Video-Conferencing Technology

F1 Page 94

Operations, including work flow

F2

Management COST A critical component of an MOU is a formal plan outlining a pooled budget. This process, after trust has been established, should be one of the first responsibilities of an Oversight Committee. The degree to which the involved parties are both frank and realistic at the onset of negotiations may determine the eventual success or failure of the project. An assumption may be made that all the participants will have a buy-in, that demand, or a list of demands, that if unmet, will be enough for the involved party to decline to participate. A genuine effort to accommodate each participant’s basic requirements is important. However, it is equally important for each participant to rank its needs. It may not be necessary for all essential items to be attained immediately. Additional components of cost savings are in the areas of transportation, document e-filing, and personnel deployment. Different agencies will realize different savings. Ideally, those who stand to realize the greatest savings will contribute the most, thus sharing their savings to stretch the budgets of the other participants. Another significant cost was the technology which has several components:

F3

Recurring cost What would be a deal breaker? The participants responded that reduced budgets could affect their support of this effort. OPERATIONS The MOU would clearly define the daily operational responsibilities. An example would be the timely filing of discovery documents to the PD, preferably via electronic-delivery. This topic came up several times during the CGJ’s investigation. In essence, the PD would like to have 90% of their daily case-load delivered by a prescribed time to allow adequate time to schedule, interview and 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT 75 appear. This would facilitate better organization of its resources and allow for better representation of its clients. Additionally, it would save time and money. The operational process would include a detailed workflow statement. This statement would show the details when each person involved in the video- conferencing technology hub system would interface as well as the responsibilities of that person in the process. Each participant would have an opportunity to develop processes within the operational section of the MOU that should lead to better efficiency, result in cost savings and set forth the responsibilities, and timelines Another major focus should be directed to the discussion and completion of a five year Strategic Plan for the implementation of a countywide video-conferencing technology hub system. TECHNOLOGY In this section of the MOU, the foundation is set with respect to hardware and software needed. This includes security of information, cameras, video monitors, middleware, compatibility, and required installation. There will be different levels of requirements among the various uses of video- conferencing technology such as need for a life-like experience, versus what is required for interviews, visitations, and conferencing. Consideration also needs to be given to security of information, as well as to privacy of the conversations between the PD and Alternate Public Defender offices and their clients. This would involve a middleware system and encryption. Any system must be compatible with what is already installed within the county and open to further expansion within the county. Allowances must be built into the cost for installations made in older buildings that may have asbestos. Discussions need to be centered on Broadband, Wi-Fi, or the other available technologies based on convenience, cost, and reliability. MANAGEMENT Emphasis should be given to the designation of key personnel from each agency to comprise an Oversight Committee, whose main function would be to proactively resolve any issues or disputes. Consideration is given to the inclusion of three to five members who come from the community to add diversity and balance. It is paramount the appointed leaders have the ability to act on behalf of their agencies. This creates timely resolution of issues and builds trust. The focus of this Oversight Committee is to ensure necessary MOU compliance. Issues or 76 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT disputes are heard and resolved in a timely manner to assure success beyond the pilot stage and for full countywide implementation. This Oversight Committee shall meet monthly, issue an agenda, have public meetings, promote public participation, and issue minutes to assure transparency. Section III TECHNOLOGY FOR VIDEO CONFERENCING Informational Security A key concern for all types of video-conferencing technology was the security of the information being transmitted, the audio being captured and the record of all proceedings. There was also the security of the discussion between the defendant and their legal counsel. It appears there were a number of security measures that need to be taken to ensure the system processes were proper. Technical There were a number of providers for video equipment. The displays can be plasma, LCD or projector images. The key decisions on the service used are experience, reliability, stability and service. The transmission varies by type and distance. The alternatives include:

F4 Page 96

Coaxial cable can handle up to 750 feet

F5 Page 96

RF cable – cable type depends on distance

F6 Page 96

Fiber Optic Cable – in a single or Multi –Node

F7 Page 96

UTP – Category 3,4,5 or 6

F8 Page 96

ISDN – Dial out to public

F9

IP– LAN/WAN The implementation being completed by ISD was a Polycom System that was expandable and upgradeable. Two other major suppliers of video-conferencing technology equipment were Nefsis and Vulgate. Cost An expert in the field of video-conferencing technology estimated the cost of installation for video-conferencing technology would be between $30 and $40 thousand for each facility. In Los Angeles County there would be fifteen to twenty installations to achieve a video-conferencing technology hub system. This would mean a cost of between $500 thousand and $1 million. This does not include an estimated cost of $1-1.5million for the middleware which was required to control the access and privacy of the information between the parties. The cost estimate was a maximum $2.5 million for the entire Los Angeles County 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT 77 system’s technical expense. This expert estimated the cost savings indicated a twelve to eighteen month short-term payback. Section IV LAPD METROPOLITAN DETENTION CENTER FINDINGS During its investigation into the implementation of video conferencing technology in various detention facilities in Los Angeles County, members of the CGJ visited the LAPD MDC at 100 N. Los Angeles Street in Los Angeles. It will supplant the older Metropolitan Judicial Center, which opened in 1955 and has been known since summer 1966 as Parker Center. The construction budget for the LAPD MDC was originally $70 million. In 2009, the estimated cost incurred was $85 million. This amount is increasing as design flaws are discovered and necessary corrections are made. The CGJ team noted a number of such basic flaws while touring the building, but the focus here is video-conferencing technology. Video arraignment and video visitation are the only aspects of video- conferencing technology currently being addressed in the LAPD MDC. A room located on the first floor adjacent to the booking area is expected to provide space for video arraignments. The room, approximately 20’ by 20’, had been wired for video, but at the time of the CGJ’s inspection, no equipment had been installed. The otherwise empty room had three rows of benches attached to the floor. The benches were outfitted with restraints. The security cameras failed to properly cover this room. Adjacent to this room were four smaller interview rooms that are better suited for video arraignments as they are more secure and allow for privacy between the defendants and their attorneys. The CGJ noted that the single large room does not allow for the segregation of defendants. Such segregation, by gang affiliation, sexual orientation, and race, was widely accepted by law enforcement agencies to be essential in maintaining the safety of both defendants and security personnel. The CGJ learned that for such safety to be provided, that the area would likely require modification and staffing would have to be increased by five to seven additional employees. The present design of the area offers no provision for client/attorney confidentiality and gives no consideration to the critical function of interpreters. It was expected that when/if this room is utilized, it will be used only for Felony Narcotics Arraignments, resulting in a projected 40 to 60 arraignments per day. The CGJ was satisfied with the video visitation installation at the LAPD MDC which had a room in the main lobby that contained sixteen video display terminals linked to sixteen inmate video visitation rooms within this detention 78 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT facility. This arrangement allowed for greater safety of those visiting and reduces the movement of the defendant within this facility.

F10 Page 94

Operations, including work flow

F11

Management COST A critical component of an MOU is a formal plan outlining a pooled budget. This process, after trust has been established, should be one of the first responsibilities of an Oversight Committee. The degree to which the involved parties are both frank and realistic at the onset of negotiations may determine the eventual success or failure of the project. An assumption may be made that all the participants will have a buy-in, that demand, or a list of demands, that if unmet, will be enough for the involved party to decline to participate. A genuine effort to accommodate each participant’s basic requirements is important. However, it is equally important for each participant to rank its needs. It may not be necessary for all essential items to be attained immediately. Additional components of cost savings are in the areas of transportation, document e-filing, and personnel deployment. Different agencies will realize different savings. Ideally, those who stand to realize the greatest savings will contribute the most, thus sharing their savings to stretch the budgets of the other participants. Another significant cost was the technology which has several components:

F12

Recurring cost What would be a deal breaker? The participants responded that reduced budgets could affect their support of this effort. OPERATIONS The MOU would clearly define the daily operational responsibilities. An example would be the timely filing of discovery documents to the PD, preferably via electronic-delivery. This topic came up several times during the CGJ’s investigation. In essence, the PD would like to have 90% of their daily case-load delivered by a prescribed time to allow adequate time to schedule, interview and 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT 75 appear. This would facilitate better organization of its resources and allow for better representation of its clients. Additionally, it would save time and money. The operational process would include a detailed workflow statement. This statement would show the details when each person involved in the video- conferencing technology hub system would interface as well as the responsibilities of that person in the process. Each participant would have an opportunity to develop processes within the operational section of the MOU that should lead to better efficiency, result in cost savings and set forth the responsibilities, and timelines Another major focus should be directed to the discussion and completion of a five year Strategic Plan for the implementation of a countywide video-conferencing technology hub system. TECHNOLOGY In this section of the MOU, the foundation is set with respect to hardware and software needed. This includes security of information, cameras, video monitors, middleware, compatibility, and required installation. There will be different levels of requirements among the various uses of video- conferencing technology such as need for a life-like experience, versus what is required for interviews, visitations, and conferencing. Consideration also needs to be given to security of information, as well as to privacy of the conversations between the PD and Alternate Public Defender offices and their clients. This would involve a middleware system and encryption. Any system must be compatible with what is already installed within the county and open to further expansion within the county. Allowances must be built into the cost for installations made in older buildings that may have asbestos. Discussions need to be centered on Broadband, Wi-Fi, or the other available technologies based on convenience, cost, and reliability. MANAGEMENT Emphasis should be given to the designation of key personnel from each agency to comprise an Oversight Committee, whose main function would be to proactively resolve any issues or disputes. Consideration is given to the inclusion of three to five members who come from the community to add diversity and balance. It is paramount the appointed leaders have the ability to act on behalf of their agencies. This creates timely resolution of issues and builds trust. The focus of this Oversight Committee is to ensure necessary MOU compliance. Issues or 76 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT disputes are heard and resolved in a timely manner to assure success beyond the pilot stage and for full countywide implementation. This Oversight Committee shall meet monthly, issue an agenda, have public meetings, promote public participation, and issue minutes to assure transparency. Section III TECHNOLOGY FOR VIDEO CONFERENCING Informational Security A key concern for all types of video-conferencing technology was the security of the information being transmitted, the audio being captured and the record of all proceedings. There was also the security of the discussion between the defendant and their legal counsel. It appears there were a number of security measures that need to be taken to ensure the system processes were proper. Technical There were a number of providers for video equipment. The displays can be plasma, LCD or projector images. The key decisions on the service used are experience, reliability, stability and service. The transmission varies by type and distance. The alternatives include:

F13 Page 96

Coaxial cable can handle up to 750 feet

F14 Page 96

RF cable – cable type depends on distance

F15 Page 96

Fiber Optic Cable – in a single or Multi –Node

F16 Page 96

UTP – Category 3,4,5 or 6

F17 Page 96

ISDN – Dial out to public

F18

IP– LAN/WAN The implementation being completed by ISD was a Polycom System that was expandable and upgradeable. Two other major suppliers of video-conferencing technology equipment were Nefsis and Vulgate. Cost An expert in the field of video-conferencing technology estimated the cost of installation for video-conferencing technology would be between $30 and $40 thousand for each facility. In Los Angeles County there would be fifteen to twenty installations to achieve a video-conferencing technology hub system. This would mean a cost of between $500 thousand and $1 million. This does not include an estimated cost of $1-1.5million for the middleware which was required to control the access and privacy of the information between the parties. The cost estimate was a maximum $2.5 million for the entire Los Angeles County 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT 77 system’s technical expense. This expert estimated the cost savings indicated a twelve to eighteen month short-term payback. Section IV LAPD METROPOLITAN DETENTION CENTER FINDINGS During its investigation into the implementation of video conferencing technology in various detention facilities in Los Angeles County, members of the CGJ visited the LAPD MDC at 100 N. Los Angeles Street in Los Angeles. It will supplant the older Metropolitan Judicial Center, which opened in 1955 and has been known since summer 1966 as Parker Center. The construction budget for the LAPD MDC was originally $70 million. In 2009, the estimated cost incurred was $85 million. This amount is increasing as design flaws are discovered and necessary corrections are made. The CGJ team noted a number of such basic flaws while touring the building, but the focus here is video-conferencing technology. Video arraignment and video visitation are the only aspects of video- conferencing technology currently being addressed in the LAPD MDC. A room located on the first floor adjacent to the booking area is expected to provide space for video arraignments. The room, approximately 20’ by 20’, had been wired for video, but at the time of the CGJ’s inspection, no equipment had been installed. The otherwise empty room had three rows of benches attached to the floor. The benches were outfitted with restraints. The security cameras failed to properly cover this room. Adjacent to this room were four smaller interview rooms that are better suited for video arraignments as they are more secure and allow for privacy between the defendants and their attorneys. The CGJ noted that the single large room does not allow for the segregation of defendants. Such segregation, by gang affiliation, sexual orientation, and race, was widely accepted by law enforcement agencies to be essential in maintaining the safety of both defendants and security personnel. The CGJ learned that for such safety to be provided, that the area would likely require modification and staffing would have to be increased by five to seven additional employees. The present design of the area offers no provision for client/attorney confidentiality and gives no consideration to the critical function of interpreters. It was expected that when/if this room is utilized, it will be used only for Felony Narcotics Arraignments, resulting in a projected 40 to 60 arraignments per day. The CGJ was satisfied with the video visitation installation at the LAPD MDC which had a room in the main lobby that contained sixteen video display terminals linked to sixteen inmate video visitation rooms within this detention 78 2009-2010 LOS ANGELES COUNTY CIVIL GRAND JURY FINAL REPORT facility. This arrangement allowed for greater safety of those visiting and reduces the movement of the defendant within this facility.

Findings 18 findings

Recommendations 5