $237,000. These increases will enable the department to begin an incremental expansion of services as recommended in the 1999-2000 Grand Jury Final Report. The Ombudsman is appreciative of the Grand Jury=s interest and support.

Attachment A

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - PROBATION DEPARTMENT

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR CRIMINAL JUSTICE COMMITTEE - FORMAL AND SUMMARY PROBATION REPORT

RECOMMENDATION #1.1 :
Los Angeles County Probation Department assist the newly unified Superior Court in establishing regularly produced management reports detailing total summary probation caseload, caseload characteristics and key outcome measurements particularly including the number of cases held in suspense after a bench warrant is issued, by district, for regular review by judges and court managers.

RESPONSE:
This recommendation falls within the purview of the Court. Probation will assist the Court as requested.

RECOMMENDATION #1.2 :
Los Angeles County Probation Department assist the newly unified Superior Court in establishing criteria and risk factors to be considered when assigning persons to formal or summary probation.

RESPONSE:
This recommendation falls within the purview of the Court. Probation will assist the Court as requested.

RECOMMENDATION #1.3 :
Los Angeles County Probation Department assist the newly unified Superior Court in establishing standards and court rules which prescribe the minimum level of information to be provided by prosecuting attorneys on misdemeanor cases where summary probation may be a sentencing option.

RESPONSE:
This recommendation falls within the purview of the Court. Probation will assist the Court as requested.

RECOMMENDATION #1.4 :
Los Angeles County Probation Department assist the newly unified Superior Court in establishing guidelines for determining the level of supervision and direct contact required for summary probationers, including requirements for reporting to the courts.

RESPONSE:
This recommendation falls within the purview of the Court. Probation will assist the Court as requested.

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - PROBATION DEPARTMENT

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR CRIMINAL JUSTICE COMMITTEE - PROBATION COSTS AND CHARGES

RECOMMENDATION #2.1 :
The Probation Department should develop a cost accounting methodology which provides more accurate estimates of per case costs by program and case type, linked to probation outcomes.

RESPONSE:
Implementation of this recommendation would require significant additional funding to develop, implement and maintain an information system to support the suggested cost accounting features.

RECOMMENDATION #2.2 :
The Probation Department should develop a program evaluation system which fully considers the cost of probation services by program and case type, and which can be used to support resource allocation decisions.

RESPONSE:
See response to recommendation 2.1, above.

RECOMMENDATION #2.3 :
The Probation Department should develop a methodology for allocating actual revenue collections by location and case type, and prepare regular reports on collection effectiveness.

RESPONSE:
Reports are now available on collection effectiveness by location and case-type. Collection strategies are employed that target those cases with the greatest potential. The Department will continue to explore new strategies and reporting methods that enhance the effectiveness of our collection efforts

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - PROBATION DEPARTMENT

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR CRIMINAL JUSTICE COMMITTEE - REVOCATION AND MEASURES OF PROBATION EFFECTIVENESS

RECOMMENDATION #3.1 :
The Probation Department should collaborate on development of more meaningful measures of probation system effectiveness including:

(1) The number and types of violations identified by the Probation Department or the courts.

(2) The number or percentage of violations resolved without court intervention or judicial action.

(3) The number or percentage of violations resulting in revocation.

(4) The reasons for revocation (e.g., re-arrest, failure to pay fines, etc.).

(5) The number or percentage of violations for which bench warrants are issued.

(6) The number or percentage of probation cases that become compliant after revocation.

RESPONSE:

The Probation Department maintains a database (Adult Probation System - APS) that records the violation information recommended by the Grand Jury. Information on conditionally sentenced defendants is within the purview of the Court.

In regard to item Ab@ of this recommendation, a probationer can only be found to be in violation of conditions of probation by the court. Thus, court action is necessary to resolve all instances of probation violation.

RECOMMENDATION #3.2 :

The Probation Department should make necessary changes in their computerized information systems to allow the new measures of effectiveness to be regularly recorded and summarized in management reports.

RESPONSE:

See response to recommendation 3.1, above.

RECOMMENDATION #3.3 :

The Probation Department should report this information on a regular basis, such as monthly, to court judicial officers and managers and Probation Department managers.

RESPONSE:

This information is currently available to Probation managers, and will be provided to the Court upon request.

RECOMMENDATION #3.4 :

The Probation Department should report this information on a regular basis, such as annually, to decision-makers such as the Board of Supervisors and relevant court oversight bodies.

RESPONSE:

The Probation Department provides this information to decision-makers on an ad hoc basis depending upon the needs of the oversight agency.

July 21, 2000

TO: Each Supervisor

FROM: Richard Shumsky

Chief Probation Officer

SUBJECT: RESPONSE TO THE 1999-00 GRAND JURY’S FINAL REPORT

Attached is our response to the juvenile detention facility maintenance issues in the 1999-00 Grand Jury’s final report. The Grand Jury also performed a comparison of formal and summary probation in Los Angeles County. Recommendations stemming from that comparison will be responded to separately. We are pleased to report that many of the Grand Jury’s issues were resolved upon completion of construction that was in-progress at the time of the Grand Jury’s inspections.

The Probation Department shares the concern of the Grand Jury for the infrastructure needs of our detention facilities. As you know, many of these facilities were constructed fifty or more years ago for a much different clientele than the youth now under our care. Maintenance on these deteriorating buildings is a constant struggle.

With the support of the Board of Supervisors and the Chief Administrative Officer (CAO) we have been able to address some of the immediate and deferred maintenance needs of our institutions. In addition, we are supportive of legislative funding, such as the $112 million recently passed as part of the State budget, that makes funding available on a competitive basis for juvenile detention facility repairs and construction. We are looking forward to our continued collaboration with the Board and CAO as we seek funding sources that will provide the means to further our facility refurbishment efforts.

CONSTRUCTION AND MAINTENANCE FUNDING SOURCES

The Department has worked diligently along with the Board of Supervisors and CAO to address the needs of our facilities by committing approximately $36.6 million during fiscal year 1998-99 and 1999-00 to repair or replace infrastructure. We estimate the cost of complete revitalization of our facilities to be at least $300 million. Some of the major deferred maintenance and building projects we have addressed include:

· In May 1998, the BOC approved $2 million for the rehabilitation of the female dormitory, construction of staff sleeping quarters, and installation of a modular assessment unit at Camp Scott. Work is anticipated to begin in November 2000.

· In June 1998, the Probation Department identified, at the request of the CAO, $60 million of needed infrastructure and deferred maintenance priorities.

· In July 1998, the Board of Supervisor provided $10 million to address the most critical of Probation’s deferred maintenance needs.

· In November 1998, Probation was approved for $653,000 in CAO loan matching funds for four deferred maintenance projects including roof replacements at Camps Afflerbaugh and Paige, and new plumbing and hot water storage tanks at Camp Afflerbaugh. Work on these projects began in July 2000.

· In March 1999, the CAO and the Board of Supervisors approved a budget adjustment that included approximately $4 million for specific capital projects and deferred maintenance needs. These projects include new roofs for many of the Central Juvenile Hall and camp buildings, as well as plumbing, air conditioning, and other immediate needs. Work on these projects is expected to begin by January 2001.

· In March 1999, the Board of Supervisors approved $8 million in matching funds to coincide with the BOC’s $25 million construction grant funding for Central Juvenile Hall. These funds will be used for the demolition of condemned structures and the building of new living units within the current grounds. The project is currently in the design development phase, with groundbreaking expected in 2001.

· In July 1999, the Board of Supervisors approved an additional $12.5 million for Probation’s deferred maintenance projects. This funding has been allocated to 67 projects at 24 facilities, and includes refurbishments such as painting of all camps, installation of air conditioning, roof replacements, sewage treatment upgrades, kitchen modernization, and new security systems. The majority of these projects are scheduled to be complete by July 2001.

· In August 1999, the Board of Supervisors approved a $954,000 multi-department project to increase security at the Eastlake Courthouse by enclosing the front entrance and weapons screening area, and expanding the waiting area for witnesses and victims. Probation is contributing $104,000 for this project. The final architectural work is almost complete, and on-site work is expected to begin by November 2000.

· In March 2000, the Department provided $600,000 to upgrade the water system at Camp Scott to accommodate upgraded plumbing and fire suppression systems. This project is being performed in conjunction with other work at the camp, and is expected to reach completion by November 2000.

· In May 2000, the Department identified an $875,000 savings that was in-part attributable to our reduction of overtime expenditures. The Board of Supervisors approved the use of the savings to renovate the Department’s South Central Area Office. This project will be performed in five phases over eight months, beginning by January 2001.

During the last two years the Department has worked diligently to identify funding and manage the construction and refurbishment of its facilities. We will continue to assess and prioritize our infrastructure needs, and pursue those projects that affect the health and safety of our wards and staff.

OVERSIGHT OF INSTITUTIONS

Probation’s juvenile detention facilities are inspected throughout the year by the State Board of Corrections (BOC), the Sybil Brand Commission, the Probation Commission, the Department of Health Services, CAL-OSHA, the National Center on Correctional Health Care (NCCHC), and others. The Department also hosts visitors from the judiciary, legislature, faith-based organizations, community leaders, and family members of the wards in our care. Many of the representatives of these organizations have visited our facilities over the course of several years, and have a long-term perspective on the extent of facility improvements that have taken place.

The primary regulatory agencies for our facilities are the BOC and the NCCHC. The NCCHC renewed our health services accreditation in March 2000. The BOC’s most recent inspections of all of our camp and hall facilities (attached) occurred between September 1999 and February 2000. It is important to note that the BOC’s inspections generally occurred several months after the Grand Jury’s inspections, and after completion of a significant number of construction and renovation projects.

Title 15 of the California Code of Regulations defines the minimum standards for programs, procedures, health care, nutrition and sanitation issues in locally operated juvenile facilities. The overriding purpose of these regulations is ”…to produce a safe, humane, and constructive atmosphere for minors and staff within juvenile facilities.” Title 15 is the standard upon which the BOC’s inspections are based.

The BOC’s inspections consist of a review of each facility’s policy and procedure manuals, a tour of the physical plant, discussions with administrative and management staff, discussions with minors detained in the facility, observation of selected activities, and review of documentation logs. The Department is proud of the BOC inspector’s comments included with his reports (copies attached) such as:

· “Board [of Corrections] staff were impressed with the cleanliness of the facility.” (Challenger Memorial Youth Center camps)

· “These facilities play an important role in a large and complex system of camps that does a good job meeting the needs of the minors.” (Camps Scott and Scudder)

· “Board [of Corrections] staff were particularly pleased to see the repairs and refurbishing at Camp(s) Holton… Miller, Kilpatrick and Routh.”

· “Board [of Corrections] staff were particularly impressed with the strong relationship between the school staff and probation staff.” (Camps Miller, Kilpatrick, Routh, and Kirby Center)

· “We were impressed with the cleanliness of this facility.” (Camp Gonzales)

· “Board [of Corrections] staff were pleased to see that progress was being made in the area of facility maintenance.” (Camps Paige, Afflerbaugh, and Rockey)

· “Board [of Corrections] staff were impressed with the cleanliness of all three facilities. Equally impressive was their [staff’s] ability to keep these buildings operable with limited building maintenance resources.” (Central, Los Padrinos, and Barry J. Nidorf Juvenile Halls)

NEXT STEPS

The Department anticipates the demand for its services will increase along with the projected increase in the at-risk juvenile population. With these demands come increased strains on the facilities in which the juveniles are detained. The often violent, drug dependent, and/or mentally challenged youth in our care place a greater per-capita strain on our facilities and services than has historically been experienced.

In March 2000 the CAO recommended and the Board of Supervisors approved $500,000 in funding for a consultant to evaluate all of Probation’s building and infrastructure needs. Phase 1 of this evaluation is underway with an initial focus on Los Padrinos Juvenile Hall. It is anticipated that Phase 1, and the subsequent phases to follow, will provide a comprehensive assessment of the major infrastructure issues facing the Department. The knowledge gained from the assessment will yield a basis for prioritization of infrastructure construction and repairs.

The Department is using technology to improve the delivery of services to the community, the courts, and to juveniles in our care. In the last year 920 networked personal computers have been installed in the camps, juvenile halls, and juvenile area offices. In addition, 663 computers were installed to replace non-Y2K compliant machines. The older computers will be used at the camps for educational purposes. We are in the process of connecting our computers to our recently developed departmental Intranet (“ProbNet”) to improve intradepartmental communication and the dissemination of policies, procedures, and other information pertinent to the supervision of probationers.

We are appreciative of the Board and CAO’s support of our efforts to provide an appropriate environment for our detained youth that fosters rehabilitation and re-assimilation into the community. If you have any questions or need additional information, please let me know, or contact Robert Smythe of my staff at (562) 940-2874.

Attachments:
Issues Status Report
Board of Corrections Camp and Juvenile Hall Inspection Reports

C: Violet Varona-Lukens, Executive Officer, Clerk of the Board of Supervisors
Darolyn Jensen, CAO Analyst for the Grand Jury
GJ~\GJ9900response

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - PROBATION DEPARTMENT

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR DETENTION FACILITIES REPORT - JUVENILE FACILITIES

RECOMMENDATION #1 :
The Probation Department should consider developing trade classes and/or special education academies for the advanced students, in addition to mandated programs.

RESPONSE:
Probation has educational and vocational programs for a variety of youth=s skill levels such as Operation Read, Sprockets Computer Repair, Culinary Arts Training, PAVE, ABC Read, Heads Up Therapy, SAT preparatory course, Kilpatrick sports program, ITV College Program, etc.

RECOMMENDATION #2 :
The Probation Department should convert Camp Scudder from a juvenile male camp to a juvenile female camp. It is adjacent to Camp Scott which is presently a female facility and a second female camp is necessary.

RESPONSE:
Current capacity of female camp ward accommodations is sufficient to meet the demand for services. We have a greater need for male ward facilities. Conversion of Camp Scudder to a female-only facility would place a disproportionate burden on the male ward population, further backing-up males in our juvenile halls.

RECOMMENDATION #3 :
The Probation Department should develop another facility such as AStarview@ to operate in conjunction with MacLaren Hall.

RESPONSE:
The County Consortium is the lead agency responsible for MacLaren Hall. This suggestion will be considered along with other funding issues.

RECOMMENDATION #4 :
The Probation Officers serving at juvenile halls should be required to serve a minimum of one year at that facility before transfer.

RESPONSE:
Current civil service rules control promotional opportunities. Staff transfers are within guidelines of collective bargaining agreements. While the Grand Jury=s recommendation has merit, we can not mandate that employees stay at a facility for a specific length of time.

RECOMMENDATION #5 :
The Probation Department should seek surplus Asteam pots@ from other County agencies.

RESPONSE:
Probation=s steam pots are in good working order. We are unaware of available steam pot supplies from other County departments.

RECOMMENDATION #6 :
The Probation Department should hire additional employees for custodial services and gardening work in the camp system.

RESPONSE:
Camps do not employ gardeners or custodians. These functions are the responsibility of staff and camp service managers. Wards and work crews augment staff efforts as time permits. We will be using our purchasing authority to obtain contract custodial staff to supplement existing efforts when infrequent as-needed custodial services are necessary.

RECOMMENDATION #7 :
The Board of Supervisors should ensure that LACOE and the Probation Department engage in constructive communication at all levels to resolve issues of conflict such as:

$ The safety issue of getting students to class before 8:29 AM.
$ A teamwork approach to mutual problems in all facilities.

RESPONSE:
The Chief Probation Officer recently met with the LACOE Superintendent to discuss mutual issues of concern. Probation staff and LACOE management meet regularly to resolve issues of mutual concern, develop enhancements to academic offerings, and are in contact on a daily basis. Enhancement of communications between Probation and LACOE is a work in process. Probation recently contracted with the RAND Corporation for a study of the education of juvenile wards and probationers. The intended outcome of this study is the identification of the problems with our education system, and recommended solutions to enhance the quality of education of all youths in our care. The Board of Supervisors are an integral part of the educational planning and monitoring process for these youths, and played a critical role in the planning for the current RAND study.

