Second Annual 2016-2021 County Strategic Plan Update

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County of Los Angeles CHIEF EXECUTIVE OFFICE Kenneth Hahn Hall of Administration 500 West Temple Street, Room 713, Los Angeles, California 90012 (213)974-1101 http://ceo.lacounty.gov

SACHI A. HAMAI Board of Supervisors Chief Executive Officer HILDA L. SOLIS First District MARK RIDLEY-THOMAS Second District SHEILA KUEHL Third District January 16, 2019 JANICE HAHN Fourth District KATHRYN BARGER Fifth District To: Supervisor Janice Hahn, Chair Supervisor Hilda L. Solis Supervisor Mark Ridley-Thomas Supervisor Sheila Kuehl Supervisor Kathryn Barger

From: Sachi A. Ha i ~ '✓ Chief Executi Officer

SECOND ANNUAL 2016-2021 COUNTY STRATEGIC PLAN STATUS UPDATE (ITEM NO. 17, AGENDA OF NOVEMBER 15, 2016)

On November 15, 2016, the Board approved the County of Los Angeles 2016-2021 Strategic Plan, Creating Connections: People, Communities, and Government (the Plan). The Plan includes updated vision, mission, and value statements, with three goals, 10 strategies, and 53 objectives. Many of the Plan's objectives directly support the six Board Directed Priorities and reflect other initiatives and collaborative efforts among departments to attain the goals of the Plan.

This update covers activity through July 2018, although some updates include more recent information, as noted. This memo contains three attachments: Attachment provides a detailed review of 18 selected Plan objectives; Attachment II provides updates on all 53 Plan objectives; and Attachment III provides a visual overview of the relationship between the objectives in the Plan and the Board Directed Priorities.

Summary: Planning and Implementation Status of Strategic Plan Objectives

Table 1 provides a snapshot of the operational status of all 53 objectives, grouped by the Plan's three goals and 10 strategies. As expected, a higher percentage of objectives (85%) are now in the implementation phase, in comparison to last year (45%). The following acronyms are used in Table 1: "PID" means that a plan to implement a particular

"To Enrich Lives Through Effective And Caring Service" Each Supervisor January 16, 2019 Page 2 objective remains in development; "PC" means that a plan to implement an objective has been developed and is pending approval, stakeholder input, or allocation of resources, etc.; "PIE" means that a plan Pre-implementation efforts are underway and can include hiring staff, developing or providing training, a contract solicitation is planned, etc.; "IP" means implementation in progress. It is important to note that an objective in the implementation phase does not mean that the specific service or program is fully operational on a Countywide level. Rather the objective may be fully operational in several departmental offices in various County locations with plans to increase the scale of service delivery over time.

Table 1: Summary of County Strategic Plan Objective Status Plannin Im lementation Strategic Plan Goals and Strategies PID PC PIE IP Goal I —Making Investments That Transform Lives Strategy 1.1 —Increase Our Focus on Prevention Initiatives 0 1 0 7 Strategy 1.2 —Enhance Our Delivery of Comprehensive Interventions 1 0 2 6 StrategV 1.3 —Reform Service Delivery Within Our Justice Systems 2 _ 0 0 ._ ...... 5 Subtotal (n = 24) 3 1 _2 18 Percent 17% 83

Goal II —Foster Vibrant and Resilient Communities Strategy 11.1 —Drive Economic antl Workforce Development 0 0 1 2 Strategy 11.2 —Support the Wellness of Our Communities 0 0 0 4 _ __Strategy II 3 Make Environmental Sustainability Our Daily_ 2 0 0 3 Subtotal (n = 12) 2 0 1 9 Percent 17% 83%

Goal III —Realize Tomorrow's Government Today Strategy II1.1 —Continually Pursue Development of Our Workforce 0 0 3 Strategy 111.2 —Embrace Digital Government 0 0 2 Strategy 111.3 -Effectiveness, Fiscal Responsibility, Accountability 2 0 2 _Strategy 111,4 —Engage and Share Information _ __ 0 0 ...... _...1 Subtotal(n = 17) 2 0 8 Percent 12% 88

SUBTOTAL BY STAGE 7 1 10 35 Total Objectives (n = 53) 8 45 Percent 15% 85%

N /Strategic Plan /County Strategic Plan Update 2018, Each Supervisor January 16, 2019 Page 3

Measuring Our Performance and Impact

The Departments and the CEO have spent considerable time and resources implementing various initiatives to support the Plan and the six Board Directed Priorities. Attachment I provides a narrative of the work and accomplishments under the Plan. However, this narrative is only a small step in the process to inform future decision- making. As such, the CEO's Office has assessed departmental capacity and practice of capturing and measuring effort (output) and effect(outcomes). Departments vary greatly in this regard. The CEO will work with departments to expand existing capacity to capture and use data for purposes of analysis, evaluation, and decision-making. Specifically, the CEO will work with departments to increase their respective level of maturity with regard to data capture, data analysis to inform decision-making. Finally, the CEO will continue to work with departments to expand and enhance information sharing practices across departments, especially those departments that are key to implementing the Board Directed Priorities.

If you have any questions or need additional information, please contact me, or your staff may contact Fesia Davenport by phone at (213) 974-1186 and by email at fdavenportC~ceo.lacounty.gov.

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Attachments c: All Departments

N /Strategic Plan /County Strategic Plan Update 2018 Attachment

The ~iffer~ence Two Years fan Make

;. Lt?~ ANGELES COUNTY ~ CHIEF E~CE~UTIIJE t]FFI~E ,`~ ~~ ,~}'{ 2018 Update STRATEGIC PLAN HIGHLIGHTS REPORT

EXECUTIVE SUMMARY

BOARD DIRECTED PRIORITIES

CHILD PROTECTION - Support Educational Outcomes for Systems-Involved Youth - Increase Job Readiness and Employment Opportunities - Support Long-Term Success of Transitional Aged Youth - Increase Home Visitation Capacity

HEALTH INTEGRATION Streamline Access to Integrated Care - Integrated Substance Use Disorder Treatment Services

HOMELESSNESS Prevention for High-Risk Families - Subsidized Housing for Vulnerable Populations - Increase Affordable Housing Throughout Los Angeles

JUSTICE SYSTEM REFORM 12 Reduce System Involvement for Vulnerable Populations I mprove Juvenile Indigent Defense

ENVIRONMENTAL HEALTH OVERSIGHT AND MONITORING 14 Monitor Environmental Health - Reduce Violence in Communities - Foster Cleaner, More Efficient, More Resilient Energy - Improve Water Quality, Reduce Water Consumption, and Increase Water Supplies

IMMIGRATION U.S. Census - Consumer Fraud Protection - Los Angeles Justice Fund

CEO INITIATIVE

ECONOMIC DEVELOPMENT

Promote Consumer Financial Stability Support Small Business and Social Enterprises Coordinate Workforce Development

LIST OF DEPARTMENTS AND AGENCIES STRATEGIC PLAN HIGHLIGHTS REPORT 3

Executive Summary

Since 2015, the County of Los Angeles Board of Supervisors established six priorities to focus coordinated efforts and resources to address some of the most challenging issues facing our County. During 2015, the Board initially identified three major priorities: Child Protection, Health integration, and Sheriff's Department/Justice Reform. As 2015 progressed, the growth in the number of homeless individuals and families had grown to crisis levels and required immediate, regionally coordinated action; therefore, the Board recognized Homelessness as the fourth priority. On June 27, 2016 due to environmental health issues affecting residents living near such sites as the Exide battery recycling plant and Aliso Canyon, the Board identified the fifth priority, Environmental Health Oversight and Monitoring. Most recently, on September 12, 2017, the Board recognized Immigration as the County's sixth priority.

Creating Connections: People, Communities, Government

Individuals and families with high needs rely On November 15, 2016, the Board on the safety net the County provides, and approved the County of Los Angeles, 2016- they often require services spanning the 2021 Strategic Plan, Creating Connections: Board's priority areas. The County seeks to People, Communities, Government. The help stabilize individuals in crisis, but also approved plan includes an updated vision, support their efforts towards self-sufficiency mission, and values, with three goals, 10 through an extensive system bridging strategies and 53 objectives. The County government, business, and community- Strategic Plan focuses on all Board Directed based services and supports. The County Priorities as well as strategies to build wants all its residents to navigate a system connections within our communities to to access services and ultimately work achieve better outcomes in these areas. towards moving beyond stability to enjoy This report highlights 18 objectives. good health, economic security, and a stable household. Moreover, the County aims for a socially cohesive society that offers all residents a beneficial environment, with opportunities for improved physical, mental, and socio-emotional well-being. STRATEGIC PLAN HIGHLIGHTS REPORT

1.1.4 SUPPORT EDUCATIONAL OUTCOMES FOR SYSTEMS-INVOLVED YOUTH Use the County's Education Coordinating Council (ECC) to partner with local school districts, LACOE, the Juvenile Court, DCFS and Probation to work towards improving educational outcomes for systems-involved youth by using Local Control Accountability Plans and incorporating other available supports.

