EXECUTIVE OFFICEONE YEAR REPORTSubmitted April 2017to the County of Los AngelesBoard of Supervisors

Lori GlasgowExecutive Officer

This is to provide your Board with a one-year progress report since my appointment as your Executive Officer in March 2016. It has been my pleasure to serve your Board and the public.

ORGANIZATIONAL STRUCTURE

As part of ongoing efforts to better align the organization with the needs of the Board, we determined the need for a Chief Deputy to oversee the day to day operations of this office. Celia Zavala was appointed to manage the Assistant Executive Officers over the areas of General Operations and Commissions, Technology and Planning, and Administrative Support Services. Given the increasing responsibilities and complexities assigned to this office, it is essential that key personnel are in place to assist in the management and oversight of set priorities. To that end, Jeramy Gray was appointed as Assistant Executive Officer of Technology and Planning. Our recruitment efforts continue as we also work to select an Assistant Executive Officer over General Operations and Commissions. In the interim, we appointed Lorayne Lingat as acting Assistant Executive Officer to ensure continuity of services for your offices. We will continue to focus on solidifying a strong core team that is poised to face the many challenges of our County’s ever-changing environment.

Additionally, we examined the legacy governance structure of the Executive Office which consisted of three levels of reporting. To streamline communication channels and increase efficacy of the management team, we simplified the governance structure to two levels. The new model facilitates ongoing communication and collaboration throughout all levels of the organization and fosters training across management and executive teams.

Celia Zavala Jeramy Gray Lorayne Lingat

1 | EXECUTIVE OFFICE ONE YEAR REPORT Organizational Structure

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EXECUTIVE OFFICE ONE YEAR REPORT Organizational Structure | 2

This supports our commitment to the development of a robust succession plan and workforce development for the Executive Offi ce.

Within this past year, the Executive Offi ce has assumed additional responsibilities, including the Civilian Oversight Commission and the Offi ce of Child Protection. We have worked closely with each Executive Director to establish their respective offi ces, including staffi ng, space planning, technology needs, budgeting, and assisting with support of public commission meetings.

As a result of the Chief Executive Offi ce’s organizational redesign, the County’s Photography and Graphics divisions and the Quality and Productivity Commission were reassigned to the Executive Offi ce. We met with each of your Offi ces to discuss the opportunities to leverage technology to streamline the workfl ow of the Photography and Graphics divisions. We synthesized information garnered from these meetings to develop requirements for automated systems to augment and support both functions. Additionally, we recognized the need for a Chief Photographer to oversee the administrative, creative and technical areas of the division. Consequently, Bryan Chan was appointed to this position, and in conjunction with our Technology and Planning group, will assist in the efforts to spearhead the automation project.

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3 | EXECUTIVE OFFICE ONE YEAR REPORT Organizational Structure

STRATEGIC PL ANNING

The Executive Office continues to strive for effective and efficient government administration through technology-driven process improvements. We remain committed to the reliability of our operational systems, and make every effort to continue evolving processes and applications to improve service delivery and lower operational costs. 2016 saw the completion of Strategic Plan III, as well as the planning and development of Strategic Plan IV, which defines the mission, goals, and measures of success through support of the Board of Supervisors.

This progress report focuses on the overall organizational components (objectives, actions and tasks) of the Plan. Specifically, the Executive Office is currently targeting efforts to automate manual processes and provide additional upgrades and features to existing business processes over the next twelve months.

Our Strategic Plan IV for 2017-2020 provides a vision to achieve future goals by leveraging excellent customer service in our efforts to support the Board of Supervisors and the citizens of Los Angeles County.

EXECUTIVE OFFICE ONE YEAR REPORT Strategic Planning | 4

Over the next four years, the Executive Offi ce is committed to these priorities:

Executive Office – Strategic Plan IV

Vision To be the cornerstone of public service through innovative solutions and best work practices in an ever-changing environment.

Mission To provide excellent customer service and support the Boardin achieving its objectives.

Values IntegrityWe accept personal responsibility for behaving honestly and ethically.

RespectWe value differences and treat all with dignity.

InnovationWe use imaginative approaches to develop new processesand overcome barriers.

CollaborationWe work together across boundaries, as a team, to accomplish common goals.

OwnershipWe are committed to take initiative, follow through to solve problems, and transform challenges into successes.

Goals

5 | EXECUTIVE OFFICE ONE YEAR REPORT Strategic Planning

1. World Class Workforce Development.

2. A Culture of Excellence in Customer Service.

3. Innovative and Effective Business Solutions.

4. Operational Systems Enhancement.

EXECUTIVE OFFICE ONE YEAR REPORT Technology | 6

TECHNOLOGY

Over the past year, there has been signifi cant progress to upgrade and enhance the Board of Supervisors’ digital infrastructure, along with innovations to meetbusiness demands, and foster better employee collaboration to achieve quality results for our constituents.

