Los Angeles County Productivity Investment Board

Los Angeles County Productivity Investment Board

NOTICE OF REGULAR MEETING

M E E T I N G A G E N D A

1. Call to Order…....……………………………..Commissioner McIntyre

2. Approval of the August 2, 2021, Meeting Minutes

3. Presentation of Productivity Investment Fund proposal (for discussionand possible action) and Fund Balance Report, as of Fiscal Year 2021-22, 2nd Quarter…………………………………..Commissioner McIntyre

• 22.5 – Animal Care and Control, for Love at First Sight – Photoand Video Enhancements at Animal Care Centers, $42,000 Grant.PIB Advisory Committee recommends $42,000 Grant.

• 22.6 – Animal Care and Control, for DACC Live InteractiveChatbot, $110,000 Grant. PIB Advisory Committee recommends$74,000 Grant.

The Commission is Proud to Support LA vs Hate United Against Hate Week (November 14 – November 20, 2021)

https://unitedagainsthateweek.org/

Monday, November 15, 2021, 10:00 a.m.

Members of the public may participate or listen to the meeting via telephone at:

Call in number: (669) 900-9128 Meeting ID: 815 9844 0465

Passcode: 681444

Join Zoom Meeting https://us02web.zoom.us/j/81598440465?pwd=YnNFTmMrQ2dtSkc

zcm5TUUN5QVdkZz09

Written Public Comment may also be submitted to Jackie Guevarra by Sunday, November 14, 2021 (received by 4:00 p.m.):

[email protected]

*Any information received from the public by Sunday, November 14,2021 at 4:00 p.m. will become part of the official meeting record.

County of Los Angeles Quality and Productivity Commission

565 Kenneth Hahn Hall of Administration 500 West Temple Street Los Angeles, CA 90012

Telephone: (213) 974-1361 (213) 974-1390(213) 893-0322

Website: qpc.lacounty.gov

Chair Jacki Bacharach First Vice Chair Nichelle M. Henderson Second Vice Chair E. Scott PalmerImmediate Past ChairJ. Shawn Landres, Ph.D.

Chairs Emeriti Rodney C. Gibson, Ph.D. Edward T. McIntyre

Maxwell Billieon Viggo Butler Teresa Dreyfuss Nancy G. Harris Huasha Liu Blaine J. Meek William B. Parent Jeffrey Jorge Penichet Will Wright

Executive Director Jackie T. Guevarra, CPA

Program Manager Laura Perez

Program Support Tammy Johnson

“To enrich lives through Effective and caring service”

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mailto:[email protected]

Productivity Investment Board November 15, 2021 Page 2 of 2

• 22.7 – Fire, for Emergency Wildfire Augmentation Optimization Model Software,$270,000 Grant. PIB Advisory Committee recommends $270,000 Grant.

• 22.8 – Medical Examiner-Coroner, for Workstations on Wheels (WOW) forEnhancement of Autopsy Service, 100,000 Grant. PIB Advisory Committeerecommends $100,000 Grant.

4. Discussion and matters not on the Posted Agenda – to be presented and placed on afuture agenda.

5. Public Comment (3 minutes for each speaker)

6. Adjournment

LOBBYIST REGISTRATION Any person who seeks support or endorsement from the Commission on any official action may be subject to the provisions of Los Angeles County Code, Chapter 2.160 relating to lobbyists. Violation of the lobbyist ordinance may result in a fine and other penalties. For more information, call (213) 974-1093.

ACCOMMODATIONS Accommodations, American Sign Language (ASL) interpreters, or assisted listening devices are available with at least 3-business days’ notice before the meeting date. Agendas in Braille and/or alternate formats are available uponrequest. Please telephone (213) 974-1431 (voice) or (213) 974-1707 (TDD), from 8:00 a.m.-5:00 p.m., Mondaythrough Friday.

SUPPORTING DOCUMENTATION Supporting documentation can be obtained at the Quality and Productivity Commission Office, 565 Kenneth Hahn Hall of Administration, 500 West Temple Street, Los Angeles, CA 90012 or [email protected].