Foster youth with one fewer foster placement Foster youth repeat a grade twice as often per year are almost twice as likely to as their peers, and 1.8% go on to complete graduate high school before leaving care. bachelor's degrees compared to 24% of the general population.

More than one-third of foster youth have Source: Improving Family Foster Care. Casey Family Programs (2005). five or more school changes.

What is the expected impact of County efforts?

Pilot for Systems-Involved Youtw Transportation Pilot ECC/DCFS/LACOE/LAUSD ECC/DCFS/LACOE/LAUSD • Leveraging Local Control Funding • To promote school stability by keeping Formula dollars to respond to early foster youth in their schools of origin when warning signs of educational removed. disengagement for foster and probation • Potential Measures: cost, mode of supervised youth in the Antelope Valley transportation, average distance, and Region. school stability. • To improve enrollment, attendance, • 203 students are transported an average graduation, and school stability. of 12.95 miles per day, with some • Fifty-youth are currently being served. transported up to 65 miles per day. STRATEGIC PLAN HIGHLIGHTS REPORT 5

1.2.9 SUPPORT JOB READINESS &EMPLOYMENT OPPORTUNITIES FOR SYSTEMS- INVOLVED YOUTH Increase the number of youth known to the County, who are linked to employment, a job interview, or a job readiness program, while prioritizing foster and probation youth.

In the County of Los Angeles, nearly one of six This is approximately 445,000 young young people ages 18-24 is out of school and people who face future economic out of work. challenges, unless they are connected to educational and employment opportunities.

What is the County implementing? Countywide Youth Bridges Program (CYBP): Youth@Work Internship • Placing 1,000 youth in Year 1 at a host County location; all County departments have committed to host first wave of youth. • 137 youth have completed internship. • Nearly 300 more youth in progress. • A report on the status of the first year is projected to be issued in June 2019. Youth@Work Program This initiative is in the planning phase to align efforts and ensure youth have access to -.~ ~ opportunities that lead to select growing industry sectors: -~ ., s • Transportation —WIN LA with LA Metro. .. • EntertainmenUlnfotech —Arts Commission '~ '`~, .~ and CA Cloud Workforce Computing Initiative with Amazon World Services and 19 community colleges. t~ / • Hospitality —Hospitality Training Academy. • Construction — YouthBuild; Hire LAX; Camp Gonzales Vocation Camp. Career Development Intern (CDI) Student Worker Program Participants Completed* Trans.Perm.Empl. Enrolled Maintain GPA Trans. Perm. Empl. 2016 14 1 8 2016 303 303 68 2017 39 1 13 2017 486 485 74 2018 37 0 1 2018 294 286 65 CDI is a two-year program with youth having the option to participate in up to four specialties, for a maximum of eight-years. Also, youth may opt to transition to permanent employment, which is the goal, prior to completing the two-year program.

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1.2.9 SUPPORT LONG-TERM SUCCESS OF TRANSITIONAL AGED YOUTH Develop and implement a multi-departmental, comprehensive integrated service delivery plan to serve transitional aged foster youth to ensure self-sufficiency upon emancipation.

Upon emancipation, many foster youth (including both DCFS-supervised and probation- supervised foster youth) find themselves unable to achieve their academic goals, facing unemployment and/or homelessness, dealing with teen pregnancy and parenting, or lacking knowledge to access healthcare.

What is the County Implementing? On July 6, 2018, the CEO submitted the "Los On August 20, 2018, OCP submitted the Angeles Centralized TAY Hub: Supporting "Permanency Plan for Los Angeles County Successful Transition of Foster Youth to Youth" report and identified several Adulthood" report, which proposed the recommended actions. The report development of an online system called the emphasized the need to explore and Centralized TAY Hub. Planning for the hub leverage public-private partnership is well underway. opportunities to conduct longitudinal studies.

1.1.6 INCREASE HOME VISITATION CAPACITY Support the leadership of First 5 LA, in partnership with the County, the Home Visitation Consortium and others to build a universal voluntary system of home visitation services through a streamlined system of referrals, and improved integration of services.

DPH submitted a Plan "Strengthening Home Visiting in Los Angeles: A Comprehensive Plan to I mprove Child, Family, and Community Well-Being" on July 18, 2018. With 24,520 home visitation slots currently available of which 9,500 are for high-risk families, the plan acknowledges a service gap for over 30,000 families at-risk.

What is the County Implementing? • The plan outlines four areas of action to • Next steps include: creating electronic & realize an optimal system of support in Los telephonic referral tools; building new Angeles County: 1) Coordination; 2) Data; referral bridges from County 3)Workforce; and 4) Funding. departments and medical settings; • Home visitations represent one important pursuing recruitment training, and career resource within a broader set of family pathway development in order to bolster supports. our workforce; increasing Medicaid • The plan makes note of the County Health leverage; and applying other identified Agency's commitment to health equity for funding streams. all and acknowledges the increased poor • The plan includes a three-pronged birth outcomes experienced by African- approach to County-wide data American women and assures alignment management: 1) Long-term outcome between expanding universal access to analysis utilizing data matching; 2) home visitation to all families, and the need annual common outcome indicator to target this high-risk population for collection and analysis; and 3) annual outreach and referrals. assessment of home visitation capacity and utilization against community need. STRATEGIC PLAN HIGHLIGHTS REPORT

1.2.2 STREAMLINE ACCESS TO INTEGRATED HEALTH

Operationalize a Health Agency-wide referral system to track and refer patients from one Health Agency department to another.

The Health Agency consists of the Departments of Health Services, Mental Health, and Public Health.

"Many individuals experience gaps in services and programs or remain entirely unserved, propagating deeply embedded disparities in access to care and health outcomes among specific populations." Source: Health Integration Report, County Chief Executive Office, June 30, 2015

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'A. STRATEGIC PLAN HIGHLIGHTS REPORT 8

What has been the impact of County efforts to date? eConsult Portal The eConsult portal manages specialty and consult needs for patients between departments. Health Agency staff and My Health LA community partners are Inter & Intra Agency Referrals/eConsults on the eConsult platform where face-to-face referrals Submitted to DHS July 2016 —September 2018 can be scheduled across departments. Since 2012, eConsult over 3,615 primary care providers have used Ii~te~enJ li~lie~Heal~i A~[eniy Pele~~els/eCon~ul~s5Wm111eJ ~o 0N5, to obtain specialists' input for patient care, with over mry nom ,eNre~~ne~sma ~s~' min m~~ 895,818 electronic consultations in 64 specialties. €,e°°` ~' ~~~ ;; Consumer Access and Experience ~ ,~ Consumer experience has improved across the Health Agency. The results of administered standard survey tools show that in 2018, 80% of DHS primary care m a a a+ m W patients would recommend their ambulatory .~ro ~ ~, clinic/hospitals to their friends and family. This is a 5% increase from 2016. Overall, eight out of ten patients Inter & Intra Agency Referrals/eConsults would recommend DHS services because of their Submitted by DHS positive experience. July 2016 —September 2018

mrr, a~~n i~n~a.He~~e r~e~~y nrie~.,Ka«~~,wn ~m~mn..n ey oes. Enhanced Care Coordination rury totti - s~p~eniber tine In June 2018, DMH went live on the Los Angeles Network for Enhanced Services (LANES) and ~~ completed the onboarding onto the Integrated ,S~ao Behavioral Health Information System (IBHIS). Completing these projects enables the electronic and :a info ~ secure sharing of clinical and demographic patient 'a v ~ ~ 4~ data with healthcare providers. Client care coordination MI) :01] }018 .018 NIB Gwi has been drastically improved by providing data that is timely, accurate, and easily accessible across providers, while also decreasing the need and cost of duplicate procedures, testing, medication prescription and readmissions.