Public facing websites have been redesigned and modernized to provide an intuitive and responsive (i.e., mobile friendly) interface to navigate services, functions and access to information. This includes the Board of Supervisors website, various commissions, business units, and advisory boards.

The Fair Political Practices Commission (FPPC) is the State agency responsible for issuing the Form 700 and interpreting regulatory provisions. This year we digitized the fi ling process of the Form 700 (eForm 700) and extended the service to all County departments. The new eForm 700 streamlined business processes to achieve operational effi ciency and time savings.

For Board Room meetings, new kiosks and portable tablets were deployed to improve service delivery. Other improvements included dais technology enhancements, which added electrical outlets, USB ports, and speakers to all workstations of Board staff consoles. Software enhancements included a time management system for managing public speakers, and report tracking capabilities for Board operations staff. Additionally, I have instructedstaff to move forward with more immediate maintenance needs,such as, replacement of microphones, enhanced speaker controls,projection system with interactive display software and dais control panel improvements.

EXECUTIVE OFFICE ONE YEAR REPORT

OPERATIONS

The Executive Offi ce continued to provide administrative services to theBoard of Supervisors and oversight offi ces, including meeting coordination of theBoard of Supervisors, various commissions and oversight Boards. In addition to the 38 commissions and oversight Boards for which the Executive Offi ce provides ongoing administrative support, the Commission Services Division provided assistance tothe Health Agency Integration Advisory Board, Probation Oversight WorkingGroup, and the Affordable Housing Coordination Committee.

In 2016, the Executive Offi ce conducted a feasibility study of the recommendations set forth in an independent study by an outside consultant, including input from stakeholders. As directed by the Board on October 4, 2016, the Executive Offi ce conducted an extensive review of each recommendation set forth in the August 2016 consultant report that reviewed the effectiveness of County Commissions in fulfi lling their missions and impact on County policies. The evaluation was to include a review of the costs, if any, associated with implementing the recommendations.

As a result of the review, several of the 21 consultant recommendations have been implemented. For example, the Executive Offi ce enhanced the information available on its Commission Membership Roster webpage, including centrally located links to the respective Commission websites; developed an administrative manual to be utilized by the Citizen Advisory Commissions; and is working with stakeholders to develop a more comprehensive sunset review process. In addition, we have requested additional staff for Commission Services to provide greater leadership and support for all of the County’s Citizen Advisory Commissions to improve communication with the Board of Supervisors and the effectiveness of the Commissions.

7 | EXECUTIVE OFFICE ONE YEAR REPORT Operations

The Executive Offi ce continues to lead in innovation, setting the standard in the use of technology across the nation by utilizing Municode, the largest private sector publisher of municipal ordinances. Municode is an online platform that hosts the County’s 115 Board Policies and 20 Board Delegated Authorities by providing our clients with transparent information in an effi cient manner. The Executive Offi ce collaborated with the Audit Committee to select Municode as the new user-platform for the County’s Board Policy and Board Delegated Authority website. The website is the central library of Board Policies and Delegated Authorities that are used to guide various administrative functions of County departments. The new user-platform managed by the Municode provides the users with enhanced functions such as a user-friendly table of contents, expanded search capabilities, printing options and accessible links to supporting documents.

In response to the Board motion dated October 4, 2016, regarding the Ford Theatres, we have achieved the following: created a separate budget unit for the Ford Theatres; recruited and selected an interim Executive Director; explored the feasibility of bringing more visibility to the Ford Theatresand increasing the artistic profi le of the venue, while keeping acommitment to LA-based artists; began discussions with the Ford TheatresFoundation Board on the subject of a future governance model; and minimized the impact of the Managing Director’s departure during a timeof transition by appointing existing staff members to the positions thatare directly impacted.

EXECUTIVE OFFICE ONE YEAR REPORT Operations | 8

Photo by Gennia Cui, Ford Theatre, Future Collective

The Executive Office collaborated with County Counsel and the Department of Human Resources to conduct a review and analysis of the Civil Service Commission hearing process, including consideration of input from various stakeholders gathered through an independent consultant. The results of the review have led to various enhancements in the standards for hearing officers selected for the essential first step of the process, improved training for the hearing officers, Commissioners, and Department advocates, and ongoing internal process improvements to assist with document management, appeal submission and hearing scheduling.

