County of Los Angeles Civil Grand Jury 222South HillStreet•Sixth Floor•Suite670•LosAngeles,California 90012

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1. RECOMMENDATION NO. 1.2b DCFS and Probation should ensure that the youth obtain a driver's license or California ID card, a birth certificate, social security card, medical card, and any other pertinent documents. DCFS and Probation should assist the youth to obtain public and privately funded services. DPSS should provide Information to the TAY for general relief, CalWORKS, CalFresh, and MedlCal. DPHshould provide Information to access medical services. DCFS and Probation should provide additional TAY services such as employment, housing, healthcare, and (for male TAYsage 18) registration with the Selective Service System. DCFS should provide training so the youth can open a bank account and apply for admission to colleges. RESPONSE The Department partially disagrees with the recommendation In that DCFS and Probation already ensure youth obtain a driver's license or California ID card, are provided with their birth certificates, a social security card, medical care and other pertinent documents. The timeframe for full Implementation Is estimated for 2024 and contingent upon further discussion with the Social Security Administration In addressing a streamlined and consistent protocol for DCFSto request social security cards for youth, and other County departments to connect and access services and resources. DCFS and Probation already ensure that youth obtain any funds available, are referred to DPSS for assistance, and referred for employment preparedness classes, housing, life skills classes, financial literacy classes which Includes Information on opening a bank account and assists transition age youth with completing applications for college. The Department will continue to work with other county departments such as DPSS and DPH and continue conversations with the Social Security Administration to promote and facilitate transition age youth accessing relevant documents. RECOMMENDATION NO. 1.3 DCFS and Probation should provide training to foster parents or guardians ofTAYs to educate them to the procedures, assistance and processes to effectively assist TAYs under their care during the transition period. RESPONSE The Department partially agrees with the recommendation. This recommendation is expected to be implemented by January 2024. DCFS has reviewed the courses available to Resource Parents on both the Foster Parent College (FPC) and Foster Kinship Care Education (FKCE) website and found numerous courses related to working with youth who are in their transitional period. While there are numerous trainings available and course availability changes throughout the year, there is an opportunity to explore with FPCand FKCE to see if their course listings can be presented in a way that consolidates the courses under a TAYheading to make it easier for Resource Parents caring for TAY and/or are interested in the topic to easily find. DCFS anticipates having the discussion by November 2023 and implementation in 2024 to be contingent upon the agreement by FPC and FKCE. RECOMMENDATION NO. 1.3a DCFS or Probation should require foster parents to receive training and guidance as mandated by the MDT plans. Foster parents and court appointed educational advocates must participate in educational plans with school administration and/or community organizations. RESPONSE The Department agrees with the recommendation. This recommendation requires further analysis. The analysis and discussion should be completed by January 2024. The recommendation requires further analysis and discussion with the California Department of Social Services as there is no mandate that foster parents receive specific trainings and guidance that have been determined by a MDT plan, nor that they are mandated to participate in educational plan meetings. RECOMMENDATION NO. 1.3b DCFS or Probation should provide foster parents with pertinent case history upon placement. RESPONSE The Department agrees with the recommendation. The recommendation has been implemented as this is already mandated by DCFS policy and part of practice. RECOMMENDATION NO. 1.5 Each department should contribute to an Individual Transition Plan. The Individual Transition Plan should be a collaborative effort of all the involved departments, and the implementation should begin when the TAY reaches age 16. DCFS or Probation should develop one cohesive plan, which includes the desires of the youth for continuing their education/training and future goals. Allagencies should ensure that 86 TAYsand their foster parents participate in all meetings concerning the TAY'scase. The departments must ensure that TAYs are given the opportunity to express themselves without fear of retribution. RESPONSE The Department agrees with the recommendation. The recommendation has been partiaiiy implemented and requires further analysis. The recommendation for implementation with the other departments is targeted for 2024 but is contingent upon further discussion and agreement with other departments. Additionally, DCFS has agreed to create by January 2024 a specialized section of staff who will provide intensive services for youth who are transitioning from care. That section staff will be responsible for supporting transition age youth who are transitioning from care, including working coiiaborativeiy with representatives from other County departments. County of LosAngeles DEPARTMENT OF PUBLIC SOCIALSERVICES 12880CROSSROADSPARKWAYSOUTH•CITYOPINDUSTRY.CAUFORMIASI748 Tel(582)S08-S«(I0•Fax<S82)69S-»ei>l JAQQEOONTRERAS.PtvD Otrcclor ^Supofwttora HtUSAL.SOUS FiralOiitrtet HOaYJ.KnCHELL SecondOiurKi UNDSEYP.KQRVATH ThirdOilMcl July20.2023 KATHRYN8AR0ER FaihOhtilet FesiaA.Davenport ChiefExecutiveOffice 745KennethHahnHaliofAdministration 500WestTempleStreet LosAngeles, OA90012 DearMs. Davenport: 2022-2023LOSANGELESCOUNTYCIVILGRANDJURYHNALREPORT Enclosed is the Los Angeles County Department of Public Social Sen/ices' (DPSS) response to the one DPSS-related recommendation Identified in the 2022-2023 LosAngeles County Civil Grand Jury Rnal Report. As listed in the Department's response.DPSSe^reesvtrithRecommendation1.2(b). Please letme knowIfyou have any questions, oryourstaffmaycontactSheila Early. DivisionChief,Research, EvaluationandQuatltyAssuranceDivision,at (562)908-5879. Sincerely, ickieContreras, Ph.D. Director JCrIb Enclosure ToEnrichUvosThroughBfoeOvoandCaringSonrico" 146 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES DEPARTMENT OF PUBLIC SOCIAL SERVICES 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR AGING OUT: TRANSITIONAL AGED YOUTH RECOMMENDATION NO. 1.2fbl DCFS and Probation should assist the youth to obtain public and privately funded services. Department of Public Social Services (DPSS) should provide information to the TAYfor General Relief, CalWORKs, CalFresh, and Medi-Cal. RESPONSE The Department agrees and supports Recommendation 1.2(b). The Recommendation will be implemented in collaboration with DCFS and the Probation Department to provide the TAY population with information on how to apply for General Relief, CalWORKs, CalFresh, and Medi-Cal services. Additionally, we will provide DCFS and Probation with outreach material on departmental programs and services. 147 /j CountyOFIosAngris iffcPDilHG HeslUi MOAOAPEttCa,Ph,0^ ilCM. MAMfiFlUFavilOli liiflCfO' MUKIUDAVISwM.D-NLP.H Cowily•'rto'ti UCOAMMcCtAtte.MI.YP.M. ChotDopolyomclat 3'..3KprV-ifigiMOaSt>(Ml.SU(«806 iii',f-ngittnCA90012 loftiyatoQti rfl171312688117•fAXfJ13|V76.12/3 mnwrrMlttntiQiMHViilTiHOT TO: FesiaA,Oavooport ChtefExecutivaOffice 713KennethHahnHailofAdmnstration 500WestTempleStreet LosAngeles.OA80O12 Attention:CheriThomas FROM; BarbaraF| er. Ph.D.,M.P.hil..M.Ed. Director SUBJECT; 2022-23CivilGrandJuryRecommendationsResponse For:A{^ngOutof TransitionalAgedYouth,ZeroEmissionsandAirQuaHtyMonitoring,Have WeM.&TMentalHealthEvaluationTeamsandHowTheyWorh AilachedforyourconsiderationistheDepartmentofPublicHealth'sresponselothe2022-2023 CM!GrandJuryreport,asrequiredtiyCaliforniaPenalCodesections9^(c).Pfeasenotethat Put)6cHealth'sToxioologyandEnvbomnentaiAssessmordBranchhasbeenfoldedintoOrerrew OfficeofEnvirontnentalJusticeandCBmateHealth.PleasecontactJoshuaBobrowskyat jbobrowskyigph.lacouniy.govifyouhaveanyquestions. Sincerely, Attachment BF:nq:lf CO. ChiefExocutiveOfficer ActingCountyCounsel ExecutiveOfficer. BoardofSupervisors InternalServicesDeparbnent 138 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES DEPARTMENT OF PUBLIC HEALTH 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR AGING OUT: TRANSITIONAL AGED YOUTH RECOMMENDATION NO. 1.2b DCFS and Probation should ensure that the youth obtain a driver's license or California ID card, a birth certificate, social security card, medical card, and any other pertinent documents. DCFS and Probation should assist the youth to obtain public and privately funded services. DPSS should provide information to the TAY for general reiief, CaiWORKS, CalFresh, and MediCal. DPH should provide information to access medical services, and Probation should provide additional TAY services such as employment, housing, healthcare, and (for male TAYs age 18) registration with the Selective Service System. DCFS should provide training so the youth can open a bank account and apply for admission to colleges. RESPONSE Agree, this recommendation has been implemented. Currently, Public Health's role in this process is to ensure that other entities within the child welfare system, like DCFS, Probation and the Courts, have adequate medical access information that they can share with their transition-aged clients. When Public Health begins implementing Enhanced Care Management for transitional aged youth in the child welfare system, we will be able to deliver medical access information directly to clients. We anticipate the implementation to begin before the end of FY23-24. COUNTY OF LOS ANGELES PROBATION DEPARTMENT 9160EASTIMPERIALHIGHWAY- DOWNEY CALIFORNIAS0242 (5G2)W(MI501 GuiilermoVieraRosa