1.2.3 INTEGRATED SUBSTANCE USE DISORDER (SUD) TREATMENT SERVICES

Implemented the Drug Medi-Cal waiver to integrate SUD treatment services for youth and adults into County mental and physical health care delivery systems. What has been the impact of County efforts to date? Substance Abuse Service Helpline • Sage, the electronic health record for the (SASH) averaging between 2,500 to specialty SUD system, launched in December 3,500 calls a month. Patient satisfaction 2017 and successfully transitioned SAPC's survey for SASH callers implemented in primarily paper-based system to an electronic late November 2018. platform, paved way for enhanced integrated 1,259 homeless SUD patients used care and coordination. Recovery Bridge Housing (RBH) in • Number of residential SUD treatment beds has FY 17-18, of which 1,167 exited from increased 3%since December 2017 from 2,013 institutions, e.g., jails, hospitals, SUD to 2,072. residential programs, mental health • Prescriptions for buprenorphine, a medication facilities, juvenile camps, or foster care. for addiction treatment for opioid use disorder, increased by 8% between 2015 and 2017. STRATEGIC PLAN HIGHLIGHTS REPORT

WHAT IS THE COUNTY DOING TO ADDRESS HOMELESSNESS?

On February 9, 2016, the Board of Supervisors approved the recommendations of the Los Angeles County Homeless Initiative, which included a comprehensive set of strategies to combat homelessness. On March 7, 2017, Los Angeles County voters approved Measure H, a special quarter cent sales tax that will provide an estimated $355 million per year to prevent and combat homelessness over the next 120 years. Measure H funding is allowing the County to sustain and implement the Board-approved strategies to scale, with the goal of enabling 45,000 families and individuals to exit homelessness, and preventing an additional 30,000 from becoming homeless during the initial five years of Measure H implementation.

How many people are homeless in Los Angeles County? STRATEGIC PLAN HIGHLIGHTS REPORT

1.1.2 HOMELESS PREVENTION FOR HIGH-RISK FAMILIES Implement a homeless prevention program to prevent homelessness of those families known to the County to be at imminent risk of homelessness.

What has been the impact of County efforts to date?

Coordination of Community-Based Services Expansion of Prevention Services through and Housing Resources Measure H Funding Between July 2017 through September 2018, Between July 2017 through September a total of 997 families enrolled in the 2018, a total of 9,635 families and prevention program through the Family individuals were permanently housed Solutions Centers, 530 families exited the through specific Measure H strategies. program, and 384 (72%) either retained their housing or transitioned into other permanent housing. Other exits categories include exiting to interim housing, returned to homelessness, unknown, or other.

1.2.1 SUBSIDIZED HOUSING FOR VULNERABLE POPULATIONS Provide subsidized housing and necessary services for vulnerable populations, while prioritizing the homeless population.

What has been the impact of County efforts to date?

Rapid Re-Housing (RRH) • 5,287 RRH participants were placed in permanent housing (~u~y 2o~~-sept. 2o~s). Interim/Bridge Housing • 3,169 individuals who were discharged from institutions were provided with interim hOUSll1g (July 2017-Sept. 2018). Facilitate Utilization of Federal Housing SubSldies (July 2017 -Sept. 2018) • Housing Authorities throughout County of Los Angeles provided $1,802,988 in incentives to landlords. • 757 units were secured for housing voucher recipients. CaIWORKs Rental Assistance (RA) Program • 376 families were assisted with the 4-month RA Program (FY ~~-~8). CaIWORKs Homeless Case Management • 17,509 families were referred to the program (FY ~~-~s). • 2,579 families were placed in permanent hOUSll1g (FY 17-18). STRATEGIC PLAN HIGHLIGHTS REPORT

1.1.5 INCREASE AFFORDABLE HOUSING THROUGHOUT L.A. COUNTY Develop or preserve affordable housing units in the County.

Los Angeles County has 11,439 homes currently at-risk of converting to market rate, with 33% of at-risk homes in proximity to both high quality transit and areas experiencing gentrification. Source: LA County Annual Affordable Housing Outcomes Report, April 30, 2018

What is the County doing?

• On May 15, 2017, the CEO released the Los Angeles County Households

2nd Annual Affordable Housing . Number of % Chan9e Outcomes Report. The Report finds Renter Group by Area Median Income(AMI) Households 2016 from 2015• that the County needs to add more than Deeply Low Income (DLI) 0-15%AMt 177.352 7~ S% Ezremaly Low Income(ELI) 75-30% AMI 329,887 r 11% 568,000 affordable homes to meet Very Low Income(VLq 31-5090 AMI 320,835 y -1% current demand among renter low Income iLq 50.80% A~1I 344,865 y -1% households at or below 50% of the Area Moderate Income(Mod) 80-10096 AMI 280.119 JI 02Y Median Income (AMI). Ahove Moderate (Above Mod)100%t AMI 370.375 II TOTAL 1,823,433 1~ •ixn«mre a~narecs w~mi~ moire sra a

• The County of Los Angeles and its • The CEO has identified $60 million in FY 18-19 partner local jurisdictions have helped to support affordable housing: $45 million for developers and service providers CDC's Fall 2018 Notice of Funding Availability leverage State and federal resources for both special needs population and tenants sufficient to create more than 111,000 with incomes below 50% of the AMI; $15 million affordable homes by investing locally for preservation &site acquisition programs, controlled funding into affordable and other housing needs. An additional $15 housing production, preservation, and million in Measure H and $37.5 million in MHSA rental and operating subsidies, as well funding has also been allocated. It is as by promoting policies such as anticipated that the County's combined funds inclusionary zoning and density will leverage the development of approximately bonuses. 1,600 units through the CDC's NOFA.

Summary of Clounty-Administered Affordable Rental Housing

Supervlsorlal Affordable Los Angeles County administers District (SD) Developments' Homes" -more than 20,000 affordable SD 1 —..-t12 "-- -~ 5.867 homes through the Los Angeles County Community SD 2 128 5,538 and Development Commission SD 3 48 2,612 (CDC), the Department of SD 4 37 3,213 Regional Planning (DRP), the Housing Authority of SD 5 47 2.799 the Coun[y of Los Angeles COUNTY 372 20,029 (HACoLA),and [he Department •aenecis de~nud~ca~ad torah a~na,~s counrr soun:es. am ovenav warn of Mental Health (DMH). rde eia~e srem i~~a~~~os snowy ~~ sa~r~o~> z. ••uroe~We un ro moderare orcome nnuunoids(

1.3.1 REDUCE INVOLVEME~lT 1l1/!TH 1~4~~ ..ItlSTICE SYST~I~II ~M~N~ ~!UA R~F~o~~_F POPULATIONS Increase the number of justice-involved juveniles and adults linked to appropriate health, mental health and substance use disorder treatment.

Compared to the general population, justice-involved individuals have a greater prevalence of substance abuse and complex physical/behavioral health issues. Formerly incarcerated persons reentering society suffer from mental illness and/or Substance Use Disorder (SUD), face significant barriers in securing stable housing and a continuing need for treatment, resulting in higher rates of recidivism, homelessness, and poor health outcomes.

What has been the impact of County efforts to date? Diversion Programs Reentry Services Over 2,500 individuals removed from Provided reentry services to over 2,000 county jail or diverted pre-booking and clients leaving jail or who are on connected to community-based treatment. probation to improve health outcomes, o Over 1,400 homeless clients with serious increase self-sufficiency, and reduce mental health and/or SUDs have been recidivism. released to housing from LA County jail; o Reentry Intensive Case Management o Over 840 clients placed in community- Services (R-ICMS) —over 2,000 clients based restoration via the Misdemeanor connected to services delivered by Incompetent to Stand Trial-Community interdisciplinary teams. Based Restoration; Community Reentry Center (CRC) —the o Over 80 clients placed in community- County's first CRC is being planned to based restoration via the Felony provide a welcoming environment to Incompetent to Stand Trial- Community connect probationers to needed services. Based Restoration; and Workforce Development — in partnership, o Over 200 individuals with SUDs have ODR and WDACS are working to ensure been diverted at the point of arrest for adult felony probationers are on the path drug or prostitution charges via the Law to living wage employment through Enforcement Assisted Diversion Program individualized employment support (LEAD). Awarded $500K from DOJ to '; services and training. expand LEAD to Hollywood. _._... STRATEGIC PLAN HIGHLIGHTS REPORT

1.3.3 IMPROVE JUVENI~a_ JUSTICE DEFENSE Develop and adopt plan to improve legal representation to youth, while addressing those factors that bring youth into the juvenile justice system.