PUBLIC COMMENT Commission meetings are open to the public. A member of the public may address the Commission on any Agenda item. In addition, during the General Public Comment item on the agenda, a member of the public has the right to address the Commission on items of interest that are not on the agenda but are within the subject matter jurisdiction of the Commission. A request to address the Commission must be submitted to Commission Staff prior to the item being called. Comments are limited to a total of six (6) minutes per speaker per meeting, at up to two (2) minutes per item. The Commission may further limit public input on any item, based on the number of people requesting to speak and the business of the Commission.

LOS ANGELES COUNTY PRODUCTIVITY INVESTMENT BOARD

MINUTES OF THE MEETING OF August 2, 2021 at 10:00 a.m.

Virtual Meeting Call in number: (669) 900-9128

Meeting ID: 894 0689 8733 Passcode: 082687

************************************************************************ THE FOLLOWING COMMISSIONERS WERE PRESENT

(TAKEN BY ROLL CALL):

PRESENT: Edward McIntyre, Chair Viggo Butler, Vice Chair Teresa Dreyfuss Rodney Gibson Evelyn Gutierrez J. Shawn LandresHuasha Liu

ABSENT Jacki Bacharach Susan Linschoten, Chair, PIB Advisory Committee

Productivity Investment Board Advisory Committee Arman Depanian, Co-Chair

CALL TO ORDER The Chair called the meeting of the Productivity Investment Board (PIB) to order at 10:01 a.m.

ANNOUNCEMENTS Commissioner McIntyre welcomed everyone to the virtual Productivity Investment Board (PIB) meeting and noted that the meeting is being recorded. He announced that members of the public can send their questions or comments to Jackie Guevarra, Executive Director, during the meeting via email at [email protected]. They can also speak on an item during the meeting. Please inform Jackie via email or via the chat feature on the item you have a comment on. Each speaker will be given 3 minutes. Any information received before and during the meeting will become part of the official meeting record. He also announced that the opportunity to speak and vote on the agenda items will be taken by roll call.


565 Kenneth Hahn Hall of Administration 500 West Temple Street Los Angeles, CA 90012

Telephone: (213) 974-1361 (213) 974-1390(213) 893-0322

Website: http://qpc.lacounty.gov

Chair Jacki Bacharach First Vice Chair Nichelle M. Henderson Second Vice Chair E. Scott PalmerImmediate Past ChairJ. Shawn Landres, Ph.D.

Chair Emeriti Rodney C. Gibson, Ph.D. Edward T. McIntyre

Maxwell Billieon Viggo Butler Teresa Dreyfuss Evelyn Gutierrez Nancy G. Harris Huasha Liu Blaine J. Meek William B. Parent Jeffrey Jorge Penichet Will Wright

Executive Director Jackie T. Guevarra, CPA

Program Manager Laura Perez

Program Support Tammy Johnson

“To enrich lives through effective and caring service”

http://qpc.lacounty.gov/

Productivity Investment Board August 2, 2021 Page 2

Members of the public were also given the opportunity to send their comments and questions to the Executive Director by August 1, 2021, 4:00 p.m. No written comments were received.

Hearing no questions, Commissioner Edward McIntyre took roll call of Commissioners in attendance:

In Attendance: Viggo Butler, Teresa Dreyfuss, Rodney Gibson, Evelyn Gutierrez, Shawn Landres, Huasha Liu and Edward McIntyre

Absent: Jacki Bacharach

APPROVAL OF MAY 24, 2021 MINUTES Commissioner Gibson made a motion to approve the May 24, 2021, minutes, seconded by Commissioner Landres. Before approving the minutes, Commissioner Landres requested a minor edit on page 5, third bullet, after the word impact, change “who” to “whom.” The motion to approve the minutes, as amended, was unanimously approved.

Commissioner Gutierrez stepped away and did not vote.

PRODUCTIVITY INVESTMENT FUND (PIF) PROPOSALS (FISCAL YEAR 2021-2022, 1st QUARTER) Commissioner McIntyre reported there are four proposals for approval before the Productivity Investment Board (PIB) for the 1st Quarter of Fiscal Year 2021-2022. Before hearing the proposals, he reported the Productivity Investment Fund (PIF) fund balance as of June 30, 2021, is $4,823,039. The four projects before the PIB total $2,384,960. If all projects are approved, the revised fund balance would be $2,438,079. He also informed that the Commission has not been approved of its PIF budget allocation for Fiscal Year 2021-22. The Commission is typically notified in September during the Supplemental Budget process. Commissioners will be notified of the amount approved, if any, as soon as Commission staff is informed.