RECOMMENDATION #8 :
We recommend that the Probation Department give particular attention to the following areas:

$ Perform weed abatement.
$ Repair running tracks, volleyball courts, baseball diamonds, gymnasiums.
$ Weatherproof skylights and buildings.
$ Paint inside/outside all youth facilities.
$ Upgrade plumbing and electrical where needed.
$ Provide additional books and games for leisure time.
$ Solicit the National Guard for all their old uniforms for juveniles.
$ Provide bilingual teachers and GED programs at all juvenile facilities.
$ Petition judges to make juvenile stays a minimum of 12 weeks for educational purposes d rehabilitation.
$ Equip all SHU units with quick-release master cell door openers.
$ Replace all water fountains for health and safety purposes.
$ Maintain teams of plumbers and painters to visit and upgrade each facility.
$ Replace all security phones and walkie-talkies.

RESPONSE:

$ Weed abatement is performed by staff, camp service managers, and work crews.
$ Sports facilities are repaired and/or renovated as needed, and as funding becomes available.
$ All living units are weatherproof.
$ Most living units were painted in 1999-00. Those that have not been painted will be completed soon, or following major renovations.
$ Plumbing and electrical Aupgrades@ are performed on an on-going basis.
$ Books and games are available at all facilities, and supplemented with additional resources from community donations.
$ The Department will review the availability and suitability of National Guard surplus uniforms.
$ LACOE is responsible for education within our facilities, and provides for bilingual instructors and GED programs where appropriate.
$ The Court determines length of stay based upon the unique needs of each minor.
$ Staffing requirements negate the need for quick release living unit door openers.
$ Water fountains are replaced as needed, and comply with health standards. We do not consider water fountains a safety risk.
$ Teams of maintenance personnel are available on contract through the Internal Services Department.
$ Communications equipment is repaired or replaced as necessary.

RECOMMENDATION #9 :
The Probation Department and LACOE management should both employ professional grant writers to take advantage of State and Federal grant fund programs that are available.

RESPONSE:
Both Probation and LACOE have staffs of professional grant writers who have been successful in obtaining millions of dollars annually in grant funding.

RECOMMENDATION #10 :
We recommend that Probation upper management and all members of the Board of Supervisors conduct unannounced visits to youth detention facilities.

RESPONSE:
Unannounced visits are welcomed, and are frequently made by the Chief Probation Officer and his Bureau Chiefs, as well as Probation Commissioners, representatives of the Board, and other officials.

ATTACHMENT

CAMP AFFLERBAUGH
1. Camp would benefit from complete painting.	In progress	Painting has been completed or scheduled at all camps. The painting of Camp Afflerbaugh is anticipated to be complete by August 2000.
2. Camp would benefit from more barrack space.	Implemented	Bed-space at the camp is sufficient to accommodate the health and safety needs of minors. Capacity and living conditions are closely monitored by the Board of Corrections.
3. Upgrade of all plant facilities.	Implemented	It is difficult to ascertain the Grand Jury’s intent without further details. Installation of a new air conditioning system began in June 2000. Roofs were replaced in May 2000. New doors and hardware were installed in May 2000. The domestic water tank was cleaned and disinfected in September 1999. Plumbing lines were replaced in December 1999.

CAMP GONZALES
4. No work experience or merit programs in place.	Implemented	The camp has always had a full merit ladder in operation, as well as leadership program, and leadership training classes. There is also a full 17-ward work experience crew, with special classes and work experience in culinary arts, grounds maintenance and landscaping. The camp provides a variety of other programs such as Operation Read, theatre arts, film, yoga, and a Time-Warner tutoring program with Pepperdine students, and an accelerated academic academy in collaboration with Pepperdine University for scholastically gifted students .
5. Need bilingual teachers.	Implemented	Bilingual instruction, if needed, is provided by LACOE.
6. No evacuation plans, and no fire/earthquake supplies.	Implemented	In response to the Grand Jury’s report, an emergency manual which all staff have read and signed-off on is present, and earthquake and fire supplies are stored in clearly marked areas throughout the camp.
7. Need a swimming pool.	N/A	The construction of a new pool for Camp Gonzales is not a priority at this time.
8. Sewer and plumbing problems, only six portable toilets and six portable showers.	Implemented	Portable toilet facilities were temporarily used due to major renovations that were in progress at the time of the Grand Jury visit. Since that time construction has been completed (September 1999) and the plumbing issues resolved.
9. Need to look closer at contract monitoring.	Implemented	Minor contract issues relative to the major renovations (discussed in response to the previous recommendation) in camp have been resolved and construction completed.
10. Gym needs repairs due to earthquake damage.	N/A	Camp Gonzales’ gym has never been unstable, and has no earthquake damage. It is used on a daily basis.

CAMP HOLTON
11. Pump and waterlines are old.	Implemented	Waterlines were in poor condition at the time of the Grand Jury’s visit. Replacement of waterlines was completed in September 1999. Water is supplied by the local municipality and meets all Health Department requirements.
12. Complete electrical retrofit is needed.	Implemented	The electrical panel was in need of replacement at the time of the Grand Jury’s visit. The electrical panel was replaced in September 1999. Other electrical repairs are made as they arise.
13. Repairs (unspecified) from 1994 Northridge earthquake damage.	N/A	We are unaware of repairs needed due to earthquake damage at Camp Holton.
14. Security lighting and monitoring.	Implemented	Security lighting was noted as being a issue at the time of the Grand Jury’s visit. Security field lights were upgraded in March 2000.
15. LACOE teachers are not required to open classrooms until 8:30 AM.	Implemented	Probation closely monitors daily movements of minors to-and-from living units and school. Opening time for school classrooms is a collective bargaining issue between LACOE and its employee bargaining units. Every effort is made to ensure students receive a full 300-minute curriculum each school day.
16. Equipment upgrades needed. Kitchen needs a new steam pot.	Implemented	A new steam pot was delivered to Camp Holton in October 1999, after the Grand Jury’s visit. All other equipment is in good working order.

CAMP KILPATRICK
17. Trash was overflowing and the grounds were not maintained.	Implemented	Trash from the camp interior grounds is emptied daily. Outside trash bins are emptied twice a week by a contract vendor. Grounds maintenance is performed by the camp’s Crew Instructor with assistance from one to three minors. Appropriate corrective action is initiated if grounds are not maintained to acceptable standards.
18. The gym is in need of earthquake retrofit.	In progress	Since the time of the Grand Jury’s visit, repair needs of the gym have been incorporated as part of the CAO-approved deferred maintenance needs . Soil studies are currently being conducted, with extensive repairs at a cost of as much as $400,000 anticipated to be complete in FY 2001-02.
19. Replacement of two grills and a steam pot in the kitchen are needed.	In progress	Cooks report that there is nothing wrong with the steam pot and that nothing was mentioned during the Grand Jury’s visit. New grills were ordered in June 2000.
20. Extra security lights and a large light pole in center grounds would enhance night security patrols.	In progress	All but four existing light fixtures are working. An estimate was requested in June 2000 from ISD to repair these four fixtures. A light pole in center grounds would be a safety hazard due to its intrusion upon sports fields.

CAMP MILLER
21. Camp supplies are inadequate.	Implemented	The Department generally does not have a problem with inadequate supplies. Issues are addressed as they arise.
22. Plumbing, painting, electrical, grounds, and health and safety are at unacceptable levels.	Implemented	Plumbing and electrical service is functionally adequate for a 1962 facility. The camp was completely repainted in early 2000. Since that time the grounds have been manicured and are in excellent condition, having received praise from the Board of Corrections, the public and private visitors. The health and safety standards are above average. The camp is fully secured with new fencing and high cleanliness standards are maintained. Toilet partitions are scheduled for replacement in July 2000, and the electrical panel was upgraded in March 1999.
23. No earthquake supplies, fire fighting equipment, or evacuation plans	Implemented	Emergency supplies, including potable water, food, tools, and fire fighting equipment are available, adequate and up to date. The Camp Emergency Manual was revised by the Camp Director in early 2000. Evacuation plans have been posted subsequent to the Grand Jury’s visit.
24. Office equipment is out-dated	Implemented	Subsequent to the Grand Jury’s visit new computer equipment and office furniture were installed at Camp Miller in early 2000. In addition, the camp was wired to accommodate future plans for a Department-wide network and email system.
25. The earthquake-damaged gym needs to be repaired.	In progress	The retrofitting of the gym is in the engineering phase. Construction is planned for November 2000.

26. Kitchen needs storage shelving.	Implemented	The kitchen was in need of storage facilities at the time of the Grand Jury’s visit. New kitchen bins were added in FY 1999-00.
27. Bilingual teachers are needed.	Implemented	LACOE has not noted a need for bilingual instruction. However, the provision of bilingual teachers is arranged by LACOE if they identify a need for bilingual instruction.
28. Sports equipment is inadequate.	Implemented	Sporting equipment is adequate. The Department is very appreciative of a large donation of new equipment that was received in December 1999. Camp Directors regularly solicit donations from corporate and community organizations in support of camp programs.
29. Extra shift nurse, lab technician, and more frequent lab specimen pick-ups are needed.	Implemented	The National Commission on Correctional Health Care has noted no staffing deficiencies, and renewed our accreditation in March 2000. Medical staffing and specimen pick-up is scheduled by the County’s Department of Health Services.
30. Bathrooms need exhaust fans.	Implemented	The camp already has an exhaust fan in the shower, and four in the dorm. Additional exhaust fans are not needed.

CAMP MUNZ
31. Need work experience, merit programs, or student participation in maintaining the camp.	Implemented	Camp wards regularly participate in grounds maintenance and clean-up, and a merit program is in place that rewards positive behavior. The camp also has the Caring Community Living Experience program, Catalyst Foundation program, Inter-camp sports competition, GED preparation through LACOE, L.A.Dads, Leadership Development Process (LDP) program, Stay On the Streets (SOS) program through the State Department of Corrections, and other religious and community-based programs to benefit the youth in our care.
32. Abundant trash everywhere.	Implemented	Camp grounds are policed daily to ensure grounds are maintained and trash picked-up. Appropriate corrective action will be initiated if trash accumulation occurs in the future.
33. Filthy water fountains, vile tasting water.	Implemented	Minors, staff, and the Camp Director drink the camp water daily and have not found it to be of poor taste. Water quality is regularly tested by the County’s Department of Health Services. Camp Mendenhall uses the same water source, yet their water was not noted to taste “vile.” Outdoor drinking fountains get dirty quickly, and their cleanliness can not be assured at all times due to dust and dirt that settle on exposed surfaces. They are inspected throughout the day, and cleaned as often as reasonably possible.

34. Badly kept dorms.	Implemented	Dorms are maintained by staff and management in an orderly fashion. The Grand Jury’s report does not specify the specific conditions that resulted in their finding. However, we will reemphasis to camp staff the importance of the cleanliness of the living units.
35. Dirty latrines.	Implemented	Maintaining the cleanliness of bathroom facilities is a constant struggle, especially following a period of heavy use by the 100 or more minors in each camp. Bathrooms are cleaned daily, and more frequently if needed. Appropriate corrective action is initiated if facility cleanliness is not maintained.
36. Need for additional staff.	Implemented	Staffing is based on, and in compliance with Board of Corrections defined levels and the unique needs of each camp. Staffing of Camp Munz is adequate to meet the health and safety needs of camp operations.
37. Need for staff sleeping and meeting quarters.	Implemented	Existing staff quarters are adequate to meet existing needs. Renovated staff quarters would be appreciated, but health and safety issues take precedence at this time.
38. Need for better Director communication if this camp is to help the youth.	Implemented	Camp Munz has a new Director who has increased the level of communication among staff and enhanced the camp program.

CAMP MENDENHALL
39. Students would benefit from separate grade classrooms.	Implemented	Students are tested by LACOE shortly after intake, and assigned by LACOE to classrooms according to their academic standing, size, sophistication, and unique needs.
40. Camp is in excellent condition except for plant maintenance and plumbing.	Implemented	Plant maintenance and plumbing are meeting the needs of camp operations. Repairs and upgrades are made as needed depending on the availability of funding.

CAMP PAIGE
41. No issues noted by Grand Jury.	N/A	No action needed.

CAMP ROCKEY
42. No merit or work programs are in place.	Implemented	Camp Rockey has numerous specialized programs for wards including Operation Read, Boys and Girls Club programs, Mental Health programs, “Kids Capital” pre-job screening program, etc.
43. Gym needs to be repaired.	In progress	Engineers are developing several alternative approaches to repairing major structural damage to the gym. Repairs costing as much as $400,000 are anticipated to begin in 2001 pending completion of engineering work and availability of funding.
44. Grounds were a disgrace. Brush clearance around complete camp is necessary.	Implemented	Grounds maintenance is a constant struggle given the size of the camp and its rural setting. The grounds are maintained by the camp’s Juvenile Crew Instructor and a Senior Maintenance Worker. The Camp Director monitors maintenance to ensure grounds are well maintained, and corrective action is initiated if maintenance becomes deficient. In response to the Grand Jury’s visit, we have reemphasized the importance of grounds maintenance, and brush clearance around the camp has been initiated. The Department is in the process of contracting for landscaping services to augment the efforts of staff and wards.
45. No fire fighting or earthquake supplies available, and no evacuation plans were posted.	Implemented	The kitchen is stocked with required emergency food. Emergency water is maintained in the storeroom. Other emergency equipment and fire extinguishers are maintained within the camp. Evacuation plans are now conspicuously posted.
46. Security entrance not available	Implemented	The security entrance was not available at the time of inspection due to construction work. The security entrance is now available.

47. Painting of the complete plant is needed.	In progress	All camps were in need of painting at the time of the Grand Jury’s visits. Camps are being painted as schedules permit. Camp Rockey is scheduled to be painted beginning in July 2000.
48. Need for additional trained staff	Implemented	In 1997 the Board authorized the Department to fill over 70 vacant or under-filled positions. This unprecedented staff movement has resulted in a significant number of new staff working at camps. New and veteran staff received training and refresher training, respectively, according to Peace Officer Standards and Training (POST) guidelines established by the State. Camp Rockey is staffed to meet approved guidelines per Board of Corrections and collective bargaining agreements. Vacancies are filled as quickly as possible.
49. Working walkie-talkies are needed.	Implemented	Camp Rockey has a Motorola radio set with six units that have been and remain operational, and are sufficient to meet the communication needs of the camp.
50. Need someone with computer experience.	Implemented	Camp staff has sufficient knowledge of computer applications and access to technical assistance to effectively perform their duties. Department-sponsored computer training classes are also available to staff, as is a “help desk” for technical questions.

CAMP ROUTH
51. Camp has been waiting 10 years for a kitchen.	In progress	This is an earthquake recovery project funded by FEMA and CDBG. It is presently under construction. Completion of the project is anticipated in August 2000. The adjoining dining hall can not yet be occupied because the Fire Department will only grant occupancy if the domestic water services is upgraded to accommodate the new fire suppression system. These water lines would follow the existing road. However, difficulties have been encountered in obtaining easements from both public and private landowners because the road was re-routed several years ago without proper easements following a flood. A completion date for the water service upgrades cannot be determined at this time.
52. Need commercial washers and dryers.	In progress	Camp Routh is currently using household-type washers. Commercial washers can not be installed without upgrading the sewer system and/or connecting with the local Sanitation District lines (1.5 miles away). The new sewer pipeline project is underway.
53. One restroom wall needs complete replacement.	In progress	The restroom wall is anticipated to be refurbished with FY 2000-01 funding.
54. Entire septic system needs to be replaced.	In progress	Plans are underway to connect the camp sewage system to a municipal system as noted in #52, above. Funding and contracting issues will determine the timing of this project.
55. Staff quarters are at best minimal.	Implemented	Staff quarters are adequate to meet existing needs. Remodeled staff quarters would be appreciated, but health and safety issues take precedence at this time.