While the number of youth arrests and citations in the County has declined, reduced from 56,286 in 2005 to 13,665 in 2015, youth who do have justice system involvement are at increased risk of high school dropout, trauma, substance abuse, and other negative outcomes. Youth of color also continue to be more likely arrested and incarcerated than their white counterparts. In 2015, 11,000 youth arrests in Los Angeles County were legally eligible for diversion in lieu of arrest or citation.

Youth Diversion and Development Division: • Developed an evidence-informed, coordinated, and comprehensive model of youth diversion and youth development. • Empowers community-based organizations as the primary provider of diversion services. • Hosted more than 375 individuals at a Youth Diversion Summit. • Identified $7.4 million annually to fund YDD activities. • Identified first cohort of nine law enforcement jurisdictions to launch youth diversion plan. STRATEGIC PLAN HIGHLIGHTS REPORT

11.2.3 ENVIRONMENTAL HEALTH OVERSIGHT &MONITORING

Strengthen the County's capacity to effectively prevent, prepare for and respond to emergent environmental and natural hazards, and to reduce impacts to disproportionately affected communities.

In 2017, 61% of the State's most heavily polluted (96th -100~h percentile) census tracks were located in Los Angeles County. With the recent environmental health issues impacting residents who live near the Exide battery recycling plant, Aliso Canyon, and chromium processing facilities in Paramount, environmental health oversight and monitoring has assumed a higher level of visibility. The Health Agency's recent establishment of a Center for Health Equity will play a vital role in reducing exposure to environmental toxins in our communities.

What has been the impact of County efforts to date?

Exide Outreach &Response Response to Hexavalent Chromium (Oct 1, 2017 —Sept 30, 2018) Emission in Paramount • 965 medical providers educated on Exide • Continued to monitor the air quality for contamination. levels of Chromium-6. • Over 250 LAUSD parents given information and • DPH published report on "Public Health updates. and Safety Risks of Oil and Gas • 217 presentations and outreaches conducted Facilities." by DMH promotores to raise community • Formalizing MOU with Paramount awareness of health risks and services. Unified School District(PUSD) for DPH • 174 local and private clinics visited by DMH to serve in an oversight capacity for air promotores to provide information and testing inside PUSD classrooms. encourage testing for lead levels in their • DPH continues to provide information patients. and health education material to • Directly performed 415 blood lead level tests. Paramount residents by e-mail, phone, • Provided resources/info to over 500 people at in-person meetings, and online five parks as part of Parks After Dark (PAD). resources. STRATEGIC PLAN HIGHLIGHTS REPORT

11.2.1 REDUCE VIOLENCE IN COMMUNITIES Develop comprehensive, place-based plans to reduce violence in high-needs communities experiencing high levels of violence.

Overall, 84% of Los Angeles County residents report feeling safe in their communities. However, there is a wide disparity, with 97% feeling safe in West Los Angeles and only 40% feeling safe in South Los Angeles.

Source: Los Angeles County Health Survey, DPH, 2015.

What has been the impact of County efforts to date? Parks After Dark (PAD) Expansion and Evaluation

• Expanded to 33 parks countywide and during more days of the year. • Approximately 350,000 visits in summer 2018. • Programming at all parks during the summers, as well as winter and spring breaks. • Gang intervention pilot implemented in two parks. • Three Youth Summits convened in South LA focusing on life skills, exposure to career pathways, community services and team building. • More than 16,000 surveys were collected in the summer and preliminary report is projected to be released in early 2019. STRATEGIC PLAN HIGHLIGHTS REPORT

11.3.2 FOSTER CLEANER, MORE EFFICIENT, MORE RESILIENT ENERGY Promote diverse, clean and renewable energy systems, support energy efficiency, and support strategies to ensure reliability of the energy network.

Renewable energy sources in the Los Angeles region have recently increased, but we still rely heavily on combustion of fossil fuels (e.g., coal, natural gas, and oil) to produce electricity for at least 25% of all global greenhouse gas(GHG) emissions.

At least 25% of renewable sources are used in Glendale, Burbank, Pasadena, and the Los Angeles County region. Glendale and Burbank have reached the state's 2020 goal of 33%. Southern California Edison reports 28% renewable energy sources for County facilities.

Source: the UCLA 2017 Energy and Air Quality report card

What has been the impact of County efforts to date?

Property Assessed Clean Energy (PACE) (As of June 30, 2018) • 42,626 financing applications approved by ISD. • 33,646 projects completed. • $25,243 average value of assessment per project. • Estimated cumulative, lifetime environmental benefits: o Energy Savings(kWh) 3,451,589,853; o Water Savings (gallons) 3,868,581,523; and o Emissions Reduced (tons) 1,109,203.

Southern California Regional Energy Network (SoCaIREN) • Secured the County seven years of SoCaIREN funding, roughly $22 million per year, via CA Public Utilities Commission (CPUC) Rolling Portfolio model. • An increase of 2100% in Multifamily Program energy savings. • A nearly 300% increase in Public Agency Program energy savings. • Cost-Effectiveness improvement of nearly 300%. • Overall Portfolio share of approximately 38% in Disadvantaged Communities. Source: SoCaIREN 2017 Report STRATEGIC PLAN HIGHLIGHTS REPORT

11.3.1 IMPROVE WATER QUALITY, REDUCE WATER CONSUMPTION, AND INCREASE WATER SUPPLIES

Promote water conservation, recycle and reuse local water resources, and reduce storm water pollution.

In 2013, County residents imported 58% of our water, with 5%from the LA aqueduct, 38%from local groundwater, and 4% from recycled water. The County region receives a small amount of annual rainfall. Although there is infrastructure in place to capture some of that water, on average 162 billion gallons, enough to supply over one million families' annual needs, runs off of our houses, roads, and other paved surfaces and flows out to sea. This means that we waste a great amount of local water, while we simultaneously become increasingly dependent on imported water. (April 5, 2016 Board Motion)

What has the County accomplished to date? ...... __...... County Water Plan (Plan) H2O4LA Outreach ~ Public Education • Public Works completed a Water Resilience • An online paid search and streaming Rapid Assessment in May 2017 outlining some audio ads highlighting website as a '. of the early findings of the planning effort and source for valuable water information '' greatest perceived needs. launched on June 14, 2018. • New webpage — H2O4LA.com. • Public Works is developing a series of • Radio spots in five languages on over stakeholder meetings designed to inform the 25 stations. development of the Plan. Stormwater Funding Measure hearing held on July 17, 2018. • A core stakeholder group will be established • Public comprised of water agencies and non- • Board voted to place Measure W on the Government Organizations to guide the November 6, 2018 ballot for voter drafting of the Plan. consideration. • Received approval from County voters • Coordination with the County Sustainability • Next Steps: Office is underway to align the Plan with the o Development of Regional Program development of the County Sustainability Plan. Committees; o Credit Program procedures; and o Implementation ordinance.

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OBJECTIVE: IMMIGRANT PROTECTION AND ADVANCEMENT

One in three Los Angeles County residents are foreign-born and close to 900,000 are undocumented immigrants.

What has the County accomplished to date?

U.S. Census Los Angeles Justice Fund (LAJF) • Canvassed about half of the 500 Census • Grants were awarded to 16 legal Block Groups as part of the Local Update of services providers to provide free legal Census Addresses (LUCA) ensuring a more representation for County resident accurate Census count and increased funding immigrants as risk of removal. for critical services. 0 4,568 units found; and • Preparing to implement 24/7 LAJF o Potential for $268 million federal hotline for County immigrant residents reimbursement to County over 10 years. to connect with LAJF grantees and other County Services. Consumer gaud Protection • Coordinated two victim assistance workshops • Launching an education campaign for more than 200 victims and their families. regarding LAJF services to affected • Uncovered more than 500 potential victims, immigrant communities. resulting in Attorney General's Office charging alleged perpetrators with several felony counts. STRATEGIC PLAN HIGHLIGHTS REPORT 19

1.1.8 PROMOTE CONSUMER FINANCIAL STABILITY Establish a Center for Financial Empowerment that will provide services in the areas of financial literacy, financial counseling, consumer education, and tax preparation.