As proprietor of the Kenneth Hahn Hall of Administration, we work closely with the Sheriff to ensure ongoing safety and security for building tenants and guests. Access to staff elevator lobbies on all public floors was secured with key card readers to prevent unauthorized admittance to employee-only areas of the building. Additionally, we tightened eighth floor visitor check-in protocols by issuing temporary visitor badges and initiating a courtesy call to your offices when guests arrive at the security station.

We are in the process of augmenting the building security surveillance cameras system to provide enhanced coverage, installing alarms on emergency exit doors, and securing access to basement tunnels. Board meeting security will be increased with the addition of x-ray baggage scanning and the loading dock security will be tightened with installation of a new gate and relocation of the guard booth. Finally, security at all building public entrances will benefit from the addition of a Sheriff Deputy and walk-by screener machines.

9 | EXECUTIVE OFFICE ONE YEAR REPORT Operations

TRANSITION

In 2016, the Executive Offi ce facilitated and accomplished the administrative and physical departure of two former Supervisors, as well as the establishment of two new Supervisors’ offi ces. Major accomplishments included coordinating and managing the former Supervisors’ fi nal Board meeting and the new Supervisors’ swearing-in ceremonies; onboarding staff for the new offi ces; procuring supplies and equipment; identifying, maintaining and customizing physical work space; and ensuring immediate access to all Executive Offi ce support services.

FUTURE INITIATIVES

Streaming of live Board meetings to smartphones, tablets, and other devices.

Podcast subscriptions to Board meeting recordings on many of the popular media content stores (SoundCloud, iTunes, Google Play, Pocket Cast).

Digitizing and streamlining the Graphics Scroll and Photography management systems to enhance service to your Board and recipients, and to maximize utilization of resources.

Modernizing the Data Center to support Los Angeles County’s objective to establish centralized and consolidated data sharing for all County departments in order to address rapid information-technology growth and service delivery needs. The consolidated data center achieves costs savings, enhanced security, regulatory compliance, information protection and standardization, business continuity, and disaster recovery. The Executive Offi ce will be working diligently to build its modernized digital service infrastructure in the new data center space and plan for seamless service migration to continue delivering superb services to the Board and constituents.

EXECUTIVE OFFICE ONE YEAR REPORT Transition and Future Initiatives | 10

Assess the CEOP process to maximize efficiency, reduce redundant processes, and increase accountability. The review will include recommendations to improve case review, workflow and technology optimization.

Refresh the Property Tax Portal website in collaboration with the Office of the Assessor, Treasurer and Tax Collector and Auditor-Controller to provide robust information and services to our taxpayers about the property tax process in Los Angeles County.

The Boardroom Technology Refresh Project will provide a series of enhancements that increase civic engagement by improving public access to Board meeting content, enhancing service delivery, and augmenting the overall administrative support process. The visioning phase of the project will include engaging a design consulting firm. In conjunction with the Executive Office, the consultant will present various design concepts utilizing story boards and three-dimensional renderings, which include cost projections and implementation timelines. The deliverables will assist us in recommending a phased build-out and implementation plan for Board consideration.

In the coming months, we will be working with your communications and press deputies to explore the vision for potential expansion of services provided by our Public Information Office (“PIO”). We solidified the Public Records Act (“PRA”) guidelines last year, and handling the many PRA requests received by our office remains the prime focus of our PIO. In an effort to continue expanding the value added services provided by our office, we will work together to determine whether it is feasible to redefine the role of the Executive Office PIO.

In conjunction with the rollout of our new Strategic Plan, we will be seeking out new ways to ensure that every member of this organization imbues both our new mission “to provide excellent customer service” and our new value of “ownership”. We are committed to investing and developing our workforce utilizing targeted training and mentoring opportunities, with the goal of every Executive Office employee intrinsically embracing the concept of outstanding customer service. Additionally, we will be evaluating division workflows, processes, and resource allocation to ensure that we have the optimal framework to continually provide outstanding services to all customers.

11 | EXECUTIVE OFFICE ONE YEAR REPORT Future Initiatives

CLOSING STATEMENT

The Executive Offi ce team is proud to be part of the support structure of the

governing body for the most populous County in the nation. This great sense of

responsibility and values-driven purpose inspires the Executive Offi ce to nurture an

exemplary workforce, being a role model for customer service, and staying innovative

and progressive in our business solutions and operations. Finally and most important,

we stand by our commitment to support an environment where professionalism means

taking ownership of duties to continuously improve every service we provide.

EXECUTIVE OFFICE ONE YEAR REPORT Closing Statement | 12

Lori GlasgowExecutive Officer