InterimChiefProbationOfficer July24,2023 TO: FesiaDavenporl ChiefExecutiveOfficer FROM: GuiilermoViera Rosa 3^" InterimChiefProbationOffioer SUBJECT: PROBATION RESPONSESTOTHE2022-2023LOS ANGELESCOUNTY CIVILGRAND JURYFINAL REPORTS: AGING OUT TRANSITIONAL AGED YOUTH ANDJUVENILEJUSTICECYA The 2022-2023 Los AngelesCounty Civil GrandJury (CGJ)convened committeesto addresstwoIssuesaffectingsystem-Involvedyouth. Thefirstcommittee reportaddressed systemicfactorscontributingtohomelessnessofyouthwhoageoutofthefostercareand Probation systems. Based upontheir findings, the CGJ Aging Out Committee report identified specificrecommendationsforeach departmentandentitythatfunds,supports, or provides direct servicestosystem involved transitional aged youthin LosAngeles County. The Probation responsestothose recommendations are inAttachment A. The second committee reportaddressed Juvenile Justice Issues affecting youth after the closureoftheCaliforniaYouthAuthority(CYA),thecreationoftheDepartmentofJuvenile Justice and its subsequent closure because of SB823. The Probation Department responses totherecommendationsonjuvenilejusticeareinAttachment8. California Penal Code Sections 933(c) and 933.05 require a written response to all recommendations contained inthis report. Responses by elected county officials and agencyheads shallbe madenolaterthansixty(60)days aftertheLosAngeles County Civil GrandJurypublishesitsreportandfileswiththe Cterfi ofthe Court.Responses by thegoverning body ofpublic agenciesshall be ninety (90) daysafterthe Los Angeles County Civil Grand Jury publishes its reports and files with the Clerk of the Court. ResponsesshadbemadeinaccordancewithPenalCode Section933.05 (a)and (b). RebuildLivesandProvideforHealthierandSaferCommunities 125 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES PROBATION DEPARTMENT 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR AGING OUT: TRANSITIONAL AGED YOUTH RECOMMENDATION NO. 1.1 Ongoing meetings ofthe MDTs must be regularly scheduled, with mandatory participation of departments, youth, foster parents, and other interested parties. RESPONSE Agree. The recommendation has been implemented. Probation routinely holds Child and Family Team (CFT) meetings for all probation placement youth and non- minor dependents (those in extended foster care). Foster parents are now legally known as ''resource families" or"resource parents". Probation holds ongoing CFT Meetings which can include, but not limited to, service providers, trusted community members, professionals, and others with the goal of providing safety and stability for the identified youth. The CFT process uses a proven tool known as the Child and Adolescent Needs and Strengths (CANS) tool; the team works together to address any challenges the youth faces and to develop a plan for the youth's success. In Probation, the youth's resource families are mostly family members or sometimes non-related extended family members. The CFT Meeting process is detailed and prescribed and consistent with the California Department of Social Services Continuum of Care Reform pursuant to Assembly Bill 403 which provides the statutory and policy framework to ensure services and supports provided to the youth are tailored toward the ultimate goal of maintaining a stabie permanent family. RECOMMENDATION NO, l,2fa^ DCFS, Probation and MDTs should carefully monitor the ages ofTransitional Aged Youths (TAY) so as to make certain that TAYs are made fuily aware of services available not only until they reach age 18, but also continuing, where appropriate and available, extending TAYtransitional services to ages 21 or 24. RESPONSE Agree. The recommendation has been implemented. Probation actively monitors the age of Probation youth; youth are considered to be TAY starting at age 16 when they become eligible for Independent Living Program Services and extends to the 21st birthday. Probation also monitors 18-year-old youth in foster care settings, as they are eligible for extended foster care services until their 21st birthday. Probation ensures that TAY 21 years old and older (to age 24) are not released without appropriate housing and supportive services. The youth's DPO of Record provides referrals and connections to county-wide and Service Planning Area (SPA) specific coordinated entry system agencies which provide a range of housing and other supportive services. RECOMMENDATION NO. 1.2fb^ DCFS and Probation should ensure that the youth obtain a driver's license or California ID card, a birth certificate, social security card, medical card, and any other pertinent documents. DCFS and Probation should assist the youth to obtain public and privately funded services. DPSS should provide information to the JAY for general relief, CalWORKS, CaiFresh, and MediCal. DPHshould provide information to access medical services. DCFS and Probation should provide additional TAYservices such as employment, housing, healthcare, and (for male TAYsage 18) registration with the Selective Service System. DCFS should provide training so the youth can open a bank account, and apply for admission to colleges. RESPONSE Agree. This recommendation has been implemented. Probation ensures youth obtain ail pertinent legal documents they will need to function and integrate into the community when they are released from Probation supervision. Ensuring youth receive these essential documents is part of the case management services provided by the DPO of Record. They are responsible for assisting youth with applying for and receiving either a driver's license or California Identification card, birth certificate or legal residency card, their medical card, and any other pertinent documents. They also ensure male TAY register with the Selective Service System as required. Each SPA has a designated housing coordinator. Probation actively works with the respective SPAhousing coordinator to ensure no youth is released without having secured housing. RECOMMENDATION NO. 1.3 DCFSand Probation should provide training to foster parents or guardians of TAYs to educate them to the procedures, assistance and processes to effectively assist TAYs under their care during the transition period. RESPONSE Agree. The recommendation has been implemented. Probation routinely provides training to resource families through the DPO of Record and the Probation's Youth Development Services' Independent Living Program (ILP)Transition Coordinator (TC). The TC provides information and support to Probation youth and their resource families. Resource families have access to the support services offered to the youth by the DPO of Record, a TC, and Resource DPOwho supports foster youth directly and resource families with school related issues. The DPOof Record has the most contact with the resource families and thus provide ongoing training and coaching at each interaction. They ensure resource families are aware of the services available to them and the youth, and how to access them. RECOMMENDATION NO. l,3fa^ DCFS or Probation should require foster parents to receive training and guidance as mandated by the MDTplans. Foster parents and court appointed educational advocates must participate in educational plans with school administration and/or community organizations. RESPONSE Agree. This recommendation has been implemented. Resource parents are required by Probation to receive training and guidance as mandated by the youth's Child and Family Team (CFT) plan developed through the CFT meeting process. Resource parents are provided with support through the DPO of Record, ILPTC and a Foster Youth liaison at the youth's ''home school", the school the youth returns to in the community. Probation provides information and informal support to resource parents. The CFT process does not mandate school administrators to participate in CFT meetings, however, school officials are encouraged to do so and many commonly do participate. RECOMMENDATION NO, 1.3fb^ DCFS or Probation should provide foster parents with pertinent case history upon placement. RESPONSE Agree. This recommendation has been implemented. Probation consistently provides thorough and accurate information to resource families about the youth to be placed with them. Informing resource parents of the youth's case history better prepares them to care for and address the youth's needs. The DPO of Record is responsible for providing the pertinent case history. As previously noted, unlike DCFS youth, most Probation youth are placed with family members or non-related extended family members. Given their relationship, these resource families are more likely to know the youth's family and behavioral history, having followed the youth's court case. Regardless of the resource parents' knowledge of the youth, the DPO provides ail relevant information to the resource parents prior to and upon placement. RECOMMENDATION NO. 1.5 Each department should contribute to an Individual Transition Plan. The Individual Transition Plan should be a collaborative effort of ail the involved departments, and the implementation should begin when the TAY reaches age 16. DCFSor Probation should develop one cohesive plan which includes the desires of the youth for continuing their education/training and future goals. All agencies should ensure that TAYsand their foster parents participate in all meetings concerning the TAY's case. The departments must ensure that TAYs are given the opportunity to express themselves without fear of retribution. RESPONSE Agree. This recommendation has been implemented. Probation provides ongoing case planning and transition planning throughout the continuum of care and the CFT process. Through the CFT Meeting process, an individualized plan is developed 128 which Includes the youth's desire for continuing education or training and future goals. The youth's rights Include deciding for themselves who receives Information about their services and other private Information, consulting with their attorney before giving permission to release the Information and seeking and or agreeing to treatment and services. Probation youth are encouraged and supported to speak their truth or express themselves without fear of retribution. Youth are encouraged to discuss their concerns with their DPO of Record. Allyouth are provided resources to file a complaint with Probation's Ombudsman's Office, and now the newly established Ombudspersons unit at the State's Office of Youth and Community Restoration (OYCR). If youth feel they have been retaliated against or Ifthey have any other complaint and do not feel comfortable discussing It with their DPO, they are provided with these resources and Information to file a complaint with either or both Ombudsman' Offices. DEPARTMENT OF MENTAL HEALTH hope. recovery,wellbelng. USA H.WONG,Pay.O. (krector CurloyL.Bonds,M.O. Connie0.Draxler,M.P.A. Cfttoftuee&caomcer Ac^ChiefDeputyDirector July20.2023 TO: Fesia A.Dav/enport ChiefExecufive Officer FROM: Lisa H.Wong. Ps; Director SUBJECT: RESPONSES TO THE 2022-2023 LOS ANGELES COUNTY CIVIL GRANDJURY FINALREPORT Attached please find the responses to the Civil GrandJury'sfinal report from the LosAngeles CountyDepartmentof MentalHealth. The responses pertain to audit secfions: 'AGINGOUT—TransitionalAged Youth" and "HAVE WEM.E.T.?