Research shows that 49% of County residents lack sufficient savings to live above the poverty level for three months if they lose a job or other financial emergency. In addition, the County is the third-least banked region in the nation. A total of 28% of County households are either "unbanked" —having neither a checking nor savings account — or "underbanked," having a checking or savings account but regularly use alternative financial resources such as check- cashing stores or payday lenders. Sources: 2016 Assets and Opportunity Scorecard, Census Bureau, Survey of Income and Program Participation; and FDIC 2015 data

The Center for Financial Empowerment's(CFE) mission is to help low-moderate income (LMI) County residents achieve greater economic security and well-being by connecting them to resources that help build household financial capability and wealth. Households with financial goals, savings and other assets have greater stability and more opportunities for upward mobility. DCBA submitted a Pilot Demonstration Report to the Board on November 16, 2018.

What has the County accomplished to date? Financial Education Asset Building • In partnership with DPSS, provided financial Launched the BankOn Los Angeles education workshops to 888 graduating program with nine financial institution highschool seniors whose parents receive partners to facilitate access to safe and CaIWORKs. affordable checking accounts. • Conducted over 200 presentations that Provided free income tax preparation reached over 5,000 individuals, including services to qualifying LMI residents at presentations to consumers and train-the- libraries in underserved communities. trainer sessions for staff at non-profit agencies. STRATEGIC PLAN HIGHLIGHTS REPORT

Countywide Campaign: Volunteer Income Tax Assistance (VITA) and Earned Income Tax Credit (EITC)

Paying taxes is a fundamental part of the American experience. Unfortunately for many LMI individuals and families, they are not fully leveraging tax-time as an opportunity to invest in their own future. With an emphasis on assisting individuals and families who qualify for the Earned Income Tax Credit (EITC), the CFE prioritized its efforts in creating greater awareness and access to free tax preparation sites with the goal of greater EITC awareness for L.A. County residents. The DCBA partnered with a cohort of cross-sector agencies to launch the FreeTaxPrepLA (FTPLA) countywide awareness campaign.

FTPtA Outcome Indicators 2016 Tax Year 2017 Tax Year Number of participation VITA sites 23 23 Total number of income tax returns completed 11,721 14,317 Total refund dollars awarded $14,998,970 518,651,772 Total State and federal [ITC refund dollars ~ $6,546,794 $8,071,669

11.1.2 SUPPORT SMALL BUSINESSES AND SOCIAL ENTERPRISES

Implement a certification program for Social Enterprises, and the Small Business, Disabled Veteran Owned Business, and Social Enterprise Utilization Plan for achieving Countywide procurement goals of 25% for certified Local Small Business Enterprises and 3% for Disabled Veteran Business Enterprises.

In California, 3.5 million small businesses account for 99% of the state's employers and employ 52% of the workforce. Small business is a key factor to the economic health of a community and serves as a driving force for economic development and stability. Source: U.S. Small Business Administration What has been the impact of these efforts?

Small Business Initiative Utilization Local Small Business Enterprises (LSBEs); Disabled Veteran Business Enterprises (DVBEs); Social Enterprises (SEs) FY 16-17 FY 17-18 No. of LSBEs 868 799 No. of DVBEs 118 92 No. of SEs 57 61 Total Awards to All Businesses 114,311 128,813 Awards to All Certified Businesses 624 704 All Certified Business Award Amount $288,049,853.19 $355,287,485.26 STRATEGIC PLAN HIGHLIGHTS REPORT

11.1.3 COORDINATE WORKFORCE DEVELOPMENT Identify and align workforce development programs to provide career pathways for high-needs, priority populations and to support the labor needs of the County's high-growth industry sectors.

By aligning development programs through the network of America's Job Centers of California (AJCC), the County can provide career pathways for high-need, priority populations and support the labor needs of the County's high-growth sectors.

What has been the impact of efforts since plan implementation? Workforce Development Alignment Plan Expanding Subsidized Transitional • Submitted Countywide Workforce Employment for Homeless Adults Development Alignment Plan (WDAP) to • CaIWORKs Subsidized Employment Board on July 14, 2017. Program: In first quarter of FY 18-19, 95 • Launched a redesigned network of AJCCs. individuals were referred, and 65 subsidized • Established Workforce Development placements were made. Taskforce. • Established performance measures for the • As of August 2018, LA:Rise expanded to County's Workforce Innovation include three additional Social Enterprises Opportunity Act(WIOA) programs. (SEs) and 10 additional AJCC. In total, • Negotiated MOUs for expanded data 1,400 homeless individuals are expected sharing. to be served by the LA:Rise program in • Procured consulting services to study and FY 18-19. evaluate the progress of the activities, tasks and strategies laid out in the WDAP.

--~ STRATEGIC PLAN HIGHLIGHTS REPORT

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youth, youth, o County of Los Angeles 2016-2021 Strategic Plan Chart -Second Annual Status Update Attachment II

11.2.4 Promote Active and Healthy The Safe Access to Alcohol and Food Establishment (SAAFE) project was created to examine ways to update alcohol sales regulations while promoting the sale Lifestyles: Conduct outreach to high- of healthy food at retail stores that sell alcoholic beverages. On September 19, 2017 the Board of Supervisors adopted the SAAFE ordinance, which took effect needs, traditionally underserved on October 19, 2017 and is currently being implemented. The Electronic Permitting and Inspections —County of Los Angeles (EPIC-LA) system will be used to populations within the County by measure the number of stores required to sell healthy food as well as the number of locations whose status is revoked after public hearing. supporting safe and comfortable built The Urban Agriculture Incentive Zone (UAIZ) program aims to incentivize urban agriculture in urbanized areas in California by offering reduced property tax environments that encourage physical assessments in exchange for converting vacant or unimproved property to an agricultural use through a contract agreement for an initial period of five years. The activity and access to healthy food. Board adopted a UAIZ Program ordinance, with a requested change to include redevelopment areas to the program eligibility on April 12, 2016. Three million dollars in unrealized tax revenue loss is set aside to cover this program Countywide. Pedestrian Plan: The "Step by Step Los Angeles County: Pedestrian Plans for Unincorporated Communities" is agrant-funded planning document developed by Public Health inclose partnership with Public Works that recommends new or revised County policies, programs, procedures; and initially for four unincorporated communities, proposes safety improvement projects to encourage walking. In 2018, Public Health and Public Works implemented a demonstration project in Walnut Park to showcase the potential infrastructure improvements to community members and received strong support from residents for the infrastructure demonstrated during the event. The Plan will go to the Regional Planning Commission in the spring of 2019 to provide Commissioners with information regarding the content of the Plan, public outreach, and environmental analysis. If the Regional Planning Commission votes to recommend approval of the Plan, the document will go to the Board of Supervisors for approval in spring or summer 2019. If adopted by the Board, the Plan will join the adopted Bicycle Master Plan in the Mobility Element of the County's General Plan. Food Insecurity &Obesity Prevention: In 2017, Department of Public Health (DPH) released a brief on the prevalence of food insecurity in Los Angeles County and outlined recommendations for amulti-sector approach from government, health care, schools, faith-based institutions, and community-based organizations to improve food security. In addition, due to correlation of food insecurity and high rates of chronic disease, the Nutrition &Physical Activity Program in DPH IP recognizes that obesity rates in low-income communities will not decrease unless poverty and economic conditions are addressed. DPH has partnered with RAND Corporation to better understand the facilitators and barriers of two recommended strategies: food insecurity screening in healthcare settings and food redistribution in pantries and community settings; a report is being planned. Successes are measured by assessing the number of organizations who contribute to the efforts of increasing enrollment in food assistance programs and the number of education classes and resources offered to SNAP-Ed population. The Program also monitors the prevalence of obesity and consumption of fruits and vegetables in Los Angeles County and track the number of policy, systems and environmental changes that support access to low or no cost fruits and vegetables. Outcomes include number of people signed up for food assistance, percent of adults who are obese by region, percent of adults consuming five or more servings of fruit/vegetables. These indicators/outcomes are typically tracked either via the LA County Health Survey or AskCHiS Neighborhood Edition database. Vision Zero: Public Health and Public Works are co-leading the development of a County Vision Zero Action Plan to eliminate traffic deaths and severe injuries in unincorporated communities. Based on data analysis from the last five years, the team found that 50% of fatal and severe injury collisions were concentrated on 125 miles of roadway, or about 3.7%of the total roadway network maintained by the County. This finding will allow the County to focus efforts on priority corridors with the greatest number of fatalities and severe injuries. In 2018, the team also convened an Action Plan Advisory Committee (APAC) comprised of County Departments, Board offices, and the California Highway Patrol to guide development of the Plan. With the assistance of a consultant, a draft Action Plan was developed and sent to APAC members for review and input. The Plan will be released fora 30-day public review period in January 2019. Once public feedback has been incorporated, the Plan will be available for final internal County review with a goal of submitting the Plan to the Board of Supervisors in spring 2019. Alive Transportation (Bicycle &Pedestrian Improvement Projects): Because of its ability to promote active and healthy lifestyles, transportation systems that support active transportation choices including biking, walking, and using public transit have become a top priority across the region. The Board adopted the Bicycle Master Plan in 2012, which guides development of the bikeway network programs through 2032. Public Works, as part of their review and analysis of existing and planning transportation systems can develop and implement active transportation projects and programs that will provide Los Angeles County residents with healthier and more connected communities. The identified outcome is increase in the miles of County operated bikeway facilities. Report Reference http://www.publichealth.lacountv.gov/place/stepbvsteq/lacounty.htm http://file.lacounty.~ov/SDSlnter/bos/bc/1033792 2018-01-26VisionZero2017AnnualReport.pdf httq://www.publichealth.lacountv.~ov/ha/reports/LAHealthBrief2011/Foodlnsecurity/Food Insecurity 2015Fs.pdf https://www.lafoodbank.or~/wq-content/uploads/FINAL LA-Health Foodlnsecurity Sept-2017.pdf http://file.lacounty.~ov/SDSlnter/bos/bc/1034415 FoodlnsecuritvScreenin~inCountvClinics.pdf http://file.lacounty.~ov/SDSI nter/bos/supdocs/67036.pdf 11.3.5 Support a clean, flexible, and ~P The County currently has deployed approximately 350 Electric Vehicle (EV) Charging ports across County facilities. integrated multi-modal At this time no other metrics are being tracked. However, Internal Services Department (ISD) recently surveyed County employees regarding their