56. All office equipment is outdated by at least 10 years.	Implemented	Office furniture is replaced as needs arise, and quality salvage furniture used as conditions warrant. Office equipment meets the basic needs of camp operations. All camps are now connected to a wide area network, and new computers and software are being installed as quickly as technicians can be scheduled. All camps should are anticipated to be connected to the network by the end of 2000.
57. There is an urgent need for additional classroom space.	In progress	Upon completion of kitchen construction anticipated in August 2000, the temporary dining hall will be converted into classroom space. Since the Grand Jury’s visit, degraded lead paint that was preventing the use of a classroom has been repaired. The classroom is now in use.
58. All floors need steam cleaning and polishing, however, the machine for that purpose has been broken for two years.	Implemented	Alternate cleaning methods are used to keep floors clean and polished. Maintaining the cleanliness of floors in an aged facility that houses over 100 minors is a constant struggle. Floors are cleaned as often as possible to maintain appropriate standards. Board of Corrections inspections find no deficiencies in cleaning procedures.
59. Need for a new water pump and supply line.	Implemented	The current water pump is sufficient to meet the immediate needs of the camp. A new pump will not be needed due to the planned installation of new domestic water lines discussed in #51, above.
60. Need to teach some trade classes.	Implemented	In addition to LACOE’s school program, wards currently receive training from Fire Department and Probation staff in fire suppression, and are exposed to manual and power tool repair and maintenance, gardening and horticulture, and building trades. A culinary arts program is being developed.

CAMP SCOTT
61. Camp is very crowded with a population of 123.	Implemented	Camp Scott has a population that averages approximately 100. The highest population in the camp in the last year is 112.
62. Personal hygiene and grooming needs out of staff’s own pocket.	Implemented	The Probation Department has always supplied all camp wards with personal hygiene items. In addition, families may supply wards with brand-name items such as toothpaste, shampoo, conditioner, and deodorant.
63. School needs a new movie screen, large TV, and VCR.	In progress	Camp Scott already has a movie screen and TV that meet the needs of the programs. In response to the Grand Jury’s findings, a VCR has been ordered.
64. Auditorium/gym needs complete painting and cleaning inside and out.	In progress	It is anticipated that by August 2000 wards will be moved from the dormitories to the gym while renovations are made to the living units. These repairs are expected to take several months. Refurbishment of the gym will follow. Dunn Edwards Paints has committed to the donation of resurfacing materials for the gym floor in September 2000.
65. Camp would benefit from having some sports equipment.	Implemented	The camp has plenty of basketballs, and ten soccer balls were recently donated. Additional sports equipment will be ordered as needed.
66. The camp would benefit from a hair salon on-grounds for the girls’ self-esteem.	In progress	In response to the Grand Jury’s suggestion, solicitation of volunteers from a beauty college to perform hair styling are on-going. However, a permanent hair salon would be difficult to operate within the existing worthy programs already in place at Camp Scott. Beauty college volunteers are believed to be an acceptable alternative.

CAMP SCUDDER
67. Institution of a merit work experience program, possibly a dog trainer.	Implemented	The camp already has merit work experience programs including facility maintenance and culinary arts. We also have a color guard, track team, “Heads Up” riding program with handicapped youth in the community, and other programs. These skills and programs are more advantageous to the rehabilitation and employment prospects of our wards than a dog trainer.
68. Youth need to spend 10 minutes a day picking up trash and pulling weeds.	Implemented	Ward crews pick up trash before and after each movement. Weeding is done as frequently as possible given the time available. Grounds maintenance is a constant struggle given the size of the camp and its rural setting. The Camp Director monitors maintenance to ensure grounds are well maintained, and corrective action is initiated if maintenance becomes deficient. We are in the process of contracting for landscaping services to augment the efforts of staff and wards.
69. No earthquake/fire fighting supplies or evacuation plans.	Implemented	In response to the Grand Jury we have reemphasized the importance of disaster preparedness. Earthquake supplies are available both in the kitchen, our earthquake locker, and our warehouse. We also have fire fighting equipment and extinguishers, and a new fire alarm system was installed in April 1999. The evacuation plan was in place at the time of the Grand Jury’s inspection, but was not posted. It has since been posted prominently throughout the camp.
70. Drinking fountains filthy and water tasted vile.	Implemented	Camp Scudder shares its water source with Camp Scott. No issues were raised regarding Camp Scott’s water. Minors, staff, and the Camp Director drink the camp water daily and have not found it to be of poor taste. Water quality is regularly tested. Outdoor drinking fountains get dirty quickly. They are inspected regularly to ensure they are as clean as possible given the quick accumulation of dirt from the camp’s grounds and the surrounding mountainous terrain. Chilled water lines were replaced in February 2000. Water well control wiring was replaced in November 1999.
71. Plumbing in poor condition.	Implemented	Plumbing was repaired/replaced as part of the installation of new water heaters in April 2000.
72. Bilingual teacher would be a major asset.	Implemented	School issues, including bilingual teachers, are the responsibility of LACOE. Presently all minors at Camp Scudder speak and read English, so LACOE has determined that a bilingual teacher is not needed.
73. A Special Handling Unit is needed.	Implemented	The camp program revolves around the positive relationships established between staff and wards. Appropriate corrective action with youth can be achieved in most cases without the need for segregation in a Special Housing Unit. Restructuring of inappropriate ward behavior is the preferred method of dealing with misconduct. If a ward must be taken to Special Handling Unit, he would be transferred to a camp with appropriate facilities.
74. Need ice machine, new ovens, and a cement mixer to fix the sidewalks.	In progress	An ice machine and new ovens are planned for FY 2000-01. A cement mixer will be considered as part of a proposed camp construction academy.

CAMP JARVIS
75. Cut bunk pads.	Implemented	Bunk pads receive considerable wear-and-tear in a camp setting. They are replaced as quickly as possible when damage occurs.
76. Filthy water fountains, vile-tasting water.	Implemented	CMYC’s six camps are supplied with water from wells. Water quality is regularly monitored by the County’s Department of Health Services and by on-site maintenance staff. Outdoor drinking fountains get dirty quickly due to their often-direct exposure to the elements. They are inspected regularly to ensure they are as clean as possible given the quick accumulation of dirt from the camp’s grounds and the surrounding desert.
77. Graffiti.	Implemented	Graffiti is difficult to avoid in a juvenile detention facility. Close supervision by camp staff is used to keep graffiti at a minimum. Graffiti is removed as soon as possible. Etched graffiti is a longer term problem, and etched surfaces such as windows are replaced when appropriate.
78. Dirty shower and bathroom floors.	Implemented	Maintaining the cleanliness of bathroom facilities is a constant struggle, especially following a period of heavy use by the 100 or more minors in each camp such as subsequent to early morning shower and toilet use. Bathrooms are cleaned daily, and more frequently if needed. In response to the Grand Jury’s visit, we have reemphasized the importance of cleaning bathroom facilities, and appropriate corrective action is initiated if facility cleanliness is not maintained.
79. Broken wall plugs.	Implemented	Since the Grand Jury’s visit, damaged wall plugs have been replaced. Repairs are made as quickly as possible after damage is identified.

80. Tables that need leveling and floor anchors.	Implemented	The dayroom tables weigh approximately 400 pounds negating the need to anchor them to the floor, and eliminating any threat that they will be used as weapons. They are not anchored to the floor to provide for alternative uses of the dayrooms.
81. Need for weed abatement.	Implemented	Grounds maintenance is a constant struggle given the size of the camp and its desert setting. Weed abatement is performed as often as possible when time is available between camp programs. Current grounds conditions at CMYC are excellent. The Department is in the process of contracting for landscaping support services to augment the efforts of camp maintenance crews.

CAMP ONIZUKA
82. Toilet separators are rusting-out.	Implemented	Toilet separators were replaced in October 1999, subsequent to the Grand Jury’s visit.
83. Holes in ceramic tile floors.	Implemented	Floors were repaired in October 1999, subsequent to the Grand Jury’s visit..
84. Cracked windows in the restrooms and barracks.	Implemented	Cracked windows are replaced as needed by on-site maintenance staff.
85. No evacuation route posted.	Implemented	Subsequent to the Grand Jury’s visit, evacuation routes were posted in all camps.
86. Plumbing is bad with filthy water fountains and vile-tasting water.	Implemented	CMYC’s six camps are supplied with water from wells. Water quality is regularly monitored by the County’s Department of Health Services, a private testing contractor, and by on-site maintenance staff. Outdoor drinking fountains get dirty quickly due to their often-direct exposure to the elements. They are inspected regularly to ensure they are as clean as possible given the quick accumulation of dirt from the camp’s grounds and the surrounding desert.
87. Camp needs inside painting.	Implemented	Camp painting was completed in November 1999.
88. Camp needs electrical repairs.	Implemented	Electrical repairs were made in November 1999.
89. Mattresses in the barracks are slit.	Implemented	Mattresses receive considerable wear, tear and abuse from juveniles in a camp setting. They are replaced as quickly as possible when damage occurs.

CAMP McNAIR
90. Camp is short staffed.	Implemented	New staff are hired as quickly as possible when vacancies occur, and as-needed staff utilized for temporary staff shortages. Camp is currently fully staffed in compliance with Board of Corrections standards.
91. No sports equipment.	Implemented	Replacement sports equipment is purchased as needed. The camp currently has sufficient sports equipment.
92. No posted evacuation routes.	Implemented	All CMYC camps have posted evacuation routes. Subsequent to the Grand Jury’s visit, the CMYC Superintendent toured each camp to ensure evacuation routes were posted. Camp McNair has evacuation routes posted in five locations.
93. Floors are filthy.	Implemented	Maintaining the cleanliness of floors is a constant struggle, especially following a period of heavy use by the 100 or more minors in each camp. At times the cleanliness of the floors may temporarily fall below the level of hygiene we strive to achieve. Floors are cleaned daily and more frequently if necessary. Housekeeping standards are monitored by camp managers.
94. Water fountains are filthy.	Implemented	CMYC’s six camps are supplied with water from wells. Water quality is regularly monitored by the County’s Department of Health Services and by on-site maintenance staff. Outdoor drinking fountains get dirty quickly due to their often-direct exposure to the elements. They are inspected regularly to ensure they are as clean as possible given the quick accumulation of dirt from the camp’s grounds and the surrounding desert.
95. Better custodial service is needed.	Implemented	Housekeeping standards are monitored by camp managers. Each shift is responsible for custodial service, and professional custodial services are available to assist.
96. New shower barriers are needed.	Implemented	Shower barriers were repaired in October 1999.

CAMP RESNICK
97. Lack of books and games for youth in their free time.	Implemented	Camp Resnick has a book library, and available games. Community-based organizations also donate books to the youth. In addition, the camp participates in the Operation Read program that provides one-on-one literacy tutoring and reading material for our wards. However, donations of additional books and games are always welcome.
98. No posted evacuation routes were observed.	Implemented	There were insufficient evacuation route postings when the camp was inspected. Evacuation routes are now posted on the Camp bulletin board.

CAMP SCOBEE
99. Health Services inspection would most likely have closed the camp.	Implemented	Housekeeping and maintenance routines are in place. The National Commission on Correctional Health Care, and the County’s Department of Health Services performs regular inspections with no significant deficiencies noted.
100. Dirty restroom floors, dirty clothing on the floor.	Implemented	Maintaining the cleanliness of restrooms is a constant struggle, especially following a period of heavy use by the 100 or more minors in each camp. At times the cleanliness of the restrooms may temporarily fall below the level of hygiene we strive to maintain. Restrooms are cleaned daily and more frequently if necessary. Housekeeping standards are monitored by camp managers. Soiled clothing is washed daily.
101. Cut bunk pads	Implemented	Bunk pads receive considerable wear, tear and abuse from juveniles in a camp setting. They are replaced as quickly as possible when damage occurs.
102. Graffiti	Implemented	Graffiti is difficult to avoid in a juvenile detention facility. Close supervision by camp staff is used to keep graffiti at a minimum. Graffiti is removed as soon as possible.
103. No discipline	Implemented	Discipline is an on-going issue with our troubled youths. Camp staff receive regular training on appropriate discipline techniques.
104. Need for complete painting	Implemented	Painting of Camp Scobee was completed in November 1999, and on-going maintenance is performed as needed. The Grand Jury’s inspection was performed prior to November 1999.
105. Need for much plumbing and lighting work.	Implemented	Plumbing and lighting issues occur frequently as would be expected in a facility that houses 100 or more juveniles, 24 hours a day. These issues are quickly resolved as they occur by maintenance staff.

CAMP SMITH
106. Water fountains are filthy with vile tasting water.	Implemented	CMYC’s six camps are supplied with water from wells. Water quality is regularly monitored by the County’s Department of Health Services and by on-site maintenance staff. Outdoor drinking fountains get dirty quickly due to their often-direct exposure to the elements. They are inspected regularly to ensure they are as clean as possible given the quick accumulation of dirt from the camp’s grounds and the surrounding desert.
107. No posted evacuation routes, and no fire fighting or earthquake supplies.	Implemented	All CMYC camps have posted evacuation routes, extinguishers, and earthquake supplies. There were insufficient evacuation route postings when the camp was inspected by the Grand Jury.
108. Bathroom and shower areas need to be better cleaned and deodorized.	Implemented	Maintaining the cleanliness of bathroom facilities is a constant struggle, especially following a period of heavy use by the 100 or more minors in each camp such as subsequent to early morning shower and toilet use. Bathrooms are cleaned daily, and more frequently if needed. In response to the Grand Jury’s visit, we have reemphasized the importance of cleaning bathroom facilities, and appropriate corrective action is initiated if facility cleanliness is not maintained.
109. Bunk pads were slit.	Implemented	Bunk pads receive considerable wear, tear and abuse from juveniles in a camp setting. They are replaced as quickly as possible when damage occurs.
110. Inside painting is needed.	Implemented	Camp was freshly painted in November 1999, subsequent to the Grand Jury’s visit.

DOROTHY KIRBY CENTER
111. A full-time gardener would be beneficial in maintaining the grounds.	Implemented	Grounds maintenance is a constant struggle given the size of the camp. Weed abatement is performed as often as possible when time is available between camp programs. Current grounds conditions at DKC are good. The Department is in the process of contracting for landscaping support services to augment the efforts of DKC maintenance crews.

BARRY J. NIDORF JUVENILE HALL
112. It is difficult to segregate as to race, gender, sexual orientation, etc., in Court holding cells.	Implemented	Minors are not required/needed to be separated by race or sexual orientation. Minors are separated by gender with sufficient holding space available for that purpose.
113. Shortage of staff to monitor Court holding cells.	Implemented	Sufficient staff are provided for minors held in waiting rooms, and minors do not exceed room capacity.
114. Sound barrier should be placed between the courts and the railroad tracks.	In progress	Sound barriers would be a substantial expense, and would have to be considered along with other priorities. Health and safety of staff and minors are the top concerns when prioritizing funding decisions. Rail traffic consists primarily of Metrolink commuter trains, which has only 5 scheduled trains each direction operating on those tracks during normal court hours.
115. Gym has been unusable since 1994 due to earthquake damage.	In progress	Engineers are developing several alternative approaches to repairing major structural damage to the gym. Repairs costing as much as $400,000 are anticipated to be completed in FY 2000-01 pending completion of engineering work, pulling of permits, and availability of funding.
116. Personnel carry outdated walkie-talkies.	In progress	Eighteen walkie-talkies have been purchases and are currently being programmed. They will be ready in July 2000.
117. Grounds are in terrible condition.	Implemented	Grounds maintenance is a constant struggle given the size of the camp and its desert setting. Weed abatement is performed as often as possible when time is available between camp programs. Current grounds conditions at CMYC are excellent. The Department is in the process of contracting for landscaping support services to augment the efforts of maintenance crews.
118. Pool is barely usable.	Implemented	The pool is very clean and usable, and has been since 1999.
119. Plumbing repairs and painting are needed everywhere.	Implemented	The Internal Services Department is notified of any needed repairs. Six buildings received new faucets in March 2000. Plumbing issues will frequently arise in a facility that houses a large population of juveniles.
120. Electrical jobs were numerous.	Implemented	The Internal Services Department is notified promptly of all repair needs. Electrical repairs are performed as needed.
121. No evacuation plans were observed. Fire and earthquake supply cabinets were not found.	Implemented	The facility has a detailed evacuation plan. The Movement and Control Unit has an appropriately stocked emergency supply cabinet. It is checked periodically, with the last check on June 1, 2000.
122. Fire safety violation had not been addressed six months after fire notice was given.	Implemented	The LA City Fire Inspector is notified of all corrections stated in violation reports. The Inspector signed-off on all corrections on June 16, 2000.
123. Hospital area is very overcrowded.	Implemented	The infirmary is an accredited facility run by the County’s Department of Health Services. The National Commission on Correctional Health Care, and the County’s Department of Health Services, perform regular inspections with no significant deficiencies noted.
124. The hospital staff of 28 is inadequate to properly serve the needs of the facility’s youth.	Implemented	Hospital staffing is based upon DHS’s assessment of the health needs of the hall population, and is regularly inspected by the National Commission on Corrections Health Care.
125. Birth control pills are not given, nor their use explained to females.	Implemented	Medical treatment, including the need to prescribe birth control pills, is based on individual circumstances and a medical examination performed by physicians from the County’s Department of Health Services.
126. Probation, teachers and Health Services have very poor working and communication skills with one another.	Implemented	Probation, LACOE staff, and DHS meet regularly and attend facility administration meetings.
127. There is a need for specialist and bilingual educators.	Implemented	LACOE hires appropriate bilingual-skilled staff to meet the educational needs of the wards at BJNJH.
128. The school system needs greater attention to helping the mentally challenged youth. The facility shows an excellent daily schedule as to how the youth will be served; however, it was not what the inspection team observed.	Implemented	LACOE is responsible for education of youth in our facilities. LACOE makes modifications to educational offerings to address the needs of these youth.