- Mental HealthEvaluation TeamsandHowTheyWork." Pleaseletme knowHyouneed addHtonaiinformation. LHWitId Attachments(2) 510S.VERMONTAVENUE,LOSANGELES.CA900M| hi 'CAl-i..vnCiiMrvGO/((66CI 119 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES DEPARTMENT OF MENTAL HEALTH 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR AGING OUT: TRANSITIONAL AGED YOUTH RECOMMENDATION NO. 1.1 Ongoing meetings ofthe MDTs must be regularly scheduled, with mandatory participation of the departments, youth, foster parents, and other Interested parties. RESPONSE Agree. The recommendation has been Implemented. DMH Personnel participate In the MDTmeetings when we are In receipt of the Invitation. It Is not a meeting which we schedule as a lead department but will participate and attend when the Invitation Is extended to us. RECOMMENDATION NO. 1,4 DMH should provide Cognitive Behavioral Therapy In addition to all other therapy services. RESPONSE Agree. The recommendation has been Implemented. It Is Important to clarify that our DMHJuvenile Justice Clinical Team members have and continue to provide CBT, DBT,and other therapeutic (such as Evidence-based, Promising, and/or Community-Defined) practices which are guided by the Prevention and Early Intervention Plan of the MHSA to TAY. RECOMMENDATION NO. 1.5 Each department should contribute to an Individual Transition Plan. The Individual Transition Plan should be a collaborative effort of all the Involved departments, and the Implementation should begin when the TAY reaches age 16. DCFS or Probation should develop one cohesive plan which Includes the desires of the youth for continuing their education/training and future goals. All agencies should ensure that TAYs and their foster parents participate In all meetings concerning the TAY's case. The department must ensure that TAYs are given the opportunity to express themselves without fear of retribution. RESPONSE Agree. The recommendation has been Implemented. DMH will continue to actively participate and contribute to the Individual Transition Plans. DMH will readily accept Invitations from DCFS or Probation to engage collaboratlvely In the process to develop a cohesive plan. 120 xgtxt;w iiMAi (cid:127) Karen Bass Mayor October6, 2023 Samantha P. Jessner Presiding Judge Superior Court of California, County of Los Angeles Clara Shortridge Foltz Criminal Justice Center 210 W. Temple Street, Thirteenth Floor, Room 13-303 Los Angeles, CA 90012 Re: Aging Out: Transitional Aged Youth Report by the 2022-2023 Los Angeles County Civil Grand Jury Dear Honorable Judge Samantha P. Jessner: The CityofLosAngeles acknowledges receipt ofthe 2022-2023 LosAngeles CountyCivil Grand Jury Report regarding Aging Out: Transitional Aged Youth, its findings and recommendations. The City respectfully submits this response. Recommendation No. 1.6 - LAHSA should fully provide $500,000 to Covenant House LAforstaffingand operation costsso that 16youths can move intothe additionalsection. Response - LAHSA is a legal entity distinct from the City of Los Angeles. Whether LAHSA funds Covenant House LA is a matter for LAHSA to address. We note that the Civil Grand Jury has requested LAHSA to respond to recommendation 1.6. For additional questions or comments, your staff may contact Jenna Hornstock, Deputy Mayor of Housing, [email protected]. KAREN BASS PAUL KREKORIAN Mayor City Council President 200 N. SPRING STREET, ROOM 303 LOS ANGELES, CA 90012 (213) 978-0600 MAYOR.LACITY.ORG Los Angeles County Office of Education ServingStudents(cid:127) SupportingCommunities(cid:127) LeadingEducators August25,2023 DebraDuardo Superintendent LosAngelesCounty Presiding Judge BoardofEducation LosAngeles SuperiorCourt ClaraShortridge Folts Criminal Justice Center YvonneChan President 210WestTemple Street, 13^Floor, Rom 13-303 Los Angeles, CA 90012 StanleyLJohnson.Jr. VicePresident Re: AGING OUT: TransitionalAged Youth JamesCross 2022-2023 Los Angeles County Civil Grand Jury AndreaFoggy-Paxton BettyForrester TothePresidingJudgeoftheLosAngelesSuperiorCourt: TheresaMontafto OnbehalfoftheLosAngeles County Office ofEducation (LACOE), attached is MonteE.Perez theresponse tothe2022-2023 LosAngeles County Civil GrandJury Report. The reportrequires responses from LACOEtoRecommendations 1.1, L3b, and1.5. Sincerely, DebraDuardo, M.S.W., Ed.D. Superintendent MR: to Enclosure 9300 Imperial Highway. Downey,Callfomia90242-2890 (662)922-6111 Presiding Judge Los Angeles SuperiorCourt August25,2023 Page2 RECOMMENDATIONNO. 1.1 OngoingmeetingsoftheMDTsmustberegularlyscheduled, withmandatoryparticipationof departments, youth, foster parents, and other interestedparties. RESPONSE Onthebasisofthefindings, LACOE (LosAngelesCountyOfficeofEducation) isinagreement withthisrecommendation largely becausetherehasbeen andcontinuesto beaneedforconstant coordination between departments having todowith thecare/or involved inservicing ofnotjust fosteryouth, butallyouththat havebeendetained. Whentheyoutharewithus,attendingLACOEJuvenileCourtSchools(JCS),thereareaminimum of3MDTs(Initial,Mid-Review,Transition)coordinatedbyProbationthatweparticipateinduring thecourseoftheirstay. Aninitial MDT isheldtodiscussprogramming, programming needs, and services thattheyouth may want toparticipate orhave access toduring thecourse oftheir time withus.TheMid-ReviewMDTistodiscusstheprogressoftheprogrammingtheyareparticipating in, discuss any adjustments toprogramming that may beneeded, and begin theplanning process fortransition services. TheTransitionMDTistofinalize theplanningofservicesandeducational needsfortheyouthoncetheyreturntotheircommunity. RECOMMENDATION NO. 13b DCFS orProbation shouldprovide foster parentswith pertinentcasehistory upon placement. RESPONSE Onthebasisofthefindings, LACOEpartiallyagreeswiththis reconunendation solong asitdoes not violate Family Educational Rights and Privacy Act (FERPA) law which provides access to educationrecordsandaffordedtotheEducational RightsHolderuntiltheyouthreachestheageof 18,unlessotherwiseadvised by the court. PresidingJudge Los Angeles SuperiorCourt August25,2023 RECOMMEIVDATION NO. 1.5 Eachdepartmentshouldcontributetoan IndividualTransitionPlan.TheIndividualTransition Plan should bea collaborative effortofallthe involveddepartments, and the implementation shouldbeginwhentheTAYreachesage 16.DCFSorProbationshoulddeveloponecohesive planwhichincludesthedesiresoftheyouthforcontinuingtheireducation/trainingandfuture goals.AllagenciesshouldensurethatTAYsandtheirfosterparentsparticipateinallmeetings concerningtheTAY'scase.ThedepartmentsmustensurethatTAYsaregiventheopportunity to express themselveswithoutfear ofretribution. RESPONSE Onthebasisofthefindings, LACOEagrees with thisrecommendation largely becausethisisthe currentpractice. Forevery youth thatishoused within aProbation facility for morethan 20days, we work collaboratively with the youth and ourpartner agencies to develop a comprehensive Transition PlanandIndividualizedLearning Plan(ILP). TheILPconsistsoftheyouthdeveloping academic goals, behaviorgoals, aswell aspost-secondarygoalsthattheteam will begin working on with the student while in LACOE care. Each LACOE JCS/CCS School has a transition counselorthatworkswiththestudentsinconjunctionwiththeeducationalrightsholder,probation, andthestudent'sDistrictofResidence todevisea realistic andspecificeducation transition plan fortheyouths' returntotheircommunity.Oncethestudentreturnstothecommunity,thetransition counselorsfollow upwiththestudentand variousstakeholders(Probation,parents, local LEA)on aconsistent basis (3,30,60, and 90days after exit) toensure allisgoing according toplan and identify any additional resourcesthatmay beneeded.Moreover, LACOE has adeveloped Parent Education Program which conducts outreaches to parents in their effort to teach parents and caregivershowtostresstheimportanceofschoolingandhowtobecomemore involvedtosupport their child's academicjourney. Additionally, LACOE's School Counselors and Field Transition Counselorsassistallyouth inachievingthegoalsdeveloped bytheyouth and documented intheir ILP. 707WikhireBlvd..10thfloor LosAflse^,CAS0017 Ph:213633.3313 MEMO fax:713S92.0033 xoiritsi. TTV:213553.8438 HKV.Tiu wwwlahsa.org To: FesiaA.Davenport^ChiefofLosAngefesCounty From; Dr.ValenciaAdanssKcllum,CEO Date; Ju(y28.202S CC: Or.KoMyHenderson,DirectorRiskManagement;NathanielVerCowDeputy,ChiefofSystems Officer;Racheliohrtson.ChiefofStaff;TifaraMonroe,DeputyChief/Sr.Advisor;KristcnaDixon ChiefFinancialOfficerandAdmintstrativeOffHrer;ieffreySamsonDeputyChiefFInanciai& AdministrationOfficer Re: LAHSAsrospon&e2022-2023CvilGrandJuryLetter Attachedaretheresponsestothe2022-2023OiviiGrandJuryFinalReports,AgingOutYouthand LackofHousingrecommendations. Sincerely. Dr.VaLeciaAdamsKellum ChiefExecutiveOfficer 188 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES LOS ANGELES HOMELESS SERVICES AUTHORITY (LAHSA) 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR AGING OUT: TRANSITIONAL AGED YOUTH RECOMMENDATION NO. 1.6 LAHSA should fully provide $500,000 to Covenant House LA for staffing and operational costs so that 16 youth can move Into the additional section. RESPONSE LAHSA partially disagrees with recommendation 1.6 and has partially Implemented as: (1) LAHSA did not have a contractual agreement prior to the expansion ofthe Covenant House LA site to provide the operational funding for the 16 additional beds; (2) When LAHSA was approached to provide funding for the additional beds, the request was approved and funding has been provided since May 15, 2023, for operations of the 16 beds. In FY2022-2023, LAHSAcontracted with Covenant House from May 15, 2023 - June 30, 2023, for operations of the 16 beds at the standard rate of $50/bed/nlght. The start date was mutually determined with Covenant House LA. In FY2023-2024, LAHSAIs contracting with Covenant House LA for operations of the 16 beds for the full year, again at the standard rate of $50/bed/nlght. ALL ABOARD! IS METRO RAIL ON TRACK? Safety, Sanitation, and Rider Experience in L.A. County si T Y 2022 - 2023 LOS ANGELES COUNTY CIVIL GRAND JURY BOARDOF Hilda L. Soils HollyJ. Mitchell LindseyP. Horvath Janice Hahn Kathryn Barger SUPERVISORS First District Second District Third District Fourth District Fifth District Chief COUNTY OP LOS AN6ELES Kenneth Hahn HallofAdministration Executive 500 WestTempleStreet, Room713, LosAngeles, CA90012 (213) 974-1101 ceo.lacounty.gov Office. CHIEF EXECUTIVE OFFICER FesiaA. Davenport August 31, 2023 To: Supervisor Janice Hahn, Chair Supervisor Hilda L. Soils Supervisor Holly J. Mitchell Supervisor Lindsey P. Horvath Supervisor Kathryn Barger From: Fesia A. Davenport Chief Executive Officer ^ 2022-2023 LOS ANGELES CIVIL GRAND JURY FINAL REPORT Attached are responses to the 2022-2023 Civil Grand Jury Final Report. We are responding to specific recommendations dealing with the following sections: Aging Out: Transitional Aged Youth All Aboard: Is Metro Rail on Track Civil Grand Jury Compensation Election Operations Have We M.E.T.? Mental Health Evaluation Teams and HowThey Work Housing Vouchers For Lowincome and Homeless Angelenos The Inmate Reception Center: An Outdated Process Imperils Staff, Inmates, and the Justice System Juvenile Justice CYA Lackof Housing: The Social Injustice of the 21st Century Los Angeles County Fire Department Workers Compensation Medi-Cal Reimbursement: The Final Resolution of an Ongoing Issue Proposition 19: Implementation and Related Matters Sheriffs Operations: Examining Transparency, Accountability, and Community Policing within the LASD Storm Water Capture and Wastewater Reuse Zero Emissions: Air Quality Monitoring Attachment Arepresents the Chief Executive Officer's responses; Attachments B through Vrepresent the departments' responses; and Attachment Wrepresents a matrix of the questions and responses from each department. ♦ 'To EnrichLivesThrough EffectiveAndCaringService" m Each Supervisor August 31, 2023 If you have any questions regarding our responses, please contact me, or your staff may contact Cheri Thomas, by phone at (213) 974-1326 or by email at [email protected]. FAD:JMN:CT:md Attachments c: Executive Office, Board of Supervisors County Counsel District Attorney Assessor Sheriff Auditor-Controller Children and Family Services Fire Health Services Human Resources Internal Services Mental Health Probation Public Health Public Social Services Public Works Regional Planning Registrar-Recorder/County Clerk Los Angeles County Development Authority Los Angeles County Metropolitan Transportation Authority Los Angeles County Sanitation Districts Los Angeles Homeless Services Authority RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES CHIEF EXECUTIVE OFFICE FOR THE BOARD OF SUPERVISORS 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR ALL ABOARD! IS METRO ON TRACK? The Los Angeles County Board of Supervisors (BOS) is not the governing board of the Los Angeles County Metropolitan Transportation Authority (Metro) and makes no representations or commitments on behalf of Metro. The responses below reflect the BOS' understanding, based on information available to it, of actions Metro has taken or will take relevant to the Civil Grand Jury's recommendations. RECOMMENDATION NO. 1.2 Metro's TSO force should be increased from its current figure of 213 to allow the agency to better enforce fare compliance and Code of Conduct (COC) and give the agency greater control and accountability with security. RESPONSE Agree. The recommendation has been implemented. Metro has made significant progress in strengthening safety across the public transit system. Recognizing the crucial role played by Transit Security Officers (TSOs) in the comprehensive safety strategy, Metro has taken proactive steps to augment their presence. In March 2023, Metro's Board of Directors approved the addition of 47 more TSOs, and an additional 48 officers are scheduled to join in Fiscal Year (FY) 2024. This 45 percent increase has boosted the TSO force to a current total of 308 officers. These newly recruited officers will undergo comprehensive training, equipping them to ensure the safety and well-being of our valued riders, employees, and the protection of our vital transit infrastructure. RECOMMENDATION NO. 1.9 Keep fares at the current rate and improve access to discount or free fares offered to low-income riders, students, and seniors through programs such as LIFEand GoPass, including free transfers. RESPONSE Agree. The recommendation has been implemented. Metro has some of the lowest fares in the country and is committed to maintaining an equitable and affordable fare system for all riders in Los Angeles. In July 2023, Metro launched a new fare structure and fare capping to make paying transit fare more affordable and convenient for riders. And as noted in the report, Metro also offers several discount programs, including GoPass, which offers free fares for students; Reduced Fares for seniors and customers with disabilities; and a low-income discount program called LIFE. These programs and the recent changes to the fare structure are designed to provide affordable transit for all riders, especially customers who ride frequently. RECOMMENDATION NO. 1.10 (A) Install turnstiles or other physical Impediments that would discourage non- paying riders. (B) Station TSOs at high trafficked stations to re-enforce fare paying. RESPONSE (A) Agree. This recommendation Is In progress. Metro Is presently working to enhance the fare gates for access control Improvements, and Westlake/MacArthur Park station Is the first station to Implement. (B) Agree. The recommendation Is In progress. TSOs have been strategically stationed at high-trafficked locations. Their primary responsibilities Include enforcing the Code of Conduct (COC), ensuring fare compliance, and enhancing overall visibility for a safer environment. In collaboration with Operations, System Security and Law Enforcement are conducting a pilot project at Westlake/MacArthur Park station Involving reinforced turnstiles. The objective of this pilot Is to assess Its effectiveness In reducing access for non-paying riders, and Ifsuccessful, the Initiative may be extended to other stations In the future. RECOMMENDATION NO. 1.12 (A) More restrooms are needed for the Metro system. Metro should consider Installing public bathrooms at Its Customer Centers where staff Is available to supervise their use. (B) The Metropolitan Transit Authority (MTA) should work with cities to share the costs of building and maintaining new restrooms, similar to the Long Beach model. RESPONSE (A) Agree. This recommendation requires further analysis. Metro fully recognizes the significance of having accessible restrooms for our riders. However, they must carefully consider safety and liability concerns associated with providing public restrooms. Although Metro cannot open employee-accessible restrooms to customers, they are proactlvely exploring different approaches through pilot programs. To this end, Metro Is preparing for a pilot project scheduled to launch In the fall 2023, wherein restrooms will be Introduced at key stations. This Initiative will enable Metro to evaluate the feasibility and Implications of offering public restrooms while prioritizing the safety and convenience of our valued passengers. (B) Agree. This recommendation requires further analysis. Metro will certainly explore this possibility. Metro Is committed to finding practical and sustainable solutions that benefit our riders and the communities we serve. RECOMMENDATION NO. 1.13 Maintenance and cleaning resources should be Increased on the Red (B) Line, commensurate with Its level of ridership - cleaning schedules should reflect the number of boardings, not just the time of day. RESPONSE Agree. The recommendation has been implemented. Rail Vehicle Cleaning has received additional resources to enhance its operations. Presently, on the Red Line, teams of five service attendants are dispatched from the division daily to conduct End-of-Cleaning activities. These tasks involve trash pick-up and addressing minor spills, necessitated by car schedule constraints. Moreover, Rail Custodial Services have made a significant increase in their budgeted positions, going from 213 to 234, which amounts to an increase of 21 Full-Time Equivalents (PTEs). This augmented workforce is instrumental in supporting the implementation of the Rail Custodial Services Cleanliness Plan. The plan encompasses several vital aspects, such as the realignment of cleaning personnel, dedicated staffing at hot spot stations. Intensification of pressure washing and floor care at these stations, the establishment of detailed cleaning programs, and the introduction of measures for odor neutralization. RECOMMENDATION NO. 1.14 (A) Hire more custodians and have their workload be concentrated to smaller areas for more thorough cleaning. (B) Encourage riders to report custodial and maintenance incidents through the website metro.net or the Transit Watch App, or by reporting incidents to an Ambassador. RESPONSE (A) Agree. The