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1.3.5 Develop Policy The Los Angeles Sheriff Department (LASD) Homeless Policy has been adopted and implemented in the LASD Policy and Procedures. On June 13, 2017, Decriminalizing Homelessness: the Board of Supervisors approved funding and creating the law enforcement Homeless Outreach Services Teams (HOST), which has been effective in Implement a protocol that: supports engaging individuals experiencing homelessness. HOST has trained 1,250 deputies regarding the Homeless Policy and Homeless Encampment Protocol. statewide efforts to decriminalize Additionally, HOST has contacted more than 1,000 persons experiencing homelessness and referred them for services. homelessness; complements the IP County's Homeless Encampment Protocol; and ensures greater collaboration between judicial agencies and alternative courts. Report Reference N/A 1.3J Complete the County's Jail The Consolidated Correctional Treatment Facility (CCTF) design-build solicitation Request for Proposal (RFP) was issued on April 12, 2018, inviting the Plan: Begin the process to replace the ;~ two pre-qualified proposers to submit stipulated sum proposals. Two proposals were received in August 2018. The contract award is forthcoming. Men's Central Jail with a consolidated ': Regarding the Mira Loma Detention Facility, the ground lease, easement, and right of entry agreements were executed between the County and State. correctional treatment facility and The State Department of Finance approved the RFP for release in June 2018, and the RFP was issued to the two pre-qualified proposers. The award of renovate Mira Loma Detention Facility. '''~ ~ the contract is pending Board approval. Report RefeYenCe http://file.lacounty.~ov/SDSlnter/bos/bc/1043286 JailPlanQuarterlv5tatusReport80618.pdf 11.2.2 Expand Access to IP Natural History Museum (NHM) of Los Angeles County is committed to remaining accessible through continuing free admission to its three museums for Recreational and Cultural schoolchildren, teachers, actiYe and former members of the military, EBT cardholders, and residents throughout Los Angeles County. NHM provides free Opportunities: Expand access for admission to Los Angeles County residents 13 days throughout the year at the Exposition Park and Hancock Park sites and offers a rich array of free public programs even more accessible to the all County residents, particularly and activities, including the new Summer Nights in the Garden events during July and August in Exposition Park. To become began offering free admission for Los Angeles County residents from 3:00 PM — 5:00 PM, Monday through those in unincorporated and high community, NHM and the La Brea Tar Pits and Museum Friday. The public is admitted free at all times to the William S. Hart Museum. NHM and La Brea Tar Pits and Museum will also continue their programs of free needs areas, who have admission to all student groups with reservations from accredited schools. Moving beyond its own walls into the community, NHM has increased the number of traditionally underutilized the offsite educational programs, including visits of the Mobile Museums(Ocean &Archaeology Experiences)to Los Angeles County schools, serving more than 28,000 County's museums, theatres, students across all districts; while also discovering and exploring nature in Los Angeles through Community Science meet ups and BioBlitzes. A third mobile beaches, parks, and other museum is currently in concept development. NHM is increasing community accessibility through partnerships including, LA County Library card holders via recreational facilities Discover & Go program, KUSC Classical Radio station music performances accessible for all audiences; and LA County Parks and Recreation ESTEAM and PAD programs. Beaches and Harbor: Over the past two years, the Department has instituted "District Day in the Marina" in which each Board Office selects acommunity-based organization that serves children to invite for a W.A.T.E.R. Program "Ocean Safety Day' with Los Angeles County Ocean Lifeguards. These five annual events held at Marina "Mother's" Beach in Marina del Rey have allowed several hundred children and members of their families to visit the Marina and engage in fun and educational recreational opportunities with positive role models —the lifeguards. Notably, several the children served had never been to a beach before or set foot in sand. Additionally, the W.A.T.E.R. Program's sailing program has expanded to include one-week sessions throughout the summer and over the winter and spring school breaks. Los Angeles County Ocean Lifeguards who are certified sailing instructors teach beginning through advanced sailing to students 11- 17. Scholarships are available to qualifying families. Finally, the Department plans to expand the W.A.T.E.R. Program's capacity to serve children served by the Department of Children and Family Services and Los Angeles County Probation Department so that they, too, may participate in Ocean Safety Days. In connection with Coastal Cleanup Day, launched Can the Trash! Clean Beach Poster contest in September [http://beaches.lacounty.gov/postercontest/]. Winners, with their families will be brought out to a WATER Program day. Entrants are asked for their school information and schools will be invited to participate in the WATER Program Ocean Safety Days. Parks and Recreation/NHM: Environment Science,, Tech, Engineering, Art &Math (ESTEAMJ Camp- Encouraging future environmental stewardship, 904 children attended camps at 17 parks across all Supervisorial Districts, allowing campers to engage in nature, science, and natural history. This was an increase from the summer 2017 pilot, where the camp was offered in 8 parks to 372 campers. Parks After Dark: Expanded to 33 parks countywide, with approximately 350,000 visits in summer. See Objective 11.2.1 for more information. Report Reference N/A 11.3.1 Improve water quality, r ` Public Works is planning a series of stakeholder meetings designed to inform the development of the County Water Plan. A core stakeholder group will reduce water consumption, and ~ be established comprised of water agencies and non-Government Organizations to guide the drafting of the County Water Plan. Coordination with the increase water supplies. Promote ~ ': County Sustainability Office is underway to align the County Water Plan efforts with the development of the County Sustainability Plan. A final draft of 10 County of Los Angeles 2016-2021 Strategic Plan Chart -Second Annual Status Update Attachment II water conservation, recycle and reuse the County Water Plan is anticipated in March 2020. In response to concerns over the timing and frequency of stakeholder engagement associated with local water resources, and reduce both the County Sustainability Plan and draft County Water Plan, a new timeline for development of the County Water Plan was proposed that launches storm water pollution. stakeholder workshops in May 2019 once a final draft of the County Sustainability plan is available.

The H2O4LA Education and Outreach Program launched on June 14, 2018 with a new webpage and radio spots. The webpage, H2O4LA.org, is a source for valuable water information.