22.1 – Medical Examiner-Coroner, for Genetic Genealogy Program, $184,959.50 Grant.

Dr. Jonathan Lucas, Director, Dr. Winters Reef Hardy, Akiko Tagawa, Wendy Myring and Inna Sarac were in attendance to support the proposal. Dr. Jonathan Lucas and Dr. Winters Reef Hardy presented and spoke on the project.

The grant would be used to provide software, supplies, consumables, and other costs necessary to validate genetic genealogy as a toll for human identification and underwrite the cost of identifying 100 sets of archived human remains that presently have not been identified. A PowerPoint presentation accompanied the Department’s remarks.

Arman Depanian, Co-Chair of the PIB Advisory Committee (Committee), reported the Committee provided the following questions and recommendations to the Department: 1) simplify the presentation and make it less technical; 2) add a slide emphasizing cost


savings outsourcing versus in-house costs; 3) quantify storage costs and show how much would be saved if all were identified; 4) explain CODIS, STR, SNP (add glossary page with brief description); 5) discuss possibility of charging other agencies in the future; 6) on slide with fan genealogy, simplify what the funds/project will cover (e.g., bring closure for loved ones while assisting with homicide cases—use case study like Golden State Killer); and 7) mention Los Angeles County will be the first to use and the vendor you are working with is subsidizing the costs. The Committee recommends a $184,960 Grant.

After discussion and questions, Commissioner Gibson made a motion to approve a $184,960 grant. The motion was seconded by Commissioner Gutierrez and unanimously approved (taken by roll call).

Nos: None Yes: Commissioners Butler, Dreyfuss, Gibson, Gutierrez, Landres, Liu and

McIntyre Abstain: None

Commissioner Butler will present the project at the Quality and Productivity Commission meeting on Monday, August 23, 2021.

22.2 – Public Defender, for Taking Care of CARE 2.0, $300,000 Grant.

Ricardo Garcia, Public Defender, Natasha Khamashta, William Stone, Jon Trochez, Mohammed Al Rawi, Jeff Gilliam, and Gail Bristo were in attendance to support the proposal. Ricardo Garcia and Natasha Khamashta presented and spoke on the project.

The grant would be used for an independent evaluator to assess the Client Assessment Recommendation and Evaluation (CARE) Project. A PowerPoint presentation accompanied the Department’s remarks.

Arman Depanian reported the Committee provided the following questions and recommendations to the Department: 1) move the slide emphasizing the ask to the front of the PowerPoint presentation, as well as the Blue Ribbon Commission quote; 2) be ready to answer why other funding sources have not been looked into or collaborated with other departments; 3) emphasize how you are hitting only 25% of population and now want to expand; 4) explain that the first evaluation was qualitative and now need quantitative data; 5) may need to explain innovation since the project was approved in the past—emphasize all the changes that have occurred since. The Committee recommends a $300,000 Grant.

After discussion and questions, Commissioner Gibson made a motion to forward the proposal to the full Commission with no recommendation, contingent on the Department repurposing the proposal as a more forward-looking project. The motion was seconded by Commissioner Landres and unanimously approved (taken by roll call).


Nos: None Yes: Commissioners Butler, Dreyfuss, Gibson, Gutierrez, Landres, Liu and


Commissioner Landres will present the project at the Quality and Productivity Commission meeting on Monday, August 23, 2021.

22.3 – Children and Family Services, for Digital Case File and Document Scanning, $1,800,000 Grant.

Jennie Feria, Jerri Aoki, Toney Smith, Rae Hahn, Cynthia McCoy Miller, Dr. Candice Rivas and Arman Depanian were in attendance to support the proposal. Jerry Aoki, Jennie Feria and Toney Smith presented and spoke on the project.

The grant would be used to hire a consultant to develop an electronic filing structure and digitize case file content to modernize and mobilize the workforce. A PowerPoint presentation accompanied the Department’s remarks.