CENTRAL JUVENILE HALL
129. INS section of this facility needs more bilingual teachers and counselors.	Implemented	CJH provides bilingual Detention Services Officers on each shift to serve minors throughout the facility. INS minors are in special classes taught LACOE’s teachers.
130. The facility is best described as falling apart.	In progress	The Board of Corrections has awarded $33 million to build two new 120-bed buildings and support structures. This project is expected to break ground in early 2001. The facility has a ten-year plan to refurbish or replace old structures. The revitalized Administration Building opened in June 2000. Probation considers its collaboration with the Board of Supervisors, Board of Corrections, and CAO to be vital to the continued refurbishment of CJH.
131. The kitchen, medical station, fire equipment and evacuation plans were all below standard.	Implemented	The December 8, 1999, health inspection rated the kitchen as ‘very good.” Plans are in process to upgrade the medical station in Building #4. All fire extinguishers are inspected annually, with the last inspection on March 22, 2000. Evacuation plans were posted in all units during the annual inspection on October 6, 1999, and were approved by the Board of Corrections and Fire Department in November 1999. The Grand Jury’s inspection occurred prior to these other agencies’ inspections.
132. One pool is excellent but never used, while the other needs a pool pump and re-plastering to repair a leak.	In progress	In response to the Grand Jury’s visit, the Department is re-emphasizing our need for licensed lifeguards, and to make pool hours available to minors. At the time of the Grand Jury’s inspection repair work on the 2nd pool had not begun. Repairs to the second pool have been delayed due to unforeseen damage, and are expected to be complete by the 1st quarter of 2001.

133. The balance of the grounds, barracks, bathrooms, plumbing, and windows were all in very poor condition.	Implemented	Dorms, bathrooms, plumbing, and windows will be repaired as part of the ten-year facility refurbishment plan. A grounds maintenance plan has been implemented, and grounds are currently in good condition. Immediate needs are repaired by maintenance staff or the Internal Services Department.
134. Sixteen of the SHU units are unusable for various reasons.	In progress	Eight door frames received structural damage as a result of the 1994 earthquake. Repair work is included on the Department’s deferred maintenance list. Other units were out-of-service at the time of the Grand Jury’s inspection due to routine plumbing and lighting problems that were corrected by ISD as work orders were resolved.
135. The security phone system and walkie-talkie system are antiquated.	In progress	New walkie-talkies are being programmed by ISD. The new “Spectralink” phone system enhanced security communications at the facility. New security telecommunication capability is included in the 10-year facility refurbishment plan.
136. Hospital space is inadequate and creates a health and safety hazard.	Implemented	Healthcare is provided by the County’s Department of Health Services. On March 3, 2000, the National Commission on Correctional Health Care renewed the accreditation of our current medical facilities.
137. Observed in 9 of 20 classrooms teachers reading newspapers or watching stock market reports while students slept at their desks,	Implemented	LACOE is responsible for the provision of education of minors at CJH. Any perceived inappropriate behavior by teachers is brought to the attention of the school principal. The School principal indicates that CJH participates in both the LA Times Newspapers in Education and in the Stock Market Game programs. These programs are recognized as valid instructional strategies. Teachers must carefully check the newspapers to ensure that the students are not given papers with inappropriate topics.

138. This facility is overcrowded, understaffed, and needs to be completely renovated and rebuilt.	Implemented	Every minor has a bed in which to sleep. All sleeping quarters are approved by the Board of Corrections. Staffing ratios are in compliance with Board of Corrections ratios. The ten-year renovation plan addresses the rebuilding issue.
139. Lack of coordination and cooperation between Probation and LACOE is detrimental to the educational process and juvenile justice system.	Implemented	Probation and LACOE meet monthly to discuss educational issues and other relevant issues. In addition, a Director is assigned as the liaison with LACOE on issues that arise on a day-to-day basis.

LOS PADRINOS JUVENILE HALL
140. Probation Officers have to use pepper spray on a daily basis here to control situations.	Implemented	Oleoresin Capscicum (OC) is only used when other measures are unsuccessful at correcting dangerous misconduct by wards. It is preferable to using physical force and it significantly reduces the number of injuries to staff and minors. Staff receive extensive training, and re-training on its appropriate use. All use of the spray is documented via a Special Incident Report and OC Debriefing Report which are reviewed by the Superintendent to determine if the use was appropriate.
141. Entire plant is in need of painting.	In progress	LPJH will be receiving a significant amount of structural and infrastructure repairs. Painting the facility will follow completion of major structural repairs. Painting is often complicated by the presence of lead based paints.
142. Pool has had a leak for two years.	In progress	Repair of the pool is on a list of needs for the facility. These needs are prioritized initially based on health and safety issues. It is anticipated that the pool will be fixed in FY 2000-01.
143. Facility is without work experience programs, merit programs, and no trade classes are taught.	Implemented	The facility provides wards with 300 minutes of education per day. In addition, the facility participates in Operation Read, art programs, and programs offered by community-based organizations. Minors have a very full day each and every day. Trade classes would not be appropriate due to the often brief or transient nature of minors in our care. Students who have completed high school have the opportunity to participate in facility support services.

144. There is a problem in getting students to class because teachers will not open classrooms before 8:30 AM.	Implemented	Probation closely monitors daily movements of minors to-and-from living units and school. Safety and security are the top priority during movements. Opening time for school classrooms is a LACOE collective bargaining issue. Every effort is made to ensure students receive a full 300-minute curriculum each school day.
145. Civilian cooking staff and servers do an average job.	Implemented	Probation has been satisfied with the quality of food service provided. The food service provider has been very cooperative in quickly correcting any deficiencies noted. In addition, food preparation methods, hygiene, menus and nutritional components are monitored by our Food Services Consultant, and by the County’s Task Force on Nutrition. A new food service contractor started in July 2000 as a result of a recent competitive bidding process.
146. Personnel must unlock each SHU cell with no master release.	Implemented	Staffing in our facilities is adequate to ensure the safe and controlled egress of minors in the event of an emergency. Master release mechanisms may not work in the event of a loss of electrical service. In addition, it is not considered prudent to conduct automatic unlocking of multiple doors due to the propensity of these minors to flee, fight, or otherwise misbehave.

CHALLENGER STAFFING QUARTERS
147. Lack of adequate sleeping quarters, gym was lost for sleeping quarters.	In progress	Construction of additional staff sleeping quarters is scheduled, with completion anticipated August 2001.
148. Teacher computers are second rate.	Implemented	LACOE provides computer equipment for its teachers. Teacher’s computers are sufficient for the current curriculum, and accessible as part of the LACOE communication network.
149. Monitoring equipment needs to be upgraded.	Implemented	Monitoring equipment was serviced in November 1999 and is in good working order.
150. Better walkie-talkies are needed.	Implemented	Existing walkie-talkies are adequate to meet the needs of CMYC.
151. Better interaction between Probation and LACOE teachers.	Implemented	Camp Directors and staff are in daily contact with LACOE teachers. Probation and LACOE management meet weekly to coordinate services and discuss issues of mutual concern.

CHALLENGER KITCHEN FACILITIES
152. Broken steamers need replacement, inside freezer handles for exit need replacement, hanging plugs for food car warmers were broken.	Implemented	Steamers, freezer handles, and hanging plugs were all replaced or repaired in November 1999, after the Grand Jury’s visit.

CHALLENGER SCHOOLS
153. Need closer supervision of teaching staff (students sleeping, teachers reading stock market news, movies, etc.	Implemented	LACOE is responsible for the provision of education to minors at CMYC. Any perceived inappropriate behavior by teachers is brought to the attention of the school principal. Newspapers are part of the educational curriculum. Teachers must carefully check the newspapers to ensure that the students are not given papers with inappropriate topics. Probation and LACOE management meet weekly, and more frequently as needed, to coordinate services and discuss issues of mutual concern including implementing programs to enhance educational offerings. All teachers are required to prepare and follow approved lesson plans, with monitoring by LACOE administration.
CHALLENGER SPECIAL HOUSING UNIT
154. Unit is unsafe in the event of an earthquake, fire, etc. Each unit must be manually unlocked.	Implemented	The special housing unit meets Board of Corrections earthquake standards. In addition, Challenger has regular fire and earthquake drills. There are always at least four staff present in SHU from 6:00 A.M. to 10:00 P.M., and at least two overnight. Staffing in our facilities is adequate to ensure the safe and controlled egress of minors in the event of an emergency. Tools are available to extricate minors from SHU in the event doors are inoperable. Master release mechanisms may not work in the event of a loss of electrical service. In addition, it is not considered prudent to conduct automatic unlocking of multiple doors due to the propensity of these minors to flee, fight, or otherwise misbehave.

GRAND JURY RECOMMENDATIONS
155. Probation should consider developing trade classes and/or special education academies for the advanced students, in addition to mandated programs.	Implemented	Probation has educational and vocational programs for a variety of youth’s skill levels such as Operation Read, Sprockets Computer Repair, Culinary Arts Training, PAVE, ABC Read, Heads Up Therapy, SAT preparatory course, Kilpatrick sports program, ITV College Program, etc.
156. The Probation Department should convert Camp Scudder from a juvenile male camp to a juvenile female camp.	Implemented	Current capacity of female camp ward accommodations is sufficient to meet the demand for services. We have a greater need for male ward facilities. Conversion of Camp Scudder to a female-only facility would place a disproportionate burden on the male ward population, further backing-up males in our juvenile halls.
157. The Probation Department should develop another facility such as “Starview” to operate in conjunction with MacLaren Hall.	In progress	The County Consortium is the lead agency responsible for MacLaren Hall. This suggestion will be considered along with other funding issues.
158. The Probation Officers serving at juvenile halls should be required to serve a minimum of one year at that facility before transfer.	Implemented	Current civil service rules control promotional opportunities. Staff transfers are within guidelines of collective bargaining agreements. While the Grand Jury’s recommendation has merit, we can not mandate that employees stay at a facility for a specific length of time.
159. The Probation Department should seek surplus “steam pots” from other County agencies.	Implemented	Probation’s steam pots are in good working order. We are unaware of available steam pot supplies from other County departments.

160. The Probation Department should hire additional employees for custodial services and gardening work in the camp system.	Implemented	Camps do not employ gardeners or custodians. These functions are the responsibility of staff and camp service managers. Wards and work crews augment staff efforts as time permits. We will be using our purchasing authority to obtain contract custodial staff to supplement existing efforts when infrequent as-needed custodial services are necessary.
161. The Board of Supervisors should ensure that LACOE and the Probation Department engage in constructive communication at all levels to resolve issues of conflict such as the safety issue of getting students to class before 8:20 AM., and a teamwork approach to mutual problems in all facilities.	Implemented	The Chief Probation Officer recently met with the LACOE Superintendent to discuss mutual issues of concern. Probation staff and LACOE management meet regularly to resolve issues of mutual concern, develop enhancements to academic offerings, and are in contact on a daily basis. Enhancement of communications between Probation and LACOE is a work in process. Probation recently contracted with the RAND Corporation for a study of the education of juvenile wards and probationers. The intended outcome of this study is the identification of the problems with our education system, and recommended solutions to enhance the quality of education of all youths in our care. The Board of Supervisors are an integral part of the educational planning and monitoring process for these youths, and played a critical role in the planning for the current RAND study.
162. We recommend that the Probation Department give particular attention to the following areas: · Perform weed abatement. · Repair running tracks, volleyball courts, baseball diamonds, gymnasiums. · Weatherproof skylights and buildings. · Paint inside/outside all youth facilities. · Upgrade plumbing and electrical where needed. · Provide additional books and games for leisure time. · Solicit the National Guard for all their old uniforms for juveniles. · Provide bilingual teachers and GED programs at all juvenile facilities. · Petition judges to make juvenile stays a minimum of 12 weeks for educational purposes and rehabilitation. · Equip all SHU units with quick-release master cell door openers. · Replace all water fountains for health and safety purposes. · Maintain teams of plumbers and painters to visit and upgrade each facility. · Replace all security phones and walkie-talkies.	Implemented	· Weed abatement is performed by staff, camp service managers, and work crews. · Sports facilities are repaired and/or renovated as needed, and as funding becomes available. · All living units are weatherproof. · Most living units were painted in 1999-00. Those that have not been painted will be completed soon, or following major renovations. · Plumbing and electrical “upgrades” are performed on an on-going basis. · Books and games are available at all facilities, and supplemented with additional resources from community donations. · The Department will review the availability and suitability of National Guard surplus uniforms. · LACOE is responsible for education within our facilities, and provides for bilingual instructors and GED programs where appropriate. · The Court determines length of stay based upon the unique needs of each minor. · Staffing requirements negate the need for quick release living unit door openers. · Water fountains are replaced as needed, and comply with health standards. We do not consider water fountains a safety risk. · Teams of maintenance personnel are available on contract through the Internal Services Department. · Communications equipment is repaired or replaced as necessary.
163. The Probation Department and LACOE management should both employ professional grant writers to take advantage of State and federal grant fund programs that are available.	Implemented	Both Probation and LACOE have staffs of professional grant writers who have been successful in obtaining millions of dollars annually in grant funding.
164. Probation upper management and all members of the Board of Supervisors conduct unannounced visits to youth detention facilities.	Implemented	Unannounced visits are welcomed, and are frequently made by the Chief Probation Officer and his Bureau Chiefs, as well as Probation Commissioners, representatives of the Board, and other officials.

Gj9900Tracking1.doc

August 10, 2000

TO: Each Supervisor

FROM: Lynn W. Bayer, Director

SUBJECT: FISCAL YEAR 1999-2000 LOS ANGELES COUNTY GRAND JURY FINAL REPORT

Attached is my Department's response to the FY 1999-2000 Los Angeles County Grand Jury Final Report on Welfare Fraud.

As you know, the FY 1999-2000 Grand Jury raised several issues regarding how well the Department of Public Social Services (DPSS) has addressed fraud in the CalWORKs Program. In response, DPSS has enhanced actions to reduce fraud and has made fraud prevention a departmental goal. Since receipt of the FY 1998-1999 Grand Jury Final Report on June 30, 1999, the Department has intensified its efforts to increase executive oversight, implement a staff awareness campaign that elevates the focus on fraud detection and prevention, establish new monitoring activities, develop benchmarks, increase the fraud referral rate, and improve productivity.

The following discussion provides you with a summary of our achievements in the key areas related to management initiatives, monitoring and responsiveness.

MANAGEMENT INITIATIVES AND INCREASED TRACKING OF OPERATIONS

I have taken several initiatives to address the Grand Jury=s concerns and to increase my Department’s performance. For example, I have set fraud prevention as one of the Department's goals in our Strategic Plan. In addition, fraud prevention is one criterion in measuring the Managers' Appraisal and Performance (MAP) Plan. The whole of the management team has eagerly embraced these goals and has worked diligently to demonstrate progress.

We have instituted new and increased monitoring and new reports to assess progress, measure improvements and identify problems. The Executive Team receives a briefing monthly on the Department's progress, as well as the challenges that staff encounter to
meet the outcomes established in DPSS' Fraud Prevention, Detection and Prosecution Plan. Managers receive monthly Executive Summary updates. Fraud prevention and detection continue to be in the forefront of all DPSS managers' attention.