The storm water funding measure and associated expenditure plan have been established as the Safe, Clean Water Program and information on the program is available at www.safecleanwaterlacountv.org. The measure was placed a ballot for voter consideration in the November mid-term elections; Measure W passed with 69% of voters voting yes. Report Reference http://file.lacounty.sov/SDSlnter/bos/supdocs/114298.pdf http://file.lacounty.sov/SDSlnter/bos/bc/1023802 BoardMotion4.5.161tem14WaterResilience-RapidAssessmentRpt.pdf 111.2.1 Enhance Information Enterprise Information Management Program (EIMP) provides governance, leadership in facilitating information sharing, and utilization of data analytics Technology Platforms to Securely to improve County service integration. The CIO is deploying an Enterprise Information Hub, as the County's data sharing platform to securely share and Share and Exchange Data. Establish exchange data. The Information Hub includes: Data Integration Services; Data Management and Governance; Data Hosting. Since the last update, clients a shared information management from additional departments have been on-boarded: LAHSA; WDACS; and Public Safety departments. Also, the modernization/automation of Enterprise platform to enable County Linkages was completed to utilize the Hub timelier and more accurately, which allowed for the generation of the 5%homeless utilizers of County services. departments to identify common ~p The CIO is developing the initial version of the County Homeless Initiative Portal mobile application to allow A6210 multidisciplinary teams (MDTs) to securely share and exchange clients, Identify service history. data to coordinate service delivery, and perform data-driven analytics to achieve outcomes in support of Board Priorities and other Countywide initiatives. Report Reference N/A 111.2.2 Leverage Technology to In November 2018, an Information Management Committee was implemented to govern data sharing and facilitate information sharing across County Increase Visibility of and Access to departments and services partners. It is projected that additional services partners will be identified to share data by early 2019, including Housing Services: Ensure that each PEE Authority of Los Angeles, LACOE, and LAUSD. CIO is developing a County Data Sharing Guide describing data sharing protocols supporting ten use case department maximizes use of scenarios for care coordination for health, justice, social services, as well as research and evaluation. CIO is working to establish acloud-based services technology to raise awareness of for Data hosting and Data Integration Services for the Information Hub platform. available programs and services. Report Reference N/A 111.2.3 Prioritize and Implement CIO collaborating with departments to identify and coordinate the replacement of several high-risk legacy systems, including the Voter System for All Technology Initiatives That People (VSAP~, Assessor's Modernization Project (AMP), Integrated Justice Case Management Systems(UCMS) for the Public Defender, Alternate Public Enhance Service Delivery and Defender and LA Bar Association. Increase Efficiency: support implementation of technological On August 21, 2018, the California Secretary of State certified VSAP Tally Version 1.0, making it the first publicly owned, open technology election tally enhancements and acquisitions that ~P system certified under the California voting systems standards. increase efficiency (e.g. infrastructure, software, hardware, applications) On May 29, 2018 the Board approved the execution of an agreement with Oracle America, Inc. for the implementation of Phase II of the AMP; AMP is a including replacement of legacy development project to replace the Assessor's legacy system. systems. five-phase agile

Report Reference http://file.lacounty.Gov/SDSlnter/bos/sugdocs/56649.pdf http://file.lacounty.gov/SDSI nter/bos/supdocs/56724.pdf http://file.lacounty.Gov/SDSinter/bos/supdocs/123107.pdf

11 County of Los Angeles 2016-2021 Strategic Plan Chart -Second Annual Status Update Attachment II

111.3.1 Maximize Revenue: The County is looking to more aggressively pursue grants. The CEO secures atwo-year grant from the Productivity Investment Fund in the amount of Implement a process to systematically $448, 200 to acquire a grant management software system. Internal Services Department (ISD) is currently reviewing the Procurement Request and it is leverage resources to help fund County pIE anticipated the system will be procured by end of 2018. A survey was issued to departments on their current grant writing capacities. Collaboration initiatives with LA n Sync is being finalized to provide limited, technical grant writing assistance to departments. An inaugural collaborative meeting was held on December 17, 2018. At this time, metrics will focus on the number of grants sought and number of grants awarded. Report Reference N/A 1113.2 Manage and Maximize The Economic Development Policy Committee has defined economic development projects as those where there is private sector participation that County Assets: Maximize use of results in tangible economic development benefits beyond just the construction of County facilities. Future economic scorecards will seek to capture County assets, guide strategic statistics such as the percentage of Local &Targeted Workers hired on projects, small business, disabled veteran business and social enterprise usage, investments, and support economic pIE number ofjobs created, increase in tax base and percentage of affordable housing incorporated into the project, among other community benefits. The development, in ways that are fiscally projects include CEO managed (San Pedro Courthouse; Grand Avenue Project; Honor Ranch Project; and Harbor UCLA — BioMed), and CDC oversight responsible and align with the County's projects (Vermont Corridor; Vermont-Manchester; 3~d and Dangler; MLK Medical Office Bldg.; Fairview Heights TOD Plan; LA Plaza Cultural Village; and highest priority needs. Expo/Crenshaw Site). Report Reference http://file.lacounty.gov/SDSlnter/bos/bc/1043577 FourthEconomicDevelopmentScorecard.pdf 111.3.3 Measure Impact and The CIO completed a survey and analysis of department data collection and sharing efforts. The Analytics Center of Excellence (ACE) was launched in Effectiveness of our Collective March 2018 to provide the analytics and business intelligence to support Board priorities and drive and facilitate the use of the Information Hub for Efforts: Develop and operationalize a department performance management and data science initiatives. The CEO is working with County Counsel and stakeholder departments to establish range of metrics and measures to track protocols to enable the sharing and exchange of information between health, social service and justice agencies. Once established, the CIO will work implementation and outcomes of this pIE with stakeholders to operationalize the data sharing protocols to enhance continuity of care, service referrals and outcome measures. strategic plan and other County initiatives. Operationalization of the Justice Metrics Framework is proceeding, and once the initial operationalization is in place, a report providing the baseline metrics assessment of the County's efforts to divert vulnerable populations away from further involvement with the justice system will be prepared; it is anticipated the baseline report will be available Summer of 2019. Report Reference httq://file.lacounty.gov/SDSinter/bos/bc/1044942 09-26-186M-ReportBackontheCountywideJusticeMetricsFramework.pdf http://file.lacounty.gov/SDSlnter/bos/bc/1033748 BN-PerformanceMeasurement2-12-18.gdf 111.3.4 Complete Business ~ Continuity of Operations Planning (COOP): A total of 34 county departments are participating in the four-year COOP planning process. These Continuity Planning: Complete the departments are designing their continuity plans based on a disaster situation that would heavily impact their headquarters, satellite offices, stations or development and implementation of other field offices that perform services on behalf of the department. Through the planning process, departments identify their essential processes that Continuity of Government, and support the delivery of their core critical services, and then plan for the sustainment of these processes for up to a 30-day period. The 30-day period is Continuity of Operation Plans for the divided into four phases, with the planning process proceeding on this schedule: 2018 — 0-5 days; 2019 — 6-14 days; 2020 — 15-21 days; 2021 — 22-30 County and County departments, to days. continue essential services to the public COG planning team, which includes personnel from OEM,County Counsel, and the Board Executive Office, and other government agencies Continuity of Government(COG): In 2018, the following a disruption of service. completed the following COG planning areas: 1.) Selected five (5) alternate seat of government locations if the Hall of Administration is unavailable for an extended period of time; 2.) Identified all essential functions necessary to support the preservation and continuity of the County governing body; 3.) Identified all vital records and documents necessary to support the preservation and continuity of the County governing body; 4.) Identified, purchased and distributed emergency communications equipment to be used by the governing body during times of crisis; and 5.) Identified all applicable local, State and Federal laws that pertain to Continuity of Government. In 2019, the COG planning team will work with members of the County governing body to identify standby officers and establish a line of succession if any member of the governing body is unavailable to resume his or her duties during a time of emergency. Report Reference http://file.lacounty.~ov/SDSlnter/bos/bc/1040753 BM-ReportBack 2-EvaluatinaEmer~encvPreparedness7-6-18.pdf http://file.lacounty.~ov/SDSlnter/bos/bc/1031327 BOS-MReportBackonEvaluatin~LosAn~elesCounty sEmer~encvPreparedness ItemNo.2D- 7A~endaofJune262017 dtd12.1.2017.pdf http://file.lacounty.gov/SDSlnter/bos/bc/1031398 ReportBackonLar~e-ScaleDisaterandEmer~encyReadinessandPreparedness.qdf 111.3.5 Enhance County's Cyber PEE In October 2018 the CIO developed a countywide Incident Response Plan to coordinate responses to cybersecurity incidents. A HIPAA Security Risk Disruption Protocol: Develop and Assessment for the County's 10 HIPPA covered departments is on-going and is projected to be completed by the end of 2018. A countywide Information 12 County of Los Angeles 2016-2021 Strategic Plan Chart -Second Annual Status Update Attachment II