recommendation has been implemented. Rail Custodial Services have raised their budgeted positions from 213 to 234, resulting in an increase of 21 PTEs. This expansion in staffing is aimed at bolstering the Rail Custodial Services Cleanliness Plan. The plan encompasses several key components, such as the realignment of cleaning personnel, dedicated staffing at hot spot stations, intensified pressure washing and floor care at these stations, the implementation of detailed cleaning programs, and the incorporation of odor neutralization measures. (B) Agree. The recommendation has been implemented. Metro does encourage customers to report cleanliness issues. Metro Ambassadors also regularly report cleanliness issues. RECOMMENDATION NO. 1.16 Expand the ''Cleaned By" program to all the rail lines, which would foster greater accountability and transparency by the maintenance crews. RESPONSE Disagree. This recommendation will not be Implemented. The pilot project on the C-Line did not yield the desired results and was subsequently discontinued. Nevertheless, Rail Pleet Services has implemented a robust cleaning program with a detailed logging system. This program includes various cleaning measures to ensure the cleanliness of the trains. During the first and second shifts, end-of-the-iine cieaning is conducted to address trash, spilis and perform spot cieans. Additionally, mid-shift crews carry out daily interior cleans, which involve tasks like trash removal, sweeping, mopping, and cleaning high-touch surfaces in puii-in cars. Other shifts follow up to complete any remaining work. Going beyond the daily cleaning, deep cleaning is performed periodically, involving a thorough scrub of both the interior and exterior of the trains. To maintain quality, all cieaning crews are supervised daily by Rail Fleet Services Supervision, and they are spot checked for their end-of-the-line, daily, and deep cleaning tasks. To ensure proper cieaning. Rail Fleet Services supervisors use established cieaning criteria to rate the work activities ofthe cieaning crews. Monthly audits are also conducted using a comprehensive scoring system for the rail vehicles' cleanliness. The results of these audits are shared with Metro leadership, allowing adjustments to cleaning protocols if necessary. Detailed documentation ofthe cleaning process is maintained at the divisions, which includes information on when the interiors, end cabs, and exteriors were last cleaned and by whom. This helps track the cleanliness status and ensures accountability throughout the cieaning procedures. latAntdesCaunly OneCatewa)rPlaa, StepluRleN.Wgglns MabopolltaaThiMpaftBtiGnAutlierttjr LmAngedM,CA900ii->9St ChiefCxecuttMO^cer 3ij^aa7J99Tvl ai>92i.7447Fn _ _ wi8sinss®melra.nBt Metro' July23.2023 FcsiaDavenport,CEO LosAngelesCounty 500W.TempleStreet. Room713 LosAngeles,CA90012 Subject:CivilGrandJuryResponses DearMrs.Davenport: IamwritinginresponsetotheAllAboard:IsMetroRailonr/aotreport,preparedbythe2022-2023 LosAngelesCoun^CivilGrandfury,asrequestedinyourletterdat^July3,2023.Followinga ccHnprchcnsivereviewofthereportandasrequiredbySection933(c)oftheCaliforniaPenalCode. Metrohaspreparedresponsestoeachrecommendation,whichaxeincludedherein. PublictransitisavitallifelmetoLACounty,bolsteringeconomicgrowthandpromoting environmentalsustainability.Ensuringitissafe,clean,andreliablecontinuestobeoursteadfast goaL Withacustomer-centricapproach,weseektoprovideapublictransitsystemthatfosters seamlessconnectivity,acoessibiUty,andsustainablemobilityforallresidentsandvisitorsinLA County. IappreciatethediligentworkoftheCivilGrandJurytohelpenhancetheaccountability, transparency,andefficiencyofMetrothroughtheirrecommendationsinthereport.Itisworth notingdiatformanyrecommendationsrelatedtosafety,cleanliness,andcustomerexperience. Metrohasalreadyimplementedstrategiesoraddressedtheconcerns. Metro'scommitmenttothese criticalfacetsofourserviceunderscoresourdedicationtodeliveringthehighestqualityoftransit serviceforLosAngdes County. Metrowelcomestheopportunitytoimproveandevolve,andIviewtherecommendationsasan integralpartofthisproKSS.Shouldtherebeanyquestionsregardingtheresponses,kindlyreachout tomyChiefofStaff,NicoleEnglund,at213-922-7950. Sincerely, SfophapneWiggins ChiefExecutiveOffice Attachment: ResponsetotheCivilGrand)utyFinalReport 172 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT LOS ANGELES COUNTYMETROPOLITAN TRANSPORTATION AUTHORITY(METRO) AND METRO BOARD OF DIRECTORS 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR ALL ABOARD! IS METRO ON TRACK? RECOMMENDATION NO. 1.1 Require contracted law enforcement agencies (LAPD, LASD, LBPD) to assign more officers to ride the trains. RESPONSE Agree. The recommendation has been Implemented. In 2022, Metro Initiated a new comprehensive public safety approach by adopting a multi-layer safety program to address the different aspects of public safety and security. Each layer of this safety ecosystem contributes to the overall security of the Metro system, moving beyond a single-strategy reliance to a layered approach. This strategy deploys the optimal resources to tackle specific safety concerns, with law enforcement contract services as a key element within the multi-layered approach. For FY2024, Metro has ramped up the presence of law enforcement staff on buses and trains. Metro recently negotiated a contract extension with each of our law enforcement partners and now has the right to direct the specific deployment or redeployment of existing resources to meet the agency's needs. To ensure the effective deployment of these resources, Metro's System Security & Law Enforcement (SSLE) department audits the dally deployment schedules and the Metro Transit Access Pass reports. RECOMMENDATION NO. 1.2 Metro's TSO force should be Increased from Its current figure of 213 to allow the agency to better enforce fare compliance and Code of Conduct (COC) and give the agency greater control and accountability with security. RESPONSE Agree. The recommendation has been Implemented. Metro has made significant strides In bolstering safety throughout our public transit system. Recognizing the pivotal role TSOs play In our multi-layered safety approach, Metro has taken proactive measures to enhance their presence. In March 2023, Metro's Board of Directors approved the addition of 47 more TSOs, and an additional 48 officers are slated to join In Fiscal Year (FY) 2024. With a 45 percent Increase InTSOs, Metro has expanded the force to a current number of 308 officers. These new officers will undergo comprehensive training and be equipped to ensure the well-being of our riders, employees, and the protection of our transit Infrastructure. RECOMMENDATION NO. 1.3 COC violations should be enforced, and frequent violators subject to fines or banishment from the Metro system. RESPONSE Agree. The recommendation has been Implemented. Metro's COC Is an Important tool to protect the health and safety of riders, protect transit equipment and facilities used to provide transit service to all of LA County and promote a desirable transit experience. Metro TSOs are responsible for ensuring COC compliance. To strengthen our efforts further, Metro's Board approved the addition of more TSO positions in March 2023 and for FY2024. TSOs actively patrol the system, enhancing COC compliance. Including fare compliance. Our commitment to enforcing the COC across the system remains unwavering as Metro strives to create a safe and respectful environment for all our riders. Metro's COC, which has been In effect since 2010, outlines the penalty schedule of administrative penalties, which Includes fines and other penalties such as ejections and exclusion from the system In the most serious of cases, programs like Transit School, community service assignments, fines, and. In severe cases, ejection and exclusion from the Metro system. More recently, effective July 2023, the COC was changed to be more equitable, customer friendly (clear and concise language), and applicable (Items were deleted from the code that are covered under the penal code, which Is the responsibility of Law Enforcement.) To ensure riders are aware of these changes, and furthermore, to emphasize the Importance of compliance with the Code, Metro will be engaging with the community on the recent changes. RECOMMENDATION NO, 1.4 Encourage greater coordination among the agencies Involved with Metro Rail, Including a standardized method of reporting crime statistics. RESPONSE Agree. The recommendation Is being Implemented. In July 2023, Metro began a new safety deployment strategy. Metro will regularly convene with partners to discuss issues, concerns, and successes. This collaborative approach allows us to Identify and address any problems promptly. Metro will adjust communication protocols as needed, discuss flexibility In deployment based on crime trends or areas of vulnerability, and continually validate our accountability process to ensure Its effectiveness. The enhanced systemwide deployment approach alms to enhance public safety through a streamlined strategy. The agency Is committed to continual Improvement, effective resource allocation, and proactive engagement while working collaboratlvely with ecosystem partners to create a safertransit experience for our riders. To further enhance coordination and reporting, Metro staff has developed a standardized template for crime statistics reporting. This template will be shared with the relevant contracted law enforcement agencies to ensure data is provided in a concise and consistent manner moving forward. RECOMMENDATION NO. 1,5 Establish clear benchmarks for determining the success of the Ambassador program. Monitor and collect data to better focus the program. Make It publicly available on the Metro.net website. RESPONSE Agree. The recommendation is being implemented. The main goal of the Metro Ambassador Pilot Program is to improve the overall customer experience for our riders. The Ambassadors are responsible for enhancing the customer experience through visibility and aiding riders with wayfinding and general assistance. In