Since October 1999, DPSS has put in place several creative monitoring programs to detect fraud and promote program integrity. Monitoring programs include:

$ DPSS investigators in our Internal Affairs Section conduct monthly audits to detect weaknesses in internal controls. The investigators conducted 52 audits in district and regional offices through July 2000. Some offices have been reviewed more than once. Monthly audits are now a routine practice by Internal Affairs staff.

$ The manager of each DPSS district or regional office has redeployed one employee who is designated as the office Program Integrity Compliance Officer (PICO). The PICO conducts audits of the district to ensure controls are operating as intended. The PICO reports directly to the district or regional manager.

$ District managers receive monthly reports from the Welfare Fraud Prevention and Investigations Section (WFP&I) to track the number and types of fraud referrals generated by the office, the number of cases pending a response of case disposition after the fraud investigation is completed, and the number of cases where the investigation is impacted by the inability to secure the physical case record or pertinent case documents.

$ WFP&I managers instituted additional internal monitoring controls to ensure that fraud referrals are assigned in a timely manner to fraud investigators, and that the quality of the investigation activity is thorough.

Corrective action plans are generated from both the Internal Affairs audits and the PICO reviews. Controls are in place to ensure the necessary follow up actions are completed.

The result of all the above monitoring is reported monthly to Executive management and
to the Internal Security Task Force. The Internal Security Task Force was established to conduct detailed analysis on major fraud cases and identify ways to improve prevention and detection of both employee and participant fraud. Task force members include DPSS fraud experts, the District Attorney and the Auditor-Controller staff.

STAFF AWARENESS

DPSS launched an employee awareness program that is continuously reinforced. The components of the program include:

$ Mandatory fraud prevention training for all new DPSS employees,
$ Refresher fraud detection training for all current DPSS staff,
$ Development of a training videotape on fraud and mandatory viewing by all employees,
$ Development of a videotape on how to generate automated fraud referrals through LEADER,
$ Distribution of a fraud prevention training pamphlet,
$ Release of poster and brochure advising staff how to report employee fraud,
$ Release of posters publicizing situations of welfare fraud and the results of prosecution,
$ Distribution of labels for phone instruments, giving numbers on where to report employee fraud,
$ Provision of fraud hotline information on the DPSS Intranet, as well as on the DPSS Internet site, and
$ Identification of case situations that provide good indicators when to initiate a fraud referral.

DEPARTMENTAL RESPONSIVENESS

The Auditor-Controller (A-C) provided the Grand Jury Committee with two independent assessments of DPSS= implementations of the recommendations. The A-C submitted its first report on December 7, 1999, and the second report on May 15, 2000. The Grand Jury Committee did not reference the most recent evaluation which indicated that the Department was making progress and instead relied on the earlier report to summarize the results of DPSS= progress. The earlier report reflected the Department’s status following just the initial months of implementation.

The employees of the Department of Public Social Services have risen to the challenges summarized in the FY 1998-99 Grand Jury Final Report. While the FY 1998-99 Grand Jury Final Report had 26 Recommendations, DPSS developed an extensive plan of 57 specific action items to respond to the Recommendations.

Since adoption of the Plan on August 3, 1999, DPSS has achieved 90% of the goals outlined in the Plan. The Department is submitting a separate report to your Board by August 31, 2000, to provide a complete summary of the Department's Fraud Prevention, Detection and Prosecution Plan results.

The combination of management initiatives and staff responsiveness has led to dramatic improvements in the Department’s fraud prevention and detection efforts. The following highlights six significant achievements.

1. Fraud Referral Rate

The Grand Jury asked the Department to increase its fraud referral rate. Los Angeles County=s fraud referral rate of 9.8% now exceeds the latest available 9.1% statewide average.

The dramatic improvement in our referral rate for investigation is noteworthy, since increased requests for investigations generated by Los Angeles County raise the statewide average. DPSS initiated or received 95,945 requests for investigation from July 1999 through June 2000, a sizable increase compared to the 68,470 fraud referrals received the prior year. WFP&I received an additional 30,000 Income and Eligibility Verification system (IEVS) referrals due to the Department’s focus to reduce the backlog of abstracts. This accounts for the high volume of referrals above the normal referral rate.

The Grand Jury also asked the Department to increase the number of Early Fraud referrals for investigation. An Early Fraud referral is generated before applicant families are approved for assistance. Of the total 95,945 fraud requests in FY 1999-2000, minus the 30,000 backlog referrals, Early Fraud requests accounted for 57,108 (86.6%) of all requests. This improvement compares to the 49,207 (71.9%) Early Fraud requests made in FY 1998-1999.

2. Income and Eligibility Verification System (IEVS) Backlog

The Grand Jury requested the Department to reduce its backlog of unworked computer matches that show cases with earnings. The Department has eliminated its IEVS backlog. By the end of June 2000, our districts had initiated necessary actions on 271,159 abstracts. This represents work on 100% of the abstracts that were backlogged.

3. Current IEVS Workload

The Grand Jury requested the Department to improve its process for handling the information received through the IEVS Matches. DPSS has completed 100% of the work associated with the ongoing IEVS system and avoided creating new backlogs for the last two processing quarters that were distributed. New IEVS abstracts are received quarterly from the State.

4. Assignment of Investigations

The Grand Jury requested the Department to reduce the number of fraud referral requests that are pending assignment to fraud investigators. At the time of the release of the FY 1998-1999 Grand Jury Final Report, a review of a small sample found DPSS took a median of 361 days to assign referrals designated as high priority to investigators, and a median of 188 days to assign requests for investigation involving lower potential overpayment amounts.

Since September 1999, fraud referrals have consistently been assigned in a timely manner to investigators. Los Angeles County now assigns high priority referrals to investigators within 72 hours of receiving the request. Lower priority referrals are now assigned to investigators within 30 days. To avoid a backlog once the case is assigned to an investigator, additional staff will be added to WFP&I.

5. Lost Cases

The Grand Jury asked the Department to reduce the number of case records or documents that are not found for fraud investigators to use in completing investigations. DPSS has made tremendous strides in reducing the percentage of investigations that are closed when the cases or documents can not be located. The percentage of investigations closed for this reason has been reduced, from 15% reported in the FY 1998-1999 Grand Jury Report, to 1% in March 2000.

6. Collections

The Grand Jury recommended DPSS improve overpayment collections. DPSS has increased collections on active cases to 21,890 cases in the January-March 2000 quarter. This compares to collections on 17,727 active cases in the January-March 1999 quarter. This is noteworthy since the total number of cases remaining on cash assistance has declined 7.9% from 234,088 in January 1999, to 215,571 in January 2000.

As mentioned previously, I am submitting a final report to your Board by August 31, 2000, summarizing the Department's successes in the past year and the challenges that remain to achieve the outcomes presented in the August 1999, DPSS Fraud Prevention, Detection and Prosecution Plan.

LWB:js

Attachment

cc: Executive Officer, Board of Supervisors
County Counsel
Auditor-Controller
District Attorney

ATTACHMENT

LOS ANGELES COUNTY
FISCAL YEAR 1999-2000 GRAND JURY=S FINAL REPORT

SUBJECT: REVIEW OF WELFARE FRAUD
DEPARTMENT OF PUBLIC SOCIAL SERVICES
(Pages 113-125)

RECOMMENDATION #1

The Board of Supervisors of Los Angeles County should direct DPSS to fully implement the Home Call Visit Program.

COUNTY RESPONSE

DPSS agrees with this Recommendation. However, we recommend that the Home Call Visit Program be implemented with the caveat that it be structured in a manner that differs somewhat from the approach detailed in the FY 1999-2000 Grand Jury Final Report. Our approach does not include a two-person team to make the home visits.

The Department’s report of the evaluation of the Home Call Visit Pilot has been addressed in a separate report that was submitted to your Board on August 3, 2000. Los Angeles County is moving forward with preparation of a full implementation plan of the Home Call Visit Program.

RECOMMENDATION #2

The Board of Supervisors should provide the necessary resources, as detailed on pages 10-11, for the DPSS and the DA to ensure success of the Program.

COUNTY RESPONSE

DPSS agrees with this Recommendation. DPSS completed a successful Home Call Visit Pilot using departmental staff for the project. The design of the Home Call Visit Pilot provided a creative approach to both assess eligibility and identify service needs in a cost effective manner with the use of DPSS staff.

The appropriate resources needed to ensure the success of the Home Call Visit Program would be based on approval of the Department’s implementation plan using the evaluation of the Pilot as the basis for development of the plan.

RECOMMENDATION #3

The Board of Supervisors should instruct the Chief Administrative Officer (CAO) to hire an outside firm as long as necessary to perform the management and administrative duties necessary to move the Department of Public Social Services forward in the accomplishment of its targeted goals. This assignment must encompass organizational restructuring, automation, benchmark objectives and management principles. This task should be given to a totally independent management firm that will report directly and exclusively to the Board of Supervisors.

COUNTY RESPONSE

DPSS does not agree with this Recommendation. This Recommendation is similar to one made by the FY 1998-99 Grand Jury. The Department disagreed at that time and continues to disagree that oversight by an outside firm is needed.

DPSS has been aggressive in enhancing its activities to prevent and detect participant and employee fraud. The Department has made great strides in the past year since the Grand Jury released the FY 1998-1999 Final Report and has measurable results that demonstrate its progress to date.

During FY 1999-2000, fraud prevention and detection has been a priority goal for the Department. From the 26 recommendations made by the FY 1998-99 Grand Jury, DPSS developed a comprehensive action plan encompassing 57 action items which was adopted by your Board. Over 90% of these action items have been completed or the targets met by DPSS.

The Department has successfully:

$ Increased Fraud Referrals from 5% to 9.8%,
$ Processed 100% of the current IEVS Abstracts for the past two processing quarters,
$ Processed 100% of the 271,159 backlogged IEVS Abstracts,
$ Reduced lost cases/documents impacting fraud investigations from 15% in October 1999 to 1% in March 2000,
$ Eliminated unassigned Fraud Referrals,
$ Reduced untimely fraud dispositions pending over 45 days from 1,070 in September 1999 to zero in February 2000 and ongoing, and
$ Fully staffed the DPSS Internal Affairs Unit and expanded the District Attorney Special Investigations Division responsibilities.

The results show that the existing management structure is fully responsive and capable.

The Grand Jury Final Report suggested that the Department was not receptive to change. This conclusion is not supported by the facts. DPSS welcomes the opportunity to learn about effective fraud detection and prevention programs in operation in other jurisdictions. The following are just a few examples of contacts DPSS has explored to evaluate how to strengthen our operations:

$ DPSS managers traveled to San Diego County in February 1999, to study its home call visit program,
$ DPSS managers went to Texas in June 1999, to learn about the statewide data broker inquiry system,
$ Fraud managers participate in the California Welfare Fraud Investigators Association where information about new and innovative fraud detection systems is shared. Staff attended the annual training conference in Orange County in September 1999,
$ Internal Affairs managers, supervisors and investigators, participate in the Southern Counties Internal Security Committee meetings where situations leaving departments vulnerable to internal fraud are communicated,
$ A WFP&I manager attended a demonstration in Sacramento on June 28, 2000, of a system to assess capabilities not available through the Welfare Fraud Linkage Analysis Database System (WFLADS),
$ DPSS obtained information to assess effectiveness of an application screening questionnaire used in Riverside County, and
$ DPSS obtained information to assess the effectiveness of the Department of Motor Vehicles (DMV) matches from other counties.

Los Angeles County is a complex jurisdiction and what works in one county is not always applicable to Los Angeles. However, DPSS does analyze the information and material obtained from our interaction with other jurisdictions at conferences and visits. We determined that the DMV matches could be beneficial to Los Angeles County. We implemented a one-time match with success and are moving forward with procedures to implement the DMV Matches as an ongoing activity.

As the above indicates, DPSS is constantly open to new ways to improve our fraud prevention and detection system.

Although some challenges remain, to hire an outside independent manager to oversee the implementation of the remaining recommendations is neither needed nor cost effective.

RECOMMENDATION #4

The Board of Supervisors must place a higher priority to the oversight of the DPSS.

COUNTY RESPONSE

DPSS agrees with the principle presented by the Grand Jury that fraud prevention and detection must be a high priority. DPSS disagrees that additional oversight is needed. DPSS fully supports your Board’s direction to ensure that fraud prevention and detection is a priority.

I have put in place and will continue the following activities to ensure fraud prevention and detection remain a high priority.

$ Quarterly Reports to your Board,
$ Monthly Executive reports,
$ Monthly Executive briefings,
$ Management Performance Accountability, and
$ Monthly briefings of entire Management team.

The FY 1999-2000 Grand Jury Final Report suggested that the Department was not timely in its responses. This conclusion is not supported by the facts. In the past year, following the adoption of the Plan on August 3, 1999, DPSS has provided your Board with quarterly status reports. The first quarterly report was due in December 1999 reflecting the progress for August, September and October 1999. The report was submitted on December 8, 1999. The second report was submitted on March 30, 2000, and DPSS submitted the third report on June 20, 2000. The Department is preparing a final summary report that is targeted for submission to your Board by August 31, 2000.

In addition to keeping the Board appraised through quarterly reports, DPSS provided a briefing to the Board of Supervisors= Social Services Deputies on April 12, 2000. Most, if not all, of the performance measures identified in the FY 1998-1999 Grand Jury Final Report Recommendations were addressed in the presentation.

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - DISTRICT ATTORNEY

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR WELFARE FRAUD

RECOMMENDATION #2 :
The Board of Supervisors should provide the necessary resources, as detailed on pages 10-11, for the DPSS and the DA to ensure success of the Program.

RESPONSE:
The District Attorney=s Office supports the request of the Department of Social Services to extend the Home Call Visitation project throughout Los Angeles County. This program, which we initially proposed to DPSS, has been truly an outstanding financial and human success. DPSS has reported that the limited pilot project increased early fraud referrals by 30%. Additionally, 218 applicants received referrals for services relating to domestic violence, child care, and other social needs. 82.5 percent of the applicants submitted comment cards praising the home visit program for the personal help they received from DPSS.

The net cost savings resulting from the pilot program was $4.30 million. The projected savings, if extended countywide, will be $42 million. By working closely with DPSS to develop the program and the training for eligibility worker investigators and supervisors, together we have been able to greatly reduce fraud, increase County services to those who need them, and provide significant savings for all taxpayers.

August 8, 2000

To: Supervisor Gloria Molina, Chair

Supervisor Michael D. Antonovich, Chair Pro Tem
Supervisor Yvonne Brathwaite Burke
Supervisor Zev Yaroslavsky
Supervisor Don Knabe

From: Anita M. Bock

Director

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR THE FOSTER FAMILY AGENCY MODEL WITHIN LOS ANGELES COUNTY, DEPARTMENT OF CHILDREN SERVICES

As requested by the Board, pursuant to the Board’s Motion dated July 11, 2000, our Department hereby responds to that section of the Report of the County of Los Angeles Grand Jury titled “The Foster Family Agency Model within Los Angeles County”.

The Report produced by KH Consulting Group on behalf of the Grand Jury is detailed and the issues are complex. Also, numerous prior management audits and reviews, to which we have responded, have clearly identified the nature and extent of the challenges facing our Department. The Grand Jury Report mirrors many of those recommendations. In addition, as the report itself states, it is necessary to work collaboratively with FFAs and other key partners on improvements to the Foster Family Agency model in Los Angeles County.

In addition, the Report recommendations are very specific and very prescriptive, yet they are rendered in the absence of essential human and financial resource analysis. This analysis is underway and will be done routinely by our Department as it works on improving its operations. In the absence of this analysis these recommendations can not be fully assessed. It should be noted that our Department itself articulated many of these recommendations and that work on implementation plans is already well underway. These will be shared with the Board as they are completed.

For these reasons, and others mentioned in our response, we have responded in a general manner to the recommendations (Attachment I).

An explanation of the entire restructuring and performance based management overhaul the Department is undergoing, which commenced in February 2000, was shared with KH Consulting. This restructuring is in its entirety responsive to most of the issues identified and recommendations made. The findings and recommendations outlined in the Report are consistent with the findings and recommendations of numerous prior management reports and audits, and this Report is another in a long line of reports and audits that underscore the need for change. This need for change has been clearly identified, compelled, and supported by the Board, and our Department is proceeding in a prudent and responsible manner to bring about necessary changes.