implement a Cyber Disruption Security Program Assessment and Vulnerability Penetration Test is being planned for mid-2019; corrective action plans will be developed to improve the Response Plan that plans for, protects, County's overall information security posture. New Security Training and Awareness for all County employees is being planned for 2019. mitigates, and responds to disruptions to the County's digital information or technological infrastructure. Report Reference N/A 111.3.6 Implement a Workplace of DHR has along-standing commitment to transform the County into the 'workplace of the future' by promoting innovative programs within our own the Future: Develop a conceptual department and throughout the County. office space models) designed to: This past year, DHR enhanced the Telework Program by delivering instructor-led teleworking workshops to over 3,000 employees Countywide. In support the work and/or activities of addition, the DHR team converted the telework training curriculum for teleworkers and telemanagers to an online platform, allowing on-demand access employees; encourage employee to program information. This past year DHR also expanded the pilot hoteling program within our Equity Investigations Unit by 50 percent. This innovative collaboration; increase the amount of program allows the division to implement location-based case assignments. available work space within existing IP space resources; and, improve the began Phase I of the health of the workplace environment In June 2018 DHR successfully completed the digitization of County personnel records (ePR) of three pilot departments, and digital for employees. Countywide implementation of the ePR system, with the goal of digitizing all personnel records across the County by December 31, 2019. This new system creates a central online personnel records repository and provides a secure and auditable method for managing confidential personnel information contained in County personnel files. In addition, converting to the ePR system serves to reduce the use of office/storage space for paper documents and reduces the need for staff to commute to central HR offices to view personnel records. Report Reference N/A 111.3.7 Implement a Protocol to Executive Office of the Board and the CEO proposed protocol that includes: 1) Characteristics to vet emerging Board Driven Initiatives; and 2) Process to Assess Proposed Board Priorities: assess institutionalized Board Directed Initiatives. The Executive Officer of the Board shall implement and manage a process for ~P vetting and providing recommendations to the Board regarding proposed new Board Priorities. Report Reference http://file.lacounty.~ov/SDSlnter/bos/bc/1029788 BoardPrioritiesRegort.pdf 111.3.8 Develop an Early Warning PIE The Capacity Status Tool (CST) was developed and piloted with Child Support Services Department (CSSD) and Alternate Public Defender (APD). During Tool: Develop and test a tool that can the first quarter of calendar year 2019, CST will be rolling out to all departments in partnership with County Counsel. A weblink is being developed to help assess the likelihood that a allow departments to complete the tool. department will experience severe operational and/or administrative challenges negatively impacting service delivery or substantially impeding the Department's ability to meet its mission. Report Reference N/A 111.3.9 Enhance County's Fiscal Pension Strength Through Long Term . The County has an actuarial based plan in place to reduce the unfunded liability in our pension system. This plan, which is consistent with Planning: Develop and implement a LACERA's funding policy, requires the County make an additional contribution to the pension system to help reduce the unfunded liability. plan to address the County's long term IP Retiree Healthcare unfunded liabilities. . In May 2012, the County established another Post-Employment Benefits (OPEB) Trust Fund with LACERA as a first step to reduce the County retiree healthcare unfunded liability. In June 2015, the Board of Supervisors adopted amulti-year plan to address the County's largest unfunded liability by making prefunding contributions to the County's OPEB Trust Fund. Since the implementation of this plan, the County has contributed $204.6 million in prefunding contributions and has appropriated an additional $182.9 million in FY 2018-19 prefunding

13 contribution. In addition to the prefunding contribution plan the County has made other one-time contributions to the OPEB Trust Fund since 2013. As of October 31, 2018, the County's OPEB Trust Fund balance was $919.9 million. Because of our prefunding contributions along with reduced claims cost projections, the retiree healthcare unfunded liability decreased by approximately $2.7 billion as of the July 1, 2016 actuarial valuation. Workers' Compensation • CEO Risk Management, CEO Budget/Finance and the Auditor-Controller are working to address an estimated $2.1 billion unfunded workers' compensation unfunded liability. Risk Management is currently implementing athree- step plan to better control and reduce control costs and the liability associated with workers' compensation. The plan includes the purchase of commercial insurance, claims closures and risk financing. CEO Budget/Finance in concert with the Auditor-Controller are exploring a variety of methods to begin to prefund workers' compensation benefits and eventually move away from our current pay-as-you-go approach to financing workers' compensation costs. Report Reference N/A 111.4.1 Solicit Ongoing Customer CEO issued a survey was issued to departments to establish a baseline and determine department's existing status on soliciting ongoing customer Feedback: Each department shall feedback. The analysis of responses is underway, and the results are pending. A handbook for departments of best practices will be developed in 2019. regularly solicit customer feedback Subsequent surveys will be issued to measure increased use of surveying by departments. (from internal and external customers) PIE regarding the customer's experience when accessing and/or receiving services. Report Reference N/A 111.4.2 Share and Publish More IP The Open Data portal represents Los Angeles County's commitment to transparency. Visitors can find a wide array of information to help explore the Data: Increase the amount of data work of the county and its impact on residents. Visitors can conduct research, build apps, create visualizations and much more. In 2018 the number of regularly published on the county's datasets have increased. Additionally, the number of dashboards and storyboards in support for Justice Metrics and Board Priorities were increased. Open Data Portal, to support information sharing and public policy research. Report Reference https://data.lacountv.sov/

14 Attachment !II

The Difference Two Years Can Make

S,~ pF LOS A'y ~°°~~` ~~~~ ~ *~c~`~~ LOS ANGELES COUNTY A.~~ ~# CHIEF EXECUTIVE OFFICE x ~4tlFORN~PY 2018 Update communities. Los Angeles County departments are working hard to provide effective and caring services to our residents and Priorities. This The 2016 Strategic Plan is one way to ensure a nexus between departmental efforts and our six Board Directed an even brochure highlights just some of the many efforts underway to enhance the safety net and make Los Angeles County two years can make as better place to live, work and play. The information shared at today's conference highlights the difference we take our services to the next level. Sachi A. Hamai Chief Executive Officer County of Los Angeles

FOSTER CLEANER, MORE EFFICIENT AND MORE RESILIENT ENERGY • Property Assessed Clean Energy(PACE) initiate energy efficient/renewable projects • Expanded Electric Vehicle Charging ports deployed across County facilities

Environmental conditions have negatively impacted our EXPAND ACCESS TO RECREATIONAL communities. We seek to support a cleaner and healthier AND CULTURAL OPPORTUNITIES environment. Launched 17 Environment, Science, Technology Engineering, Art, and Mathematics(ESTEAM) P &MONITORING ENVIRONMENTAL HEALTH OVERSIGHT Camps reduce toxic exposures and health • Community Risk Reduction efforts to ~ parks After Dark (PAD)expanded to 33 parks threats countywide and during more days of the year • Published framework to close the black-white gap in infant mortality Support Education Outcomes for Systems Involved Youth • Maintaining school enrollment -School Stability Transportation Pilot • Supporting college preparation -College Bound 61% of DCFS Caseloads are Antelope Valley Program school-aged children.

HOUSING AND SERVICES FOR THE HOMELESS • Housing disabled adults through the Subsidized Housing for Disabled Individuals • Issuing vouchers for the landlord community to In 2018, decreased the house more homeless individuals number of homeless • Providing interim bridge housing for those exiting individuals from 55,048,in ourjails 2017 to 52,765. 67,000 patients are served on average annually by Health Services 935 families served through Family Solution Centers

3,646 energy efficiency/renewal projects estimated ~95,8~.8 patient c~nsult~ to save 3.5M kWH in energy and 3.8g gallons of thr~~rgh eCc+n~~ °"'~ ~'~ YET water ~7.4M annual fundirL 3,33b participants exited was identified to fund youth The Housing Authority of Rapid Re-Housing into diversion services, supportinn permanent housing Los Angeles County provided ~1.3M in incentives to 2,60o young peap 842 homeless disabled adult5 secure units for housing were housed through Subsidized voucher recipients Housing for Disabled Individuals

$,1$~ homeless or at risk ofi homelessness were screened through 28 Recover Bridge Housing beds Countywide Benefits Entitlement were added far homeless adults Team enrolled in outpatient substance 2609 participants abuse treatment Mental Health moved into housing Evaluation teams funded for crises through Rapid-Rehousing response 965 medical providers educated on the Exide contamination by Toxicology and Environmental Assessment