Jackie T. Guevarra, Executive Director, Quality and Productivity Commission reported the Committee provided the following questions and recommendations to the Department: 1) explain who will be covering the maintenance costs in the future; 2) explain whether the data will be property of the County or the State; 3) mention the data will be merged into the State’s system in approximately 3 years (phase II); 4) be ready to answer who will be paying for phase II and why the State cannot offset costs for phase I; 5) for the PowerPoint, add a slide showing savings on paper, overtime, travel expense, etc. and a slide showing breakdown of phase I and II of the project; 5) contact County Counsel regarding security and privacy issues; 6) mention the Department is collaborating with the Chief Information Officer; 7) add slide showing social worker caseload; and 8) be ready to answer how the Department will proceed if the funding is not approved. The Committee has no recommendation.

After discussion and questions, Commissioner Landres made a motion to approve a $1,800,000 loan. The motion was seconded by Commissioner Gutierrez and unanimously approved (taken by roll call).

Nos: None Yes: Commissioners Dreyfuss, Gibson, Gutierrez, Landres, Liu, and McIntyre Abstain: Commissioner Butler

Commissioner McIntyre will present the project at the Quality and Productivity Commission meeting on Monday, August 23, 2021.

22.4 – Board of Supervisors, Executive Office, for Reducing Departmental Costs and Expanding Access by Enhancing Knowledge of the CPOE Complaint Process, $100,000 Grant.


Ben Stormer, Annette De Sario, Tiffany Finley, Hanna Cheru, George Pineda, Vickey Bane and Brenda Duran were in attendance to support the proposal. Annette De Sario and Ben Stormer presented and spoke on the project.

The grant would be used to create a dynamic filing tutorial featuring step-by-step filing instructions, voice-over recordings and live cursor/typing, which will be embedded into the current County Policy and Equity complaint filing website. A PowerPoint presentation accompanied the Department’s remarks.

Arman Depanian reported the Committee provided the following questions and recommendations to the Department: 1) explain more clearly how the tutorial will work on the document and how employees will know it is available to them throughout the document; 2) explain who will prepare tutorial; 3) emphasize you are working with ISD to obtain an experienced vendor; 4) need a slide to explain the types of errors received and how the tutorial will work; 5) on the application, add what the actual savings are; 6) add a slide with a table showing how you reached $176,000; 7) mention benefits to CPOE (e.g., it will free up staff time to do other work); 8) emphasize interest from other agencies and the project possibly being a role model for others to use; 9) emphasize resolutions to complaints can more quickly be made, highlight a specific case study; and 10) be ready to answer how will you cover maintenance costs in the future. TheCommittee recommends a $100,000 Grant.

After discussion and questions, Commissioner Butler made a motion to approve a $100,000 grant. The motion was seconded by Commissioner Gutierrez and unanimously approved (taken by roll call).

Nos: None Yes: Commissioners Butler, Dreyfuss, Gibson, Gutierrez, Landres, and


Commissioner Liu stepped away and did not vote.

Commissioner Gutierrez will present the project at the Quality and Productivity Commission meeting on Monday, August 23, 2021.

DISCUSSION AND MATTERS NOT ON THE POSTED AGENDA (TO BE PRESENTED AND PLACED ON A FUTURE AGENDA) Commissioners discussed how to convey the Countywide needs of digitizing documents to the Board of Supervisors. A survey was recently sent out to all Productivity Managers asking what systems/processes exist in their respective department that currently use paper (and taking up storage space) that should be digitized or benefit from digitization. Responses will be reviewed at a future meeting.

PUBLIC COMMENT None


ADJOURNMENT Commissioner Gutierrez moved to adjourn the meeting at 1:49 p.m., seconded by Commissioner Landres. The next PIB meeting will be on Monday, November 15, 2021, at 10:00 a.m.

Marcia Mayeda, Director

September 29, 2021

TO: Edward T. McIntyre, Chair Productivity Investment Board Quality and Productivity Commission

FROM: Marcia Mayeda, Director Department of Animal Care and Control

PRODUCTIVITY INVESTMENT FUND GRANT PROPOSAL PHOTO AND VIDEO ENHANCEMENTS

Thank you for your time and consideration of our Productivity Investment Fund Grant Proposal.

The Department of Animal Care and Control is requesting a $42,000 grant for equipment and supplies to improve animal intake photos at County animal care centers as well as adding the use of video to portray positive interactions and enrichment such as dog play groups and cat interaction areas.