addition to providing information and support, they are the "eyes and ears" of the system, reporting maintenance, cleanliness, and safety issues that need to be addressed. Key performance indicators are being assessed as Metro works on developing an evaluation survey which will include feedback from our customers and other stakeholders. Once complete, the results will be shared with the Metro Board and the public. RECOMMENDATION NO, 1.6 Metro should create opportunities for Ambassadors to interact with the other security agencies to raise awareness and build trust. RESPONSE Agree. The recommendation is being implemented. Metro is dedicated to creating meaningful opportunities for our Ambassadors to interact with other security agencies, fostering awareness, and building trust within the public safety ecosystem. Metro Ambassadors play a crucial role in our multi-layered approach to enhancing public safety. They are actively engaged in the transit system, providing customer service, aiding riders, and acting as a visible presence to deter potential issues. As part of their duties, Metro Ambassadors already work closely with a team that includes Metro Transit Security, Contract Security, and Law Enforcement partners currently operating within the system. These collaborative efforts can help to improve teamwork and reinforce the shared commitment to ensuring a safe and secure transit environment for all passengers. RECOMMENDATION NO. 1.7 Analyze security data on a regular basis and obtain up-to-date numbers on non- transportation riders using the system. RESPONSE Agree. This recommendation is in process. Public safety analytics is a tool for improving public safety outcomes. By leveraging data and technology, staff can better understand the nature and scope of public safety challenges and develop more effective strategies and interventions to address them. SSLE's data analysts will collaborate with various departments within Metro to gather various data points, such as rider surveys. Transit Watch App reports, fare enforcement data, etc. SSLE partners with the Homeless Outreach Department to share current information on non-transportation riders, enabling strategic outreach service deployment. As part of the Board approved Public Safety Analytics policy in March 2023, Metro is currently working on a public safety dashboard to provide regular updates on statistics and trends utilizing data collected by Metro and crime data provided by law enforcement partners. The policy's purpose is to remove bias from public safety analytics by ensuring that the data being used is of high quality - that is accurate, complete, consistent, reliable, and up to date. Equally important is ensuring the data has context, which limits assumptions and biases that could adversely impact the quality of the data. In addition, Metro wiii be trained to recognize and avoid biases in the analysis. The policy wiii ensure to the pubiic that our analytics efforts are fair and equitable and that they promote public safety for all members of the community. The policy and dashboard emphasize transparency and accountability while affirming the agency's commitment to ensuring the collection and use of all data is conducted in a bias-free, non-discriminatory manner consistent with Metro's policies. RECOMMENDATION NO. 1.8 Encourage riders to use the Transit Watch App to report security, sanitation, and other problem and help riders to install the Transit Watch App. Deploy mobile training booths to show riders how to install and use the app. RESPONSE Agree. The recommendation has been implemented. Metro Ambassadors continue to encourage customers to download the Transit Watch App to report suspicious activity and safety issues. The Transit Watch App. was revamped as a public reporting tool in recent years. However, there has been a significant increase in reporting cleanliness issues since October 2022 to the present, upon the onset of the Metro Ambassador program. Metro Ambassadors are available to assist customers with downloading the Transit Watch App. RECOMMENDATION NO. 1.9 Keep fares at the current rate and improve access to discount or free fares offered to low-income riders, students, and seniors through programs such as LIFEand GoPass, including free transfers. RESPONSE Agree. The recommendation has been Implemented. Metro has some of the lowest fares In the country and Is committed to maintaining an equitable and affordable fare system for all riders In Los Angeles. In July 2023, Metro launched a new fare structure and fare capping to make paying transit fare more affordable and convenient for riders. And as noted In the report, Metro also offers several discount programs. Including GoPass, which offers free fares for students; Reduced Fares for seniors and customers with disabilities; and a low-Income discount program called LIFE. These programs and the recent changes to the fare structure are designed to provide affordable transit for all riders, especially customers who ride frequently. RECOMMENDATION NO. 1.10 (A) Install turnstiles or other physical Impediments that would discourage non- paying riders. (B) Station TSOs at high trafficked stations to re-enforce fare paying. RESPONSE (A) Agree. This recommendation Is In progress. Metro Is presently working to enhance the fare gates for access control Improvements, and Westlake/MacArthur Park station Is the first station to Implement. (B) Agree. The recommendation has been Implemented. Through the new deployment plan referenced previously, TSOs are positioned at high-trafficked locations to enforce the COC, Inclusive offare compliance, and provide high visibility. System Security and Law Enforcement Is working with Operations to pilot reinforced turnstiles at Westlake/MacArthur Park station to gauge success in limiting the ability of nonpaying riders to access the system that can be expanded to other stations. RECOMMENDATION NO. 1.11 (A) Instead of the lengthy COC, create an abridged "Metro Manners" that gives riders a quick guide to the most Important regulations. (B) Highlight Metro Manners In stations, train cars, and create an ad campaign for bus benches and across various social media platforms. RESPONSE (A) Agree. The recommendation has been Implemented. Effective July 2023, the COC was changed to be more equitable, customer friendly (clear and concise language), and applicable (Items were deleted from the code that Is fully covered under the penal code, which Is the responsibility of Law Enforcement.) The revised version was crafted with Input from Metro's safety partners and the Public Safety Advisory Committee that focused on critical areas that support or Interfere with the user experience and safety. 177 (B) Agree. This recommendation is in progress. To ensure riders are aware of these changes, and furthermore, to emphasize the importance ofcompliance with the Code, Metro will be engaging with the community on the recent changes. Metro has created a one-page riders guide to describe the key elements of the Customer COC to distribute across the system to our customers. RECOMMENDATION NO. 1.12 (A) More restrooms are needed for the Metro system. Metro should consider installing public bathrooms at its Customer Centers where staff is available to supervise their use. (B) The MTA should work with cities to share the costs of building and maintaining new restrooms, similar to the Long Beach model. RESPONSE £A) Agree. This recommendation requires further analysis. Metro understands the importance of having restrooms available for our riders. Safety and liability concerns are crucial factors to consider when providing public restrooms. While Metro can't open employee-accessible restrooms to customers, the agency is actively working on finding solutions by piloting various strategies. Metro is planning a pilot project to introduce restrooms at key stations starting in Fall 2023. This will allow us to assess the feasibility and impact of providing public restrooms while ensuring the safety and convenience of our passengers. (B) Agree. This recommendation requires further analysis. Metro will certainly explore this possibility. The agency is committed to finding practical and sustainable solutions that benefit our riders and the communities we serve. RECOMMENDATION NO. 1.13 Maintenance and cleaning resources should be increased on the Red (B) Line, commensurate with its level of ridership - cleaning schedules should reflect the number of boardings, not just the time of day. RESPONSE Agree. The recommendation has been implemented. Additional resources have been deployed for Rail Vehicle Cleaning. The Red Line currently dispatches teams of five service attendant crews from the division every day to perform End-of-Cieaning activities, which includes trash pick-up and minor spills due to car schedule constraints. Rail Custodial Services have also increased their budgeted positions from 213 to 234, an increase of 21 PTE's. The increase in staffing supports the Rail Custodial Services Cleanliness Plan. The Cleanliness Plan includes realignment of cleaning personnel, dedicated staffing at hot spot stations, increased pressure washing/floor care at hot spot stations, detailed cleaning programs, and odor neutralization. RECOMMENDATION NO. 1.14 (A) Hire more custodians and have their workioad be concentrated to smaiier areas for more thorough cieaning. (B) Encourage riders to report custodiai and maintenance incidents through the website metro.net or the Transit Watch App, or by reporting incidents to an Ambassador. RESPONSE (A) Agree. The recommendation has been impiemented. Raii Custodial Services have increased their budgeted positions from 213 to 234, which is an increase of 21 PTE's. The increase in staffing supports the Rail Custodial Services Cleanliness Plan. The Cleanliness Plan includes realignment of cleaning personnel, dedicated staffing at hot spot stations, increased pressure washing/floor care at hot spot stations, detailed cieaning programs, and odor neutralization. (B) Agree. The recommendation has been impiemented. Metro does encourage customers to report