Our Department accepts the Report as reflective of a largely accurate depiction of the current FFA/Department system of care. While the Report contains a number of inaccuracies, these were made in good faith, and an analysis of these inaccuracies will serve no purpose other than to distract from its important focus.

The “Proposed Actions” called for in the Report, listed on pages 185 through 188, are in the Department’s opinion beyond the scope of a grand jury report. Only management, acting under the purview of the Board, can formulate and develop action plans. A consulting group acting on behalf of a grand jury oversteps its bounds when in the absence of any authority from the legislative and executive branches of government and lacking any knowledge regarding funding, staffing and legal issues, it seeks to direct the actions and management of a public department. Therefore, our Department will not be addressing action steps in this response.

We are sincerely grateful to the Grand Jury and to KH Consulting Group for the articulate and comprehensive information provided in the Report. This Report’s primary value lies in the fact that it has codified information for the most part well known to the Board, Department, the FFA’s, and the LA County child welfare planning community. The fact that the presentation is specific to the FFA system of care makes it a welcome and concise planning tool. Such tools provide good improvement road maps to managers, planners and stakeholders.

This report will be used by our Department’s management team, by the Foster Family Agency Council of Los Angeles County, by County Counsel, by individual FFA’s, and by our community planners and stakeholders as one of the many blueprints for change that we have been fortunate to receive in the past 18 months.

Our Department will keep both the Board, the community-at-large, and the Grand Jury apprised of its progress. Consistent with our emphasis on, and commitment to, performance based management and accountability, we will work aggressively to improve the system of care that our children depend on. Our children deserve no less.

Our Department thanks the Foster Family Agency Council for its commitment to work collaboratively with us as we push for the necessary changes, both internally and externally (Attachment II).

Please do not hesitate to contact me directly should you need additional information or wish to discuss the Grand Jury Report further. My number is (213) 351-5600.

AMB:amb

Attachments

c: Chief Administrative Officer

County Counsel
Executive Office

ATTACHMENT I

RESPONSES TO RECOMMENDATIONS

RECOMMENDATION # 1: DCFS, FFAs, and other child welfare advocates should work collaboratively and cooperatively to address the complex issues facing child welfare in a major urban environment such as the County of Los Angeles.

RESPONSE:

Our Department has already laid the groundwork for a vastly improved working relationship with our FFA’s. Communication and collaboration are essential to the resolution of the issues outlined in the Report, and both our Department, the agencies, and all other important partners are committed to the process. Regular planning and discussion meetings are underway.

RECOMMENDATION # 2: Make the best interests of the child paramount in all aspects of placement in FFAs and, by extension, in child welfare overall.

RESPONSE:

The “best interest of the child” standard goes beyond a mere recommendation. It is the law - and our Department is fully committed to full compliance with this and all other laws. Achieving full compliance will require intensive staff training and re-training, and the implementation of performance based and accountability measures. Full compliance involves a major overhaul of the current operating environment. This overhaul will take time.

A soon-to-commence Zero Based Policy Initiative will vastly improve our ability to achieve full compliance in this vital area.

RECOMMENDATION #3: Develop child-centered outcome standards and measurements for children, CSWs, FFAs, and foster parents.

RESPONSE:

Systems changes in this area are already well underway. The Board has received our Department’s Phase I Strategic Planning document which focuses on child centered outcome measures, with an emphasis on the following measures:

_ Economic well-being
_ Education and workforce readiness
_ Good health
_ Safety and survival
_ Social and emotional well-being

Phases II and III of our Strategic Plan will be forthcoming over the next six months. Beyond the progress outlined in these reports many, many other initiatives are underway to address the quality of life of children in the care of the LA County child welfare system. Many of these initiatives and strategies involve joint planning and action among all key County agencies dealing with children.

The Board, and our Department’s key planning partners, will be kept apprised of progress in this area.

RECOMMENDATION #4: Develop and implement a new assessment model.

RESPONSE:

Our Department outlined to KH Consulting in some detail its plans to build a strong assessment component, both up-front in the investigatory phase, and as a pre-requisite to effective and ongoing service delivery. The recommendations listed mirror most if not all of the assessment components outlined by our Department.

This is a work-in-progress and our Department will keep the Board fully advised of its progress in this vital area. Our Department is working closely with our Department of Mental Health and with a wide array of community experts, planners, and current and future providers of assessment services in the community.

The development of an effective assessment system is a top priority for our Department.

RECOMMENDATION #5: Build child-centered teams to assess and monitor foster children.

RESPONSE:

Our Department’s monitoring and quality assurance functions are currently under intense review. Planned restructuring in this area should result in significant improvements. However, it must be noted, as outlined specifically in our Department’s recent response to the Foster Care Task Force Report submitted to the Board, a substantial investment will be required to make our Department’s services in this area fully effective. As indicated in The Task Force Report Response, our Department will report back to the Board as we develop strategies for improvement and quantify the associated costs.

RECOMMENDATION #6: Review and implement recommendations detailed in previous reports pertaining to DCFS and FFAs.

RESPONSE:

As indicated to the Grand Jury’s consultants at the commencement of their review, a full analysis of all prior management reports and audits had already occurred. This recommendation recommends an already accomplished function.

RECOMMENDATION #7: Decentralize the DCFS organizational structure.

RESPONSE:

Our Department outlined its plans to decentralize the LA County child welfare system to the Grand Jury’s consultants at the commencement of their review. These decentralization plans include the realignment of our Department’s regions to the County’s Service Planning Areas (SPAs). A feasibility study to accomplish this goal was already underway when the Grand Jury Consultant’s commenced their review. This should have been acknowledged in the Report. Our Department and PriceWaterhouseCoopers are the source for this and numerous other recommendations.

RECOMMENDATION #8: Enhance the CSW work environment.

RESPONSE:

Enhancing the working environment for CSW’s and all Department staff is a top priority. Initiatives underway and already completed in this arena are too numerous to outline. This recommendation mirrors the recommendations of all prior management and audit reports. Our Department has made substantial progress in this area, and will continue to address these and other recommendations, with which we fully concur.

Our Department and FFAs will work collaboratively to ensure that information flows freely between the parties, and to ensure that our Department and FFAs complete those tasks that each are assigned by law, contract and policy. The recently completed Statewide 2030 Work Study has already resulted in additional State funding to assist counties with initiatives to reduce caseloads and to implement recommendations such as those contained in the Report. A comprehensive planning process has commenced to analyze the Work Study and to make recommendations to the Legislature and the Governor.

Working collaboratively with the University Training Consortium the development of a strategic plan to improve the training of CSWs and MSWs is well underway. Our Department’s training alliance is deeply committed to making necessary changes, and to developing innovative and exciting new planning tools. We are fortunate to have excellent University leadership in LA County.

The caseload comparisons listed in this recommendation, and in the Report in general, are completely lacking in the information necessary to draw meaningful conclusions about comparative caseload data.

RECOMMENDATION #9: Improve DCFS-FFA communication processes and information flow.

RESPONSE:

This recommendation is repetitive of other recommendations and has been responded to.

RECOMMENDATION #10: Develop comprehensive DCFS systems and infrastructures to collect, update, track, and report updated, timely, complete, and accurate information.

RESPONSE:

This recommendation has been the cornerstone of every prior review and audit on our Department’s delivery of service. In addition our Department has compiled numerous reports of systems deficiencies and failures. This matter has been fully discussed with the Board. Our Department is working collaboratively with the CAO and CIO, and the State, to develop comprehensive and innovative strategies for the improvement of our technology infrastructure.

Our Department appreciates the recommendations and will consider them as it restructures and improves its operations.

RECOMMENDATION #11: Address the gap between OHCEU workload and available staff.

RESPONSE:

Our Department’s investigatory and quality assurance functions have for some time been undergoing intense review and analysis. The design of our Department’s new Bureau of Child Protection and the restructuring of the OHCEU and quality assurance and monitoring functions, coupled with our Department’s new Internal Affairs section, should result in substantial improvements in the areas touched on by the Report.

The recommendations outlined in the Report are valuable and will be considered as our Department restructures and improves its operations. It is beyond the scope of this response to get into the details of the specific needs in this important area and the changes contemplated in response to those needs.

Our Department will, as already stated, work collaboratively with the FFA’s, County Counsel, the Inspector General, and other appropriate partners and stakeholders to improve the quality and timeliness of its investigations.

RECOMMENDATION #12: Standardize FFA practices based on identified best practices to improve performance at all FFAs and to recruit consistently high quality foster parents.

RESPONSE:

Our Department will work with County Counsel and the Foster Family Agency Council to fully assess the recommendations outlined in this section. Council members and the Director were unable to meet prior to the response due date. Our Department will keep the Board advised of progress in this area.

RECOMMENDATION #13: Develop foster parenting as a legitimate and valued profession.

RESPONSE:

By and large the media and well-meaning advocates for improved services to children and families, using reports such as this Grand Jury Report, have contributed significantly to the stigma attached to foster parenting and foster care. Fueled by poor performance, a frenzy of indiscriminate negativity has long plagued the child welfare system nationally. Not until this unfortunate dynamic is stopped by those that dramatically highlight and generalize the system of care’s failures, without focusing on its strengths, will the stigma that plagues both foster children and foster parents cease to exist. It is not in the best interest of children to act in this manner.

Balanced reporting and balanced responses to systems failures are in the best interest of children and their extended families and caregivers. Dramatic and generalized “nuclear rhetoric” that indicts and vilifies the entire foster care system and all those associated with it makes great headlines, but it hurts the very children that the people making such statements purport to care about. For every failure in LA’s child welfare system, there are successes. It is essential that we focus on case specific analysis as we move forward, so as to avoid the stigmatization of foster care and foster children.

This recommendation requires a child welfare community response, in addition to the vitally important changes needed at our Department. Our Department will play its part in changing this tragic dynamic. Countless honorable and dedicated foster families and foster children have suffered greatly as a result of the stigma attached to foster care.

RECOMMENDATION #14: Provide more comprehensive and consistent training and support to foster parents.

RESPONSE:

Our Department fully supports more comprehensive and consistent training and support to foster parents. Plans to enhance training and support are underway. Providing enhanced training and support is resource dependent, improving current performance is not.

Our Department will work closely with FFAs and training partners to ensure that foster parents are well trained and adequately supported. The Grand Jury Report recommendations will be utilized as we continue developing strategic plans to accomplish our goals.

Essential to quality foster care is a comprehensive review and selection process. Our Department, with the support of the Board, will push for the funding required to complete comprehensive background and reference checking, and for more thorough suitability assessments.

CONCLUSION

Our Department will work diligently to analyze and responsibly implement all appropriate recommendations to improve the quality of our children’s care. None of the changes we all agree are necessary can occur without the assistance, collaboration and support of our partners and stakeholders. Seeing the glass half full instead of half empty will go a long way to helping the people who make up this fragile system of care find the necessary strength and support to make it the best foster care system in the nation.

There is now universal acceptance of the value of strength based approaches to assessing the needs of children and families, we would be wise to apply these same principles to assessing our LA County system of care. We can be proud of our successes, even as we confront and address our failures. Both our Department and the FFA provider network are deeply committed to change, and to the creation of a quality system of care.

Our Department thanks and applauds those FFA’s and foster parents and families that have developed and maintained a commitment to excellence despite the challenges.

The Grand Jury’s commitment to the well being of LA’s children deserves our recognition and sincere appreciation. We will use the results of this management audit wisely to improve our system of care. We thank the KH Consulting Group for their courtesy and assistance.

Department of Health Services Response to Grand Jury Report AReducing the Health Risks of Swimming at Los Angeles County Beaches@.

SECTION 3. IMPROVING WATER QUALITY MONITORING AND RISK COMMUNICATION.

Recommendation 3.1:

The Board of Supervisors should direct the L.A. County Department of Health Services to assemble a panel of experts to evaluate the efficacy of current procedures for assessing the health risks of swimming at L.A. County beaches. The panel should include representatives of the L.A. County Department of Health Services, the City of Los Angeles, the Regional Board, the Southern California Coastal Water Research Project, the Santa Monica Bay Restoration Project, and experts within the academic and environmental communities.

The panel should be charged to assess and recommend research to better understand the effectiveness of current bacterial tests and to ultimately suggest, as appropriate, changes in tests and testing procedures. In particular, the panel should examine:

C The extent to which viruses pose a threat to swimmers.

C The extent to which bacterial indicators can be used to indicate the presence of absence of viruses.

C The threat of non-human risks bacteria, viruses and other organisms to humans.

C The long-term health risks of regular swimming or surfing at L.A. County beaches and the relationship of near term-indicators to chronic diseases, if any.

C The availability of tests that more rapidly indicate the presence of pathogens in beach waters.

C Inconsistencies between the different bacterial measurement procedures currently used.

Response:

The Department concurs with this recommendation. The Department has already been meeting with experts on these issues. The Southern California Coastal Waters Research Project (SCCWRP) has concluded two major studies on water quality and possible health implications. Participants included not only the City of Los Angeles, the Regional Water Quality Board, and the Sanitation Districts, but also the United States Environmental Protection Agency (USEPA), the State Water Resources Control Board (SWRCB), researchers from the University of Southern California and the University of California and numerous environmental groups. SCCWRP=s work in these areas continues.

The USEPA conducted a two day workshop in San Diego last year where all the subjects mentioned were discussed. There is a general consensus among all involved parties that research is needed in all the proposed areas. The Beach Water Quality Task Force, chaired by the SWRCB, is currently pursuing many of these issues. This Department is a participant in these proceedings.

Recommendation 3.2-A:

The L.A. County Department of Health Services should develop a grading system for beaches similar to that used at L.A. County restaurants and post these grades at sampling locations and in other highly visible locations at the beaches.

Response:

The Department disagrees with this recommendation. A grading system similar to the restaurant grades is not feasible at this time; however, other agencies like Heal the Bay already provides such a grading system. The Department continues to refine and improve the usefulness of information provided to the public, including the recent activation of up-to-date information in the Department’s Public Health website. This website indicates whether each monitored beach meets State standards.

Recommendation 3.2-B:

The L.A. County Department of Health Services should initiate a public information campaign to accurately communicate to L.A. County residents the health risks of swimming at L.A. County Beaches. The message should be that:

C Beaches in L. A. County are among the best monitored in the nation.

C Swimming is safe during dry weather at the vast majority of beaches, although a few problem areas remain.

C Water quality standards are typically exceeded during rainstorms and beach goers should not swim during or in the three days following significant rain (i.e., greater than 0.1 inch).

The campaign should also provide accurate information on the types of illnesses and the chances of contracting them from swimming at beaches that violate health standards.

Response:

The Department concurs with this recommendation. This Department already conducts numerous public information activities to communicate the water quality conditions in Santa Monica Bay, Inner Cabrillo and Avalon every day. Messages as to beach closures, the posting or warnings and rainfall advisories are posted in the Department’s website, beach telephone hot-lines and the timely conveyance of beach monitoring data to organizations like Heal the Bay. We respond to all media inquiries regarding health risks associated with swimming in ocean waters. We have participated in symposia and forums sponsored by the Santa Monica Bay Restoration Project and other groups to accurately depict health risks and water quality conditions in Santa Monica Bay. We are constantly improving the public information available on beaches.

SECTION 4. RECOMMENDATION FOR IMPROVING WATER QUALITY DURING DRY WEATHER AT SEVEN PROBLEM BEACHES.

Recommendation 4.1-C:

The Los Angeles County Department of Health Services should inform the City of Malibu when it responds to a septic system complaint.

Response:

The Department concurs with this recommendation. This is already the Department’s practice and the Department continues to improve its notification to the City of Malibu when responding to a septic system complaint.

Recommendation 4.2:

The County Board of Supervisors should ensure that the county continues to participate in and have an active voice in the Topanga Watershed Committee. The Board of Supervisors should require that representatives of appropriate departments (e.g., Department of Beaches and Harbors, Department of Health Services, Department of Public Works) regularly attend TWC meetings and facilitate TWC=s goal of improving water quality in the canyon. The county should continue to make available to the TWC the skill, expertise and experience of its staff to provide, as appropriate and as requested by the TWC, technical assistance, advice and guidance.

Response:

The Department concurs with this recommendation. This Department has sent representatives to the Topanga Watershed Committee meetings to participate in agenda items which fall within the scope of our authority and expertise.