This proposal was not included in the Department’s current budget request as it is not considered a necessity but as an auxiliary service that will further enhance customer service while increasing adoptions and reunification efforts. Animal care centers are resources for the community and the goal of this project is to save more lives by creating interest in available animals to adopters and rescue groups and increasing the number of lost pets that are reunited with their owners. Return to owner rates are less than 5 percent for cats and 35 percent for dogs. With an annual intake of approximately 30,000, that means that thousands of lost pets are not reunited.

Marcia Mayeda (Sep 29, 2021 15:35 PDT)

22.5 – Animal Care and Control, for Love at First Sight – Photo and Video Enhancements at Animal Care Centers

https://na2.documents.adobe.com/verifier?tx=CBJCHBCAABAAZTx2gNVvZAKj7qSr2Qj2A2aragR3XCO0

Edward T. McIntyre, Chair September 29, 2021 Page 2

By upgrading camera equipment and photo intake areas and using video cameras, the Department can save more lives by creating interest in available animals to adopters and rescue groups, achieve better outcomes for stray and relinquished pets, and provide updated resources for staff and volunteers committed to working towards positive outcomes for animals.

DP:BK:rm s:\director's secretary\contracts and grants\productivity investment fund grant cover - love at first site.doc

Attachment

c: Executive Office (Jackie T. Guevarra, Laura Perez)



PRODUCTIVITY INVESTMENT FUND PROPOSAL (Please submit the proposal with a cover letter signed by the department head)

Last Updated: August 3, 2021

Department:

County of Los Angeles Department of Animal Care and Control

Date: September 28, 2021

Project Name: “Love at First Sight” - Photo and Video Enhancements at Animal Care Centers

PURPOSE OF FUNDING (50 words). Describe how the PIF funding will be used.

Funding will provide equipment and supplies to improve animal intake photos at County animal care

centers and add the use of video to portray positive interactions and enrichment, such as dog play

groups and cat interaction areas. Employees and volunteers will be able to post clearer, more inviting

pictures of stray and relinquished pets to the department’s website and social media pages, improving

adoption and owner reunification efforts.

SUMMARY OF PROJECT, INCLUDING BENEFITS (300 words). Describe benefits and potential multi-departmental or countywide adaptation.

Animal care centers are resources for the community, taking in stray and unwanted pets without other

options to be reunited with their owners or find new homes. Intake photos play a key role. A clear, well-

lit photo can make all the difference when it comes to pet owners identifying their lost pet online or

potential adopters looking for a new pet. All DACC animal care centers have a webcam in an area

designated for staging intake photos, but are in need of higher quality mobile cameras, more

intentional lighting, and professional quality backdrops to quickly produce clear, bright and inviting

pictures of incoming pets. This project will provide those upgrades, as well as add mobile video

cameras to be used in dog play yards and cat interaction areas where staff and volunteers facilitate

socialization, play, and exercise. Better intake photos and videos showing dogs and cats at their best

will increase the chances of pets getting adopted or rescued. The goal of this project is also to

increase the number of lost pets that are reunited with their owners; return to owner rates are less than

five percent for cats and thirty-five percent for dogs. With an annual intake of around 30,000, that

means that thousands of lost pets are not reunited—better photos can help here. EVALUATION/PERFORMANCE MEASURES. (300 words) Describe what specific outcomes are to be achieved and how the project will enhance quality and/or productivity.

By upgrading camera equipment and photo intake areas and using video cameras, the Department

of Animal Care and Control can do more to promote better outcomes for stray and relinquished

pets, as well as create a more rewarding and efficient working environment. The staff and

volunteers at care centers are committed to helping animals and providing better equipment for

intake photos and adding video cameras will give them more resources to do so. This grant will

allow staff quickly and efficiently post quality pictures of the animals in their care so they can alert

those searching for lost pets or pets to adopt, and post videos of their efforts to exercise and

socialize dogs and cats. Higher quality photographs will allow lost pets to be more easily identified

by their owners searching for them online and eliminate the need for multiple back and forth

communications with staff that are sometimes needed to help identify a pet. Impounded pets benefit

in obvious ways if they are adopted or found, but also in terms of having a shorter stay in an animal

care center, reducing stress and the potential for illness. Rates of animals successfully returned to

owners (RTO), rates of adoption and rescue, and average length of stay are already measured and

improvements in these numbers will be expected and tracked.