cleanliness issues. Metro Ambassadors also regularly report cleanliness issues. RECOMMENDATION NO. 1.15 Metro should schedule several daily brief cieaning sessions at tail track stops, especially for the heavily used B (Red) Line and A (Blue) Line. RESPONSE Partially agree. This recommendation has been implemented. Metro understands the importance of maintaining a dean and pleasant environment for ail our passengers, especially on heavily used lines. Ail raii cars are thoroughly cleaned every day at the divisions before they are put into service. Our dedicated cieaning crews receive daily briefings and coordinate with the Raii Operations Center and Security through Rail Fleet Services Supervision to ensure efficient cleaning procedures. Additionally, Metro performs End-of-Line cieaning for ail of Metro's raii lines, including A, B/D, C, E, and L. However, due to time constraints within the car schedule, the cieaning consists of trash pick-up and light spill cieaning. Rail cars requiring major cieaning are promptly taken out of service to be thoroughly addressed. In such cases, they are replaced with spare trains to minimize any disruptions to our riders. These out-of-service trains are then cleaned at tail tracks if available on the lines or returned to the divisions for cleaning. RECOMMENDATION NO. 1,16 Expand the ''Cleaned By" program to ail the rail lines which would foster greater accountability and transparency by the maintenance crews. RESPONSE Disagree. This recommendation wili not be impiemented. The piiot performed on the C-Line did not result in the desired outcomes and was discontinued. However, Rail Fleet Services has a comprehensive cleaning program and logging system, such as end of the line cleaning during 1st and 2nd shifts to address trash, spills, and spot deans. Mid-shift crews also perform daily interior cleans (e.g., trash removal, sweeping, spills, mopping, and cleaning high-touch surfaces) on pull-in cars, with the other shifts following up behind to complete the work. In addition, deep cleaning take the daily deans a step further by doing a complete scrub of the interior and exterior of the trains. Ail cleaning crews are supervised on a daily basis by Rail Fleet Services Supervision and spot checked for end of the line cleaning, daily cleaning, and deep cleaning. Work activities of cleaning crews are also rated by the Rail Fleet Services supervisors using established cleaning criteria to ensure the cleaning is performed properly. This includes monthly audits that are conducted using a comprehensive scoring of the rail vehicles, which are then shared with leadership so adjustments to cleaning protocols can be made if necessary. Documentation for this process is kept at the divisions, which depicts the last time interiors, end cabs, and exteriors were cleaned and by whom. RECOMMENDATION NO. 1.17 Metro should promote and encourage vendor presence in stations, including help with the lengthy permit process. RESPONSE Agree. The recommendation is being impiemented. The presence of vendors in and around Metro transit stations can provide amenities to patrons and activate stations and plazas in a manner that improves safety and overall customer experience. Over the years, there have been numerous instances in which Metro has permitted entrepreneurs to vend on Metro property. Vending is not permitted on Metro platforms, trains, or buses. In December 2022, the Metro Board of Directors approved a new Economic Development Program, which includes a Station Activation component to promote commercial activity and support small businesses on Metro property and station plazas. Several piiot programs are being developed through the Station Activation program, including a restructuring and relaunch of a vendor market at the Westiake/MacArthur Park Station, a small-scale retail piiot program to occupy commercial space at the Willowbrook/Rosa Parks Station, as well as efforts to support farmer's markets, coffee carts and other forms ofvending at key locations in the Metro system. Metro is in the early stages of coordination on various aspects of these piiot initiatives, including facilities and maintenance considerations such as trash management. As part of the Station Activation program, Metro will also be exploring opportunities to streamline the permitting process to remove barriers to entry for small businesses and entrepreneurs. RECOMMENDATION NO. 1.18 Respect the Ride should be adapted, expanded, and impiemented as a piiot program on the entire line. RESPONSE Partially agree. The recommendation has been impiemented. The Respect the Ride pilot program was launched in April 2022 at the 7th and Metro Station and was expanded across seven stations along the B/D (Red/Purple) Line - the line with the greatest need. Those stations include Pershing Square, Union Station, North Hollywood, Universal City, Westiake/MacArthur Park, Hollywood/Highland, and Wiishire/Vermont. The pilot program concluded in eariy 2023 and has evolved into a new multi-layered deployment that launched in July 2023. The lessons learned, successes, and data of the Respect the Ride pilot were applied to the new deployment. RECOMMENDATION NO. 1.19 Institute a nightiy "lock-down"' procedure for either custodial staff and/orTSOs to secure elevators and escalators along all lines. RESPONSE Partially agree. This recommendation has been implemented where feasible. System Security & Law Enforcement and Operations work together to close the stations every night at approximately 12:30 a.m. Signage of station closures is posted, and gates are closed to inform individuals that they are not to enter the premises during closing hours. TSOs waik through the entire station, inclusive of the ancillary areas, to ensure all patrons have exited the station. Upon clearing out the stations, maintenance staff clean the stations, platforms, and elevators to ensure they are ready for service the following day. All light rail (open air) stations cannot be physically closed. The escalators remain running, and the elevators do not have the ability to be easily turned on and off. Additionally, the open-air stations do not have any physical barriers to keep anyone from using stairs to access the platform/mezzanine. However, there are signs to the effect that you may be subject to an arrest or removal from the premises during non-revenue service. Allopen-air stations are continuously patrolled by law enforcement and/or contract security. RECOMMENDATION NO. 1.20 The Make Metro Clean Program should be expanded to include the rail system. RESPONSE Partially agree. This recommendation has been implemented. Make Metro Clean Program has been an impactful program to supplement our overall cleaning program. To address the cleanliness concerns on the raii system, Metro has taken significant steps to enhance our cieaning efforts. In FY2024, Metro aiiocated a 13 percent budget increase, amounting to $23,645,165, which has ailowed us to add 24 new custodian positions at existing rail stations. Metro is in the process offiiiing these positions to bolster our cleaning efforts. Additionally, the agency added 46 new Service Attendant positions as part of the FY2023 budget, which is evenly split between bus and raii. These Service Attendants play a crucial role in maintaining cleanliness and ensuring a pleasant experience for our riders. The agency made 181 significant progress in upgrading seating comfort by repiacing cioth seats with vinyi seats on buses and trains. RECOMMENDATION NO. 1.21 The Westlake/MacArthur Park station initiatives shouid be implemented at other stations. RESPONSE Agree. The recommendation wiii be implemented. The improvements at Westlake/MacArthur Park station demonstrate our commitment to actively listening to our customers and implementing meaningful changes to enhance their experience within our transit system. Metro remains dedicated to continuously improving our services and addressing the evolving needs of our valued customers. Metro will continue to build on the momentum of the Westlake/MacArthur Park station interventions by developing longer-term recommendations for this station and identifying elements that could be implemented at other key stations experiencing significant ridership with safety and customer experience challenges. While much of the illicit and anti-social activity occurring within the Metro system is reflective of larger societal challenges, Metro recognizes it must take proactive interventions to provide conditions at stations that meet customer expectations of a safe and reliable Metro transit system. Metro is currently developing recommendations for expanding effective improvement elements to enhance customer experience and safety at other stations. The next stations Metro proposes to develop and implement intervention plans for are Metro's busiest station at 7th Street/Metro Center, serving Metro's B/D subway lines and A/E light rail lines, and Pershing Square station, served by the B/D subway lines. This expansion is with the understanding that there is not a one- size-fits-ali solution for the entire system, as each station is uniquely designed and they vary in size, with potentially different challenges to address the needs of the communities they serve. Metro is aiming to roll out these efforts in FY2024 once a plan has been developed and funding has been allocated. Metro will be considering a range of criteria for future station deployments that includes ridership, public safety data, cieaniiness/functionality data, homeless outreach data, frontline employee feedback, and customer/stakeholder input. I ^IQOlGCSBSKBSSd# County of Los Angisl.es RobertG.Luna,Sheriff August7, 2023 The Honorable BoardofSupervisors CountyofLosAngeles 383Kenneth Hahn HallofAdministration 500WestTempleStreet Los Angeles, Callfomia 90012 DearSupervisors: RESPONSETOTHEFINAL REPORTSOFTHE2022-2023 LOSANGELESCOUNTYCIVILGRANDJURY Attached istheLosAngelesCountySheriffsDepartment(Department)responsetothe 2022-2023 CivilC^ndJury Report(CGJ) recommendations. TheCGJ'sareasof interestspecifictotheDepartmentincluded: " AllAboard: IsMetroRailonTrack (Attachment C) (cid:127) HaveweM.E.T.? Mental Heaf9iEvaluationTeamandHowTheyWork (AttachmentD) • SheriffsOperations: AnErosion ofTrust. ExaminingTransparency. AccountabilityandCommunityPolicingwithintheLosAngelesCounty SheriffsDepartment(AttachrnentE) • TheInmateReceptionCenter: AnOutdated ProcessImperilsStaff, andthe Justice System(AttachmentF) Shouldyouhavequestions regardingourresponse, pleasecontactDivision Director Conrad Meredith. AdministrativeServicesDivision,at (213)229-3310. Sincerely, R. ^ ROBERTG. LUNA SHERIFF S11WestTe3<pleStreet,LosAnokles,Caufornia00012 i/ttm WP 66 RESPONSE TO THE CIVIL GRAND JURY FINAL REPORT COUNTY OF LOS ANGELES SHERIFF'S DEPARTMENT 2022-2023 CIVIL GRAND JURY RECOMMENDATIONS FOR ALL ABOARD: IS METRO RAIL ON TRACK RECOMMENDATION NO. 1.1 1.1. Require contracted law enforcement agencies (LARD, LASD, LBPD) to assign more officers to ride the trains. RESPONSE Agree. The recommendation has been implemented. The LASD'sTransit Services Bureau (TSB) has directed law enforcement personnel to ride the trains more frequently. This has been established through increasing the volume of train rides by deputy personnel to conduct daily duties. RECOMMENDATION NO. 1,4 Encourage greater coordination among the agencies involved with Metro Rail, including a standardized method of reporting crime statistics. RESPONSE Agree. The recommendation has been implemented. Metro has developed an analytical group that will be responsible for receiving their contract agencies' crime statistics. They created a standard form for reporting crime statistics for their contract law enforcement agencies. The standard method of reporting crime statistics was implemented on July 20, 2023. RECOMMENDATION NO. 1.6 Metro should create opportunities for Ambassadors to interact with the other security agencies to raise awareness and build trust. RESPONSE Disagree. This recommendation will not be implemented as jurisdiction falls outside of the LASD. The Ambassadors program lies within the jurisdiction of Metro. RECOMMENDATION NO. 1.7 Analyze security data on a regular basis and obtain up-to-date numbers on non- transportation riders using the system. RESPONSE Disagree. This recommendation will not be implemented as jurisdiction falls outside of the LASD. Metro is the employer of Metro security and responsible for analyzing their data on a regular basis. LOS ANGELES POLICE DEPARTMENT p.0. Box30158 MICHELR.MOORE LosAngeles, Calif.90030 ChiefofPolice Telephone: (213)486-0150 TDD:(877)275-5273 Ref#.: 8.1 KAREN BASS Mayor RECEIVED August 8, 2023 AUG 2 9 2023 Presiding Judge, Superior Court ofCalifornia, County ofLos Angeles UOSANGELES COUNTY Clara Shortridge Foltz CriminalJustice Center CRtMINAL GRAND JURY 210 W. Temple Street, Thirteenth Floor, Room 13-303 Los Angeles, California90012 Your Honor: TheLosAngelesPoliceDepartment(LAPD)isprovidinga writtenresponse,asrequiredper Califomia PenalCodeSections933(c)and933.05,tothe PresidingJudge, SuperiorCourtof Califomia,CountyofLosAngeles, relativetoa2022to2023MetroRailCommittee, LosAngeles CountyCivilGrandJury,that investigatedthe problemscurrentlyafflicting MetroRailand its planstosolvethemina report,titled''AllAboard!IsMetroRailon Track? Safety, Sanitation,and RiderExperienceinLA County whichhadbeenpostedasofJuly 1,2023,on itswebsite: http://grandjury.co.la.ca.us/pdf/2022-23%20Los%20Angeles%20County%20Civil%20Grand%20Jury%20Final%20Report.pdf Note:Therequiredresponses fromtheLAPDdelineatedonPage36ofthisreportindicated thattheLAPD hadbeenrequiredtorespondtotheRecommendations 2:1,2:4,2:6,and2:7 that were referencedto be within the aforementioned pages; however, there were no Recommendations that reflected these numbers throughout the report. There were Recommendations 1:1,1:4,1:6, and 1:7 that were listed on . OnJuly28,2023,LieutenantDavidKoeh,TransitServicesBureau,LAPD,telephonically contacted Ms. Natalie Rascon, Court Services Assistant, 222 S. Hill St, Los Angeles, (213)213 893-0411. LieutenantKoehexplained to Ms. Rasconthat the LAPD's Office ofthe ChiefofPolice received a request for a response to this Civil Grand Jury report. LieutenantKoehrequestedMs. Rasconto reviewthis report's discrepancies between the Recommendations on , which required the LAPD's responses, compared to the incorrect Recommendations on . Ms. Rascon concurredthat the Recommendations required for the LAPD's responses on Page36 werenot locatedwithinthisreport. Ms.Rasconopinedthatthere wasanerror relative to the Recommendations listed sections required for the LAPD to answer, compared to the actual Recommendations referenced on . ANEQUAL EMPLOYMENTOPPORTUNITYEMPLOYER www.LAPDonHne.org www.joinLAPD.com Presiding Judge, Superior Court ofCalifornia, County ofLos Angeles 8.1 Ms.Rascon advised Lieutenant Koehthat thiscivil grandjury hadconcluded its required dutyto investigateandcompletethisreport,andtherefore,theformermembersofthis civil grandjury cannotbecontactedbythe LAPDforclarification. Ms.Rascon statedthat this is the onlypublished report relativetothis civilgrandjury investigation. Therefore, the LAPDhasprovideditsresponsestotheRecommendations 1:1, 1:4,1:6,and 1:7within the enclosureofthisreport,ingoodfaith,realizingthattherewasthepossibilitythatthecivil grandjury had inadvertentlymisnumberedthe Recommendationsforthe LAPDtoanswer on . Shouldyouhaveanyquestionsconcerningthismatter,pleasecontact LieutenantDavidKoeh, Transit Services Bureau, at (213) 922-3614. Respectfully, MICHEL R. MOORE ChiefofPolice lALD R.GRAl^^, Jr.,Deputy Chief Commanding Office Transit Services Bureau Enclosure FACT SHEET Los Angeles Police DepartmentResponse to Recommendations from the Civil Grand Jury Report, titled AllAboard! Is Metro Railon Track? Safety, Sanitation, and RiderExperience in LA County August 10,2023 The LosAngeles Police Department (LAPD) has provided its four required responses to Recommendations 1:1, 1:4, 1:6,and 1:7to this civil grandjury's report, as required per CaliforniaPenal Code Sections 933 (c) and 933.05. I. Recommendation 1:1. Requirecontractedlawenforcementagencies(LAPD,LASD, LBPD) to assign more officerto ride the trains. Response: The LAPD has contracted with the Los Angeles County Metropolitan Transportation Authority (LACMTA), which has required the LAPD to provide its primaryresponsibility ofpublic safetywith the LACMTA;however, this is determined by thecontract. Anyincreasesoffundingto hiremoreoff-duty,overtimeLAPDofficersare decided bythe LACMTAasthe leadentityto concur withthis incontract negotiations. Thecurrentdailydeploymentofofficersconsistsof193swornofficersand supervisors, ofwhichonesupervisorand 10officersareassigned tothebuslines,whiletheremainder aredeployedto thetrains;therefore,94%ofthesedailyofficersandsupervisorsare assignedto thetrains. Aswornwatchcommandersupervisorforashiftand officer assignedto thekitroomforequipmentaredesignatedtosupporttraindeployment. II. Recommendation 1:4. Encouragegreatercoordinationamongtheagenciesinvolvedwith MetroRail, includingastandardizedmethodofreportingcrime statistics. Response: The LAPDcurrentlyengagesinweeklymeetingswithexecutivemanager stafffromtheLACMTA, LosAngelesCountySheriffs Department(LASD),andLong BeachPoliceDepartment(LBPD)todiscussmethodsrelativeto improvehigh-level policies,inter-agency cooperation,andstrategicplanningrelativetoviolentandproperty crimes. Avirtualoperations meetingisconducted everyTuesday involvingoperational and investigativestafffromthe variousagencies,the LACMTAAmbassadors,Homeless OutreachandProactiveEngagement, contractsecurity,andLACMTAsecuritytoshare information anddevelopweeklystrategies basedoncrimestatisticsandtrendstoreview personnel deployment, and refine crime strategies. TheLACMTArecognizedthedeficiencies relativeto independentcrimedatacollection from the LAPD, LASD, and LBPD. The LACMTA is in the process ofdeveloping a standardizeddata reportingprotocol. Allthreeagenciesare intheprocessofconverting their information gathering into this system. III.Recommendation 1.6.MetroshouldcreateopportunitiesforAmbassadorsto interact with the othersecurityagencies to raise awareness and build trust. of2 FACT SHEET Los Angeles Police Department Response to Recommendations from the Civil Grand Jury Report, titledAllAboard! Is Metro Rail on Track? Safety,Sanitation, and RiderExperience in LACounty August 10,2023 Response: The LAPD concurs with this recommendation. The LAPD's contacts with Ambassadors during dailydeployments are incidental and not planned. The LAPD participates intraining newambassadors with a one-hour block ofinstruction to discuss roles and expectations with them. Interactions with LACMTA Ambassadors occur duringTuesday strategy meetings. The LAPDisamenable to participate inincreased in-servicetraining exercises withthe Ambassadorsfornewemployees,alongwithinvitingAmbassadorsas guestsduringdaily roll calls with sworn LAPD officers to build a continuous constructive rapport and trust between the officers and Ambassadors. IV.Recommendation 1.7.Analyze security data on a regular basis and obtain up-to-date numbers on non-transportation riders using the system. Response: The LAPDcurrentlymanagesthiswithinitsowncrimecontrol systemand distributes this information with the LACMTA; however, the LAPD does not receive the compileddatafromtheLASD,LBPD,and MTSviaa sharedapplication. Theagencies share crime statistics at the aforementioned Tuesday strategy meetings; however, a comprehensive document would bemuch moreconstructive to benefit information- sharing with all ofthe entities involved in this symbiotic endeavorto protect and serve the public who ride the LACMTA trains. of2 CITY OF OfficeoftheChiefofPolice LONG BE 400WestBroadwayLongBeach,CA90802 (562)570-7301 RefS.O August 1,2023 Presiding Judge SuperiorCourt of California, County of Los Angeles Clara Shortridge Foltz Criminal Justice Center 210 W. Temple Street, Thirteenth Floor, Room 13-303 Los Angeles, CA 90012 Dear Presiding Judge, Thank you for notifying us of the Los Angeles County Civil Grand Jury findings in the report titled, "All Aboard: Is Metro RailOn Track?" This letterserves as a response to the