Recommendation 4.6-A:

The County Department of Health Services (DHS) and County Department of Beaches and Harbors (DBH) should continue monitoring to determine whether the recent improvements (additional braided nylon lines, roost-proof buoys) are effective at reducing pollution at Mother=s Beach.

Response:

The Department concurs with this recommendation. As long as Mother=s Beach is open for body contact, this Department will continue monitoring the bacterial levels in the ocean water to ensure it meets water quality standards. We have continuously provided input to DBH on the matter of pollution and its impact on water quality in Marina del Rey and its beach in the marina.

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

County of Los Angeles - Department of Public Works

Subject: 1999-2000 Grand Jury Recommendations for Disabled Access to Performing and Visual Arts Facilities in Los Angeles Counties

Recommendations # 1-4: 1. Los Angeles County Museum of Art Complex

(7) John Anson Ford Theatre

(8) Dorothy Chandler Pavilion

(9) Hollywood Bowl

Response:

Public Works has responsibility for assisting other County departments in constructing facilities and/or capital improvements. For capital projects, we are responsible for plan review and inspection to ensure compliance with the Los Angeles County building code. Since the inception of the Americans with Disabilities Act (ADA) in 1992, Public Works has also been tasked with reviewing and inspecting such projects for ADA compliance. For certain smaller capital projects that are to be constructed by department's internal crafts workers rather than contractors, County departments are permitted to self-certify for all code compliance requirements.

Accordingly, we are required to be involved in the design, construction, and inspection phases of all non-crafts projects. Thus, we have reviewed and approved Parks & Recreation's plans for the Hollywood Bowl, which did include installation of a telecommunications device (TDD), but Parks & Recreation will inspect that TDD site for ADA compliance.

Regarding each of the County performing and visual arts venues listed above, we have been informed by Gordon Anthony of Affirmative Action's ADA Compliance Program that each department responsible for those sites has addressed the recommendations contained in the Grand Jury Report and that those departments will be providing specific recommendations to the Board of Supervisors.

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

County of Los Angeles - Department of Public Works

Subject: 1999-2000 Grand Jury Recommendations for Reducing the Health Risks of Swimming at the Los Angeles County Beaches

RECOMMENDATION # 4.2

AThe County Board of Supervisors should ensure that the county continues to participate in and have an active voice in the Topanga Watershed Committee. The Board of Supervisors should require that representatives of appropriate departments (e.g. Department of Beaches and Harbors, Department of Health Services, Department of Public Works) regularly attend TWC meetings and facilitate TWC=s goal of improving water quality in the canyon. The county should continue to make available to the TWC the skills, expertise and experience of its staff to provide, as appropriate and as requested by the TWC, technical assistance, advice and guidance.@

RESPONSE:

Public Works has been involved with the Topanga Watershed Committee (TWC). At the request of the TWC, we have made several presentations and provided expertise to the TWC.

As of August 1, 2000, we have formed a new Watershed Management Division. With the formation of the Watershed Management Division, a Watershed Manager will be assigned to the TWC for any assistance. This Division was created to enhance and implement our vision of establishing watershed management as a Countywide priority resulting in the improvement of the overall quality of life for the residents of Los Angeles County. This Division will continue to provide assistance to the existing watershed groups and organize new geographic watershed teams of local stakeholders and leaders.

To address water quality issues, we are currently implementing the Countywide Storm Water Management Plan in compliance with the Los Angeles County Municipal National Pollution Discharge Elimination System Permit (NPDES). This Plan consists of 5 major programs aimed at reducing pollutant discharges to the maximum extent practicable for attaining water quality objectives and protecting beneficial uses of receiving waters in Los Angeles County.

These programs are: 1) Illicit Connection and Illicit Discharges; 2) Development Planning; 3) Development Construction; 4) Public Agency Activities; and 5) Public Education. The Illicit Connection and Illicit Discharges Program identifies and eliminates illegal and illicit connections and discharges. The Development Planning Program requires that new and

Grand Jury Response (Recommendation 4.2)

August 3, 2000
Page 2

redevelopment projects incorporate design features that will prevent stormwater pollution. The Development Construction Program requires that best management practices be employed during the construction phase of new private and public projects. The Public Agency Activities Program incorporates various best management practices in our Department’s day-to-day activities to prevent stormwater pollution. The Public Education Program is dedicated to educating school children, business owners, public employees, and the general public about water quality issues and activities they may undertake to prevent the pollution of stormwater.

Also under the NPDES permit, we are developing Watershed Management Area Plans. Topanga Canyon will be addressed in the Malibu Watershed Management Area Plan. This plan will tailor the Countywide Stormwater Management Plan to this particular watershed and identify other applicable actions that address pollutants of concern and other water quality issues in the watershed.

Public Works will continue to attend the TWC meetings and provide assistance, as appropriate and as requested by the TWC, to improve water quality in the canyon.

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES DEPARTMENT OF PUBLIC WORKS

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR

SECTION 5--RECOMMENDATION FOR IMPROVING THE QUALITY OF URBAN RUNOFF

RECOMMENDATION #5.1:
A meaningful process to prioritize the beneficial uses for the water bodies in Los Angeles County should be created. Near-term water quality programs should attempt to achieve the high-priority beneficial uses. Programs required to achieve lower priority beneficial uses should be deferred.

RESPONSE:
We concur in principle with the recommendation. The final determination with any delisting process lies with the State Water Resources Control Board (SWRCB) and the Environmental Protection Agency (EPA). The existing process has prohibited Adelisting,@ even where the Regional Board was in support of it. The primary approach taken by local government should be to work with all interested parties and stakeholders to determine how to change the existing required formats and legal standards for Adelisting@ beneficial uses that are not justified and gain the support of the SWRCB and the EPA.

Another issue that should be considered with this recommendation is what effect the implementation would have on the Total Maximum Daily Load (TMDL) Consent Decree entered into by the EPA, Heal the Bay, Santa Monica BayKeeper, and Terry Tamminen. This Consent Decree has essentially identified and established a priority ranking for TMDL development in the County of Los Angeles.

RECOMMENDATION #5.2:
Efforts to identify the sources of the pollution in urban runoff should be coordinated and expanded. In particular:

$ An inventory and assessment of the comprehensiveness and quality of existing water quality data should be compiled.
$ Water quality monitoring should be expanded to fill gaps in our understanding of pollution sources.
$ Monitoring efforts should be coordinated and sampling procedures and testing protocols standardized.
$ A rational formula for sharing costs between the County, the cities in the County, and other involved parties should be developed.

RESPONSE:
We agree with these recommendations and have long voiced our support of each of the issues, especially issues one through three. The Regional Board collects all the required water quality data that pertains to National Pollutant Discharge Elimination System Permits (Municipal, Industrial, and Construction), underground tank sites, and groundwater and they have the authority to implement issues one through three and heavily influence issue four. Dischargers (including municipalities) must do monitoring as directed by the Regional Board. Implementation of protocols and programs outside the Regional Board’s direction would be costly and possibly of no value if not utilized by the Regional Board.

RECOMMENDATION #5.3:
Los Angeles cities and the County should focus more on setting limits on the contaminants in discharges to surface waters and fix responsibility for meeting them.

RESPONSE:
We do not agree with this recommendation in its entirety. This is a complex issue, but the most significant aspect of it is that attempting to meet a limit could bankrupt a municipality, without the municipality ever being able to meet the limit. Unlike point source discharges which can be controlled, stormwater runoff quality is not fully controllable. Jurisdiction over non-point source discharges is very limited or legally non-existent. Cities and the County cannot completely eliminate dumping and illegal discharges to the storm drain system within their jurisdiction. However, as proposed, they would be held legally liable if the limits are not met.

We believe a more practical, cost-effective approach is to identify the pollutant of concern, establish target discharge limits, develop lists of proven Best Management Practices, and implement them using the Amaximum extent practicable@ criteria of the Clean Water Act.

RECOMMENDATION #5.4A:
The Los Angeles County Department of Public Works and the appropriate city departments should explore programs that rely on incentives for voluntary actions that improve the quality of urban runoff. Approaches that should be explored include:

$ Financial incentives for businesses and homeowners to reduce runoff flows or improve runoff quality. The cities and County should consider imposing stormwater fees that could fund such programs.
$ A Countywide awards program that acknowledges business or government agencies that have adopted exemplary programs to improve urban runoff.

RESPONSE:
We agree with the recommendation, but we have concerns about funding any incentive programs. Any new fees would be subject to Proposition 218 requirements of voter approval in each of the 85 jurisdictions which is not likely. Those few cities that have a fee, imposed by them prior to Proposition 218, have seen that revenue absorbed quickly.

We do support the concept of a Countywide awards program.

RECOMMENDATION #5.4B:
The setting up of a market for water quality pollutants should be explored. Dischargers would be assigned pollution limits and could buy rights to emit pollutants if it were too difficult to reduce their own pollutants or sell rights if they reduced pollutants below their cap.

RESPONSE:
We agree with this concept in theory, but it would have to occur at the State and Federal level. Local governments do not have the authority to permit the discharge of anything but stormwater to the storm drain system.

RECOMMENDATION #5.5:
The County should lead an effort to identify what additional powers are needed by the Regional Board, the cities, and the County pertaining to water quality control, determine who should have these powers, and then obtain them.

RESPONSE:
We do not agree that the County should take the lead in this effort. The EPA and the SWRCB are the agencies responsible for water quality. They have a great deal of legal authority in this area and the ability to seek Federal and State legislation to expand their authority as necessary. To more effectively use their authority, the EPA and SWRCB should conduct more studies to identify the sources actually contributing to stormwater pollution. It will be difficult to regulate some of these sources without proof that they are a problem. Also, identifying the sources will help identify the required authority and controls.

RECOMMENDATION #5.6:
The Departments of Public Works in the City and County of Los Angeles should develop a coordinated policy and strategy on stormwater diversions. Criteria for approving diversions should be developed as well as an equitable funding strategy. Potential impacts on sewage treatment plants and consequent financial liabilities should be addressed.

RESPONSE:
The County and the City are currently working together to develop cost-sharing agreements and we anticipate several new diversion projects will be completed in the coming years. However, unlike the Cities of Los Angeles and Burbank, the sewage treatment plants in the County and the remaining cities in Los Angeles County are owned and operated by the County Sanitation Districts of Los Angeles County and Las Virgenes Municipal Water District. Neither of these  entities is under the jurisdiction of Los Angeles County. We agree that potential impacts on sewage treatment plants and consequent financial liabilities should be addressed, provided all sewage treatment plants= owners agree to participate. However, we do not agree that the liability for sewage treatment plant violations should be assigned to the County and the City of Los Angeles. As stated before, the cities and the County do not have ultimate control over the stormwater runoff coming from their respective jurisdictions. Also, a procedure does not exist to readily determine the source (business, residence, common area, etc.) of discharge violations.

RECOMMENDATION #5.7A:
Programmatic audits of city and County stormwater programs should be conducted. These audits should verify whether programs outlined in the permits are being implemented and assess their adequacy and effectiveness.

RESPONSE:
We agree. Every year the cities and the County prepare stormwater reports which are submitted to the Regional Board for them to conduct programmatic audits of city and County stormwater programs. We encourage the Regional Board to follow through on that process.

RECOMMENDATION #5.7B:
The cities and the County should coordinate and consolidate, as appropriate, their inspection programs of industrial and construction sites with the Regional Board. This program should increasingly focus on the adequacy of the stormwater management plans and the extent to which they are being implemented.

RESPONSE:
We do not agree that the responsibility and cost of inspection and enforcement of State-issued permits should be passed to local government. The State should be encouraged to fund an aggressive inspection program. The County and most cities implement comprehensive construction inspection programs and enforce the stormwater requirements imposed by local government in accordance with the NPDES permit. In that respect, we support the idea of focusing on stormwater management plans and the extent to which they are being implemented.

RECOMMENDATION #5.7C:
More generally, the cities and County should clarify the division of enforcement responsibilities between them and the Regional Board. Enforcement should be delegated to the cities and County, whenever possible.

RESPONSE:
Though we agree that the division of enforcement responsibilities should be clarified, we do not agree that the enforcement authority of the Regional Board should be delegated to local government. The SWRCB should be responsible for sufficiently funding and implementing this program.

RECOMMENDATION #5.7D:
The Los Angeles County Department of Public Works should investigate the advantages and disadvantages of ticketing authority for runoff violations. Based on a review of experiences in the City of Los Angeles and other jurisdictions that have the ability to issue tickets for infractions, the Department should make a recommendation to the Board of Supervisors on whether the County Code should be amended to allow such ticketing.

RESPONSE:
We will closely monitor the City of Los Angeles= pilot program and make recommendations to the Board of Supervisors, as appropriate.

RECOMMENDATION #5.7E:
The Board of Supervisors should insist that cities that operate their own sewage collection facilities should report spills to the Regional Board and the County Department of Health Services.

RESPONSE:
State law requires all such spills to be reported to all appropriate State agencies including the Regional Board and local health offices. We believe reporting violations should be vigorously pursued by the Regional Board.

RECOMMENDATION #5.8:
The Board of Supervisors should lead an effort to increase funding for the Regional Board.

RESPONSE:
Although we have supported increased State funding for the Regional Board, we do not believe it should be the responsibility of the municipalities to raise permit fees and business license fees in order to provide the Regional Board with additional funds.

TP:kk
P:\EPPUB\WATER\UNIT1\PIASKY\Administration\grand jury-attach.wpd

August 10, 2000

TO: Supervisor Gloria Molina, Chair
Supervisor Michael D. Antonovich, Chair Pro Tem
Supervisor Yvonne Brathwaite Burke
Supervisor Zev Yaroslavsky
Supervisor Don Knabe

FROM: Stan Wisniewski, Director

SUBJECT: 1999-2000 GRAND JURY FINAL REPORT

Please find attached the Department of Beaches and Harbors’ response to the 1999-2000 Grand Jury Final Report. Specifically, we have responded to the report from the Health and Human Services Committee entitled “Reducing the Health Risks of Swimming at Los Angeles County Beaches.”

We enthusiastically welcome the Grand Jury’s interest in reducing the health risks of swimming at Los Angeles County beaches. We commit to continuing our efforts on positively impacting beach water quality.

Please feel free to contact me if you have any questions regarding the attached response.

SW:kg
Attachment
c: Chief Administrative Officer

Attachment

The 1999-2000 Los Angeles County Grand Jury Final Report included a report from the Health and Human Services Committee entitled “Reducing the Health Risks of Swimming at Los Angeles County Beaches.” Contained within that report are a few recommendations relevant to, among other departments/entities, the Department of Beaches and Harbors in connection with its operation of Marina (“Mother’s”) Beach in Marina del Rey and Topanga Beach. This document responds to each recommendation in order of appearance. For ease of reference, our comments are keyed to the pages of the Grand Jury’s 1999-2000 Final Report.

Recommendation 4.2 (Page 221):
 
The County Board of Supervisors should ensure that the county continues to participate in and have an active voice in the Topanga Watershed Committee. The Board of Supervisors should require that representatives of appropriate departments (e.g. Department of Beaches and Harbors, Department of Health Services, Department of Public Works) regularly attend TWC meetings and facilitate TWC’s goal of improving water quality in the canyon. The county should continue to make available to the TWC the skills, expertise and experience of its staff to provide, as appropriate and as requested by the TWC, technical assistance, advice and guidance.
 
Response:

Although we have periodically attended Topanga Watershed Committee meetings, we believe that more consistent participation of DBH in these meetings would serve to the mutual benefit of the County, DBH and the Committee. Accordingly, we have already contacted the Executive Director of the Resource Conservation District, under whose auspices the Committee operates, and been placed on the distribution list for all future Committee meetings, which we will attend.

Recommendation 4.6-A (Page 226):
 
The County Department of Health Services (DHS) and County Department of Beaches and Harbors (DBH) should continue monitoring to determine whether the recent improvements (additional braided nylon lines, roost-proof buoys) are effective at reducing pollution at Mother’s Beach.

Response:

As noted, the Department of Beaches and Harbors (DBH) has installed and maintains a network of braided lines overhead to discourage bird congregation at Marina (“Mother’s”) Beach. This action was taken after an exhaustive technical survey determined the most probable causes of bacterial contamination of the water contact area was shore bird droppings. This program has generally proven effective in keeping the bird population down, as has the installation of roost-proof buoys, as cited in the Grand Jury Report. These are modest programs that require minimal upkeep, and DBH will continue to monitor the programs to ensure ongoing effectiveness.

Recommendation 4.6-B (Pages 196 and 226):

Until water quality improves, the DBH should place permanent warning signs along this limited-circulation beach. The signs should warn swimmers that this beach has inconsistent and often poor water quality and they should briefly describe the health risks associated with swimming in polluted water.

Response:

The water quality problem at Mother’s Beach has not been entirely eliminated and, therefore, the Department agrees with the Grand Jury’s recommendation to place permanent warning signs to advise the public that the beach has, at varying times, poor water quality. Although Mother’s Beach is posted by the County Health Department when daily sampling shows unacceptable levels of bacteria in the water, the posting of warning signs on a permanent basis, as recommended, would better alert the public as to potential health risks from water contact until the water quality permanently improves. DBH will work with the Department of Health Services to develop and install the signs that conform to the recommendation.

Recommendation 4.6-C (Pages 196 and 226):

Before moving on to very expensive solutions, the DBH should reconsider the water quality goals for this beach.

Response:

In terms of reconsideration of the water quality goals for Marina Beach, it remains a goal of DBH, for both economic and public service reasons, to make Marina Beach an attractive and safe year-round site to maximize public use. Economically, DBH is in a multi-year effort to implement the Marina del Rey Asset Management Strategy (“AMS”), a proactive strategy adopted by the Board of Supervisors on April 15, 1997 to guide the Marina’s second-generation development so as to maximize both County revenues and public use of the project. One of the major elements of AMS is the development of at least two “catalytic projects”, the basic concept being to sponsor projects that will create a large “critical mass” to draw people to Marina del Rey, spur further leasehold redevelopment, and set a standard for design quality. One of the project areas we have focused on in this regard is the Marina Beach “revitalization area”, whereat we contemplate visitor-serving facilities with a relaxed and resort appeal. Preserving the water quality of Marina’s Beach is essential, therefore, to, at least in part, successful implementation of AMS, given that the beach serves as the centerpiece of this area’s redevelopment/revitalization.

In terms of public service, not only is Marina Beach currently an area of substantial public activity, but DBH additionally intends to expand its mission during the coming years to include youth recreation opportunities beyond those it already provides. DBH already runs its successful “Day In The Marina” and W.A.T.E.R. (Water Awareness, Training, Education and Recreation) programs, designed to introduce particularly inner city, foster and special needs children to the marine environment and associated water activities. Contemplated by DBH is the expansion of its programs through the development of three youth centers, including a youth aquatic center at Mother’s Beach.

Therefore, because it serves as one of the focal points in the Marina’s redevelopment, as well as due to the public activity already at Marina Beach and DBH’s intent to expand its presence at the beach with a youth aquatic center, our goal is to keep Mother’s Beach available for water contact as many days as possible during the year and to take all feasible steps necessary to make it safe. Because of our intended solicitation of development proposals to enhance and expand the resort-like atmosphere at and around Mother’s Beach, we anticipate private investment will increase future County revenues, thus offsetting over time reasonable expenditures required to ensure water quality at this beach.

 
SW:KG:LC:kg

RESPONSE TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES – MUSEUM OF ART

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS

HEALTH AND HUMAN SERVICES COMMITTEE
DISABLED ACCESS TO PERFORMING AND VISUAL ARTS FACILITIES

RECOMMENDATION #1:

The City of Los Angeles should vacate and transfer to the Los Angeles County Museum of Art, the one block of Ogden Drive north of Wilshire Boulevard to where it ends at 6^th Street. This will unify both disabled and non-disabled pedestrian access between venues in this area. These venues include the Bing Theater and Brown Amphitheater, as well as the Anderson, Ahmanson, Hammer, Japanese Pavilion, and Page Museums, which occupy the entire block west of Ogden Drive. All the real property on both sides of this block of Ogden Drive is used for museum purposes.

The vacating of streets between museums has been accomplished with great success in the past, most recently when the one block of Central Avenue north of 1^st Street to where it ends at Temple Street was vacated to allow both disabled and non-disabled pedestrian access between the Japanese Historical Museum and The Japanese National Museum and, previously, between the Temporary Contemporary “Geffen” Museum and its parking lot.

RESPONSE:

The Museum of Art concurs with this recommendation in principle. The museum is currently conducting a comprehensive study for physical master planning, which will rationalize the entire campus in relation to museum programs going forward for the next five to ten years. Such master planning will almost certainly result in a recommendation that Ogden Drive be vacated in order to enable unification of the two sides of the museum campus and allow better and safer pedestrian access. However, the museum is not at the point in its planning that it is ready to implement such vacation.

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES B ARTS COMMISSION

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR DISABLED ACCESS TO PERFORMING AND VISUAL ARTS FACILITIES IN

LOS ANGELES COUNTY

RECOMMENDATION # 2: JOHN ANSON FORD THEATRE

The Los Angeles County Arts Commission should direct that no personnel or sound equipment be permitted in the area currently designated for wheelchair seating.

RESPONSE:

The Arts Commission has been working with the Office of Affirmative Action Compliance. They have assisted us in development and implementation of the Ford Theatre Transition Plan as mandated by the Americans with Disabilities Act. The Transition Plan included designation of wheelchair seating. A level area at the back of the theatre is designated for wheelchair seating access. No personnel or sound equipment is permitted in the area currently designated for wheelchair seating access. There is a second section in the level area, separate from the wheelchair seating access area, which has been designated for technical equipment.

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES – PERFORMING ARTS CENTER

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR DISABLED ACCESS TO DOROTHY CHANDLER PAVILION

RECOMMENDATION #3: DOROTHY CHANDLER PAVILION

The Los Angeles County Board of Supervisors should direct that the management of the Dorothy Chandler Pavilion either provide less steep access to the current handicap seating in the last row of the orchestra level, or provide the same amount of handicap seating spaces in a location where the path of travel meets the most recent ADA and UBC standards as to degrees of grade both in the direction of travel and at right angles to the direction of travel.

RESPONSE:

The Performing Arts Center of Los Angeles County has been working with the Office of Affirmative Action Compliance on a transition plan to make the Dorothy Chandler Pavilion fully accessible. Together the two successfully addressed access for path-of-travel, restrooms, elevators, telephones, new compliant seating in the loge level of the auditorium, and other ADA mandated access features. We have also modified seating and Super Titles screens to create access for patrons with disabilities and continue to be attentive to requests of customers with disabilities to provide accommodations as necessary.

In addition, The Performing Arts Center of Los Angeles County has been working with the Office of Affirmative Action Compliance for the past several years in attempting to find solutions to the difficult terrain of the seating in the orchestra level of the Dorothy Chandler Pavilion. Two years ago an architect along with civil and structural engineers were included in the planning process to attempt to find suitable, accessible, integrated seating for persons with disabilities. After numerous approaches the plan appears to call for leveling the rear of the facility and to provide access by modification of a stairwell to allow installation of an access lift.

The proposed plans for this could take until 2002 to fully realize due to the extensive nature of the modifications and the busy schedule of the Dorothy Chandler Pavilion. The anticipated expense of this project is $1,000,000.

Once the County has identified funding, the Performing Arts Center will continue to work with the Office of Affirmative Action Compliance to ensure proper access for persons with disabilities is being provided through this project. In addition, the Department of Public Works, Building and Safety Division will conduct reviews of the plans and site inspections for proper compliance with building codes including disability access.

July 26, 2000

TO: David E. Janssen
Chief Administrative Officer

FROM: Rodney E. Cooper
Director

SUBJECT: 1999-2000 LOS ANGELES COUNTY GRAND JURY

RECOMMENDATION FOR DISABLED ACCESS TO

PERFORMING AND VISUAL ARTS FACILITIES IN

LOS ANGELES COUNTY

Attached is this department=s response to the Grand Jury=s recommendation that a TDD system be installed on the underside of the pay phone by the Hollywood Bowl Box Office window reserved for the sale of disabled access seating, which would enable hearing impaired customers to make necessary telephone calls.

The Department of Parks and Recreation has, along with the Office of Affirmative Action Compliance, worked to ensure that accessibility requirements are met and will continue to do so.

If you have any questions, please call me at (213) 738-2951, or your staff may contact Henry Román, Senior Assistant Director, at (323) 850-2150.

HR:lr

Attachment

c: Dennis Tafoya, Office of Affirmative Action

Attachment B

RESPONSES TO THE GRAND JURY FINAL REPORT 1999-2000

COUNTY OF LOS ANGELES - DEPARTMENT OF PARKS AND RECREATION

SUBJECT: 1999-2000 GRAND JURY RECOMMENDATIONS FOR

DISABLED ACCESS TO PERFORMING AND VISUAL ARTS

FACILITIES IN LOS ANGELES COUNTY

RECOMMENDATION #4 - HOLLYWOOD BOWL:

Grand Jury recommends that the Los Angeles County Department of Parks and Recreation install a TDD on the underside of the pay phone to the left of the Hollywood Bowl Box Office window reserved for the sale of disabled access seating to enable hearing impaired customers to make necessary telephone calls.

RESPONSE:

The Department of Parks and Recreation has worked with the Office of Affirmative Action Compliance for the past five years to ensure that persons with disabilities have full access to the Hollywood Bowl. As indicated in the Grand Jury Report, the Hollywood Bowl exceeds the highest standards for accessibility. Regarding the Grand Jury recommendation for a TDD near the box office, a TDD device was in place at this location, however, it was vandalized in the past year. Once the need for a new TDD was identified, the Department of Parks and Recreation developed a request for bids. We are awaiting final bids before proceeding. We anticipate that a new TDD will be installed by September 30, 2000. As always, we verify that accessibility requirements are met during renovations by reviewing access issues with the Office of Affirmative Action Compliance and having the Department of Public Works conduct building inspections.

July 10, 2000

The Honorable Board of Supervisors
County of Los Angeles
383 Kenneth Hahn Hall of Administration
500 West Temple Street
Los Angeles, California 90012

Dear Supervisors:

Response to Final Report and Recommendations of the 1999-2000
Los Angeles County Grand Jury

This letter supercedes my previous letter that was dated July 5, 2000. The Los Angeles County Office of Education (LACOE) is pleased to respond to the recommendations of the 1999-2000 Los Angeles County Grand Jury. This response addresses education-related recommendations in the Final Report, as well as observations made by jurors during site visits to individual schools.

Recommendation #1 (p. 318)

The Probation Department should consider developing trade classes and/or special education academies for the advanced students, in addition to the mandated programs.

LACOE Response
Our first priority is to ensure each pupil’s basic reading/language and math achievement. LACOE has a demonstrated commitment to enriched alternative classes. Some examples of academies or job/career education are described below.
§ LACOE has created and implemented several specialized learning academies for students in juvenile facilities or home-on-probation: Film and Television Arts Academy at Hollywood Entertainment Museum Community Education Center (CEC); Computer Repair Academy at Camp Kilpatrick (mentioned in the report as the …best computer and motion picture lab…); Reprographic Arts Academy at Challenger Memorial Youth Center Schools (producing a widely acclaimed student newspaper and printing probation department and school forms, saving thousands of dollars annually); development of Office Occupations Academy at Camp Scott; and the Graphic Design Academy at Grossmon CEC in Pomona.
§ LACOE is presently operating Cisco Computer Networking Academies for juvenile court school pupils in partnership with Cisco Systems, Inc. at 10 of its JCCS schools (an entrepreneurial student effort).
§ Students transitioning from juvenile institutions to the community may be employed in LACOE’s administrative offices through our Student Worker Education and Employment Training (SWEET) program. Many of these students have gone on to become full-time LACOE employees following their high school graduation. Efforts are underway to expand this successful career development program to Probation and other County departments. This is an area requiring a high degree of communication and collaboration on the part of both agencies—communication and better interaction is an area mentioned in the report as needing improvement. Increased attention and focused joint meetings are currently in progress in this area.
§ Beginning July 1, 2000, LACOE is piloting Endurance, a new pre-employment training curriculum in which students will learn career planning, speech and manners, work document preparation, and job interview skills. The accompanying videos were produced through a partnership with Paramount Studios using our students as the players/actors.
§ LACOE is very interested is developing other vocational and technical training opportunities through partnerships with other County departments and public and private agencies.
§ LACOE’s Transition Partnership Program (TPP) and Project Workability provides pre-employment “work-ability” skills training and career development services to Special Education students.
§ LACOE has enrolled its eligible high school juniors and seniors in community college through the Los Angeles Community College Districts Instructional Television program. An independent evaluation of the joint effort between LACOE (who provides the materials and instruction) and Probation (who provides the study space and tutoring) found that these students not only finished the courses at a higher rate than the regular community college population, they did so with higher grades in the courses.
§ To ensure special learning needs are met LACOE employees teachers who have completed the state of California certification for instructing pupils for whom English is not their primary language. This training ensures that Limited and Non-English speaking students receive quality instruction in concert with state law. There are 122 BCLAD and CLAD certified teachers serving the students throughout the schools in the juvenile halls and the camps.

In conclusion, LACOE has been at the forefront of quality education for students in the juvenile justice system. Its status as having each of its schools fully accredited by the Western Association of Schools and Colleges (WASC), when no other California County can make that claim, is testimony to our commitment to deliver the very best.

Recommendation #7 (p. 318)

The Board of Supervisors should ensure that LACOE and the Probation Department engage in constructive communication at all levels to resolve issues of conflict such as:
§ The safety issue on getting students into class before 8:29 AM
§ A teamwork approach to mutual problems in all facilities

LACOE Response
LACOE is presently working with the Probation Department on multiple levels to improve inter-agency interaction and communication. Those levels begin with the Probation Chief and County Superintendent and move out to each camp/hall director with each school principal. Current topics include Probation support for homework, school attendance, getting students in class on time, facility improvements, electronic record sharing systems, instructional continuity for students transitioning in and out of various institutions and from institutions to the community, the Operation Read literacy program, specialized learning academies and external evaluation of operational processes.

In addition to the communication and planning meetings of top staff among both agencies and local monthly meetings between school principals and facility directors, a system wide strategic planning agenda has been set to focus on the coordination of effort. There is a firm commitment on the part of the leaders in both agencies to ensure that the young people receive the benefits of integrated programming and cooperation of all staff. The planning sessions will result in solid tasks, activities, and responsibilities for staff at all levels, including quality assurance.

Recommendation #9 (p. 318)

The Probation Department and LACOE management should both employ professional grant writers to take advantage of State and Federal grant fund programs that are available.

LACOE Response
LACOE employs a team of professional grant writers that has brought tens of millions of dollars to LACOE educational programs and services. There is a full-time Resource Development Manager assigned to LACOE’s Division of Juvenile Court and Community Schools, a position directly responsible for grant procurement in support of educational programs in juvenile facilities. There is a current joint effort between the two departments (with probation as lead) to bring a large grant to Los Angeles County to teach probationers the skills and trades of the construction industry while in camp, resulting in apprenticeships and actual jobs in the industry upon return to the community.

LACOE has successfully competed in numerous State and Federal grant programs and obtained additional supplemental funding from many private sources. We recently won an $11.3 million three-year grant for 21^st Century Community Learning centers. We have an $11.1 million annual award through SB 1095 to support case management planning and support services to pupils transitioning from juvenile camps to schools in the community. Other recent grants have supported parenting programs for teen fathers and mothers (LA Dads & Moms), recreational programs designed to enhance personal development and social responsibility (Say Yes to Experience), and more advanced computer and internet technology in every classroom (Digital High School).

I can assure you that we do not take the information and recommendations that the Grand Jury has made lightly. We will do everything within our power to address any deficiencies with a vigor and thoroughness to make certain they do not remain. LACOE appreciates the instances where the jurors observed and cited exemplary education delivery, students needs being met or outstanding programs being offered. We will take measures to make certain that constant monitoring of the teaching staff is in place. We will not rest until such positive distinctions can be relayed concerning every school and program. Together with Probation, there is no doubt it will be done.

Sincerely,

Donald W. Ingwerson
Superintendent

DWI:LS/cap

cc: Grand Jury
Board of Education
Probation Commission