Dorthy Phillips




Is this an Information Technology project? If yes, please obtain endorsement and sign off from your department’s CIO/IT manager and answer question 5 on page 3 below.

Yes No N/A

Amount Requested:

Loan Grant Total

$42,000 $42,000

Cost Analysis Summary. Attach detail for A and B, including staff, equipment, supplies, etc.

Implementation Project Project Project Period Year 1 Year 2 Year 3

A. Annual Cost of Current Pro cess:

B. Estimated Annual Cost of Proposal: $42,000

C. Savings (B minus A) $0.00 $0.00 $0.00

Funds Flow Summary: Indicate the amount of funds needed during implementation by period (fiscal year and quarter)

For each of its seven animal care centers, the request is for the purchase of lighting and background materials for each photo intake area ($2,500), one smart phone with advanced camera (wide aperture lens, wide light sensor) plus accessories for intake photos ($1000), two mobile video cameras with accessories to attach to tripods, staff, or animals ($1,000 total), and one DSLR professional level camera, with case/tripod/lenses for styled photo shoots of animals and special events ($1,500 each). This is $6,000 per care center, and $42,000 total.

We would request all funds at the same time, in Q2 of FY 21-22, in order to promptly initiate procurement efforts, and implement improvements as soon as possible.

Quality and Productivity Manager (Print and Sign)

Project Manager (Print and Sign)

Frank Corvino

Telephone Number

(562) 256-1379

E-mail

[email protected]

Telephone Number

(562) 728-4572

E-mail

[email protected]

Department CIO/IT Manager (Print and Sign)

Shakeel Qazi

Telephone Number

(562) 658-2097

E-mail

[email protected]

Budget/Finance Manager (Print and Sign)

Walter Almora

Telephone Number

(562) 345-7879

E-mail

[email protected]

Department Head (Print and Sign) Telephone Number

Marcia Mayeda (562) 728-4610

E-mail

[email protected]

** Original Signatures Required **

Dorthy Phillips (Sep 28, 2021 13:50 PDT)Dorthy Phillips

Francis Corvino (Sep 29, 2021 09:06 PDT)

Shakeel Qazi (Sep 29, 2021 13:01 PDT) Walter Almora (Sep 29, 2021 14:02 PDT)Walter Almora

Marcia Mayeda (Sep 29, 2021 14:52 PDT)














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PRODUCTIVITY INVESTMENT FUND PROPOSAL

QUESTIONS

1. Has this proposal been submitted before for a Productivity Investment Fund loan or

grant? Yes No X

If so, when (date)?

2. Was this proposal included in the department's current budget request?

Yes No X If no, why not?

This proposal was not included in the Department’s current budget request, as it isn’t considered as a necessity but as an

auxiliary service that will further enhance customer service provided through online methods of featuring care center animals.

3. How many years will it take for the loan to be paid back (3 years maximum without

special approval)? Where will the funds come from to repay the loan?

The Department is submitting this request for a PIF grant, not a loan.

Hard Dollar Savings Cost Avoidance

Revenue Generation Other (please explain)

4. Discuss potential for revenue increase, service enhancement, future cost avoidance

and/or cost savings. Does it reduce net County cost? This project is a service

enhancement. Upgrading photo intake capability will reduce the time it takes

for staff and volunteers to produce and post quality pet photos. This helps

pets, staff, and the public looking for their pets or wanting to adopt. Faster

return to owner and adoption mean smaller lengths of stay for pets at care

centers and reduced care costs.

5. (300 words) How does this proposal extend, amplify, or complement existing cross-

County best and shared practices (including, if applicable, technology or sustainability

practices, and equity impact – whom does this benefit and/or burden); describe the

proposed solution in terms of its innovative use of technologies to achieve desired

business outcomes, and/or Department strategic goals and objectives? Having a clear

and well-lit photograph is extremely important for animals coming into an animal

care center. This is especially true for animals which are stray or lost and need to

be reunited with their owners. The current rate for return to owner of cats is less

than five percent and for dogs it is approximately thirty-five percent. That means

that thousands of pets are not reunited with their owners. Better intake




photographs can help pet owners find their pets and shorten the length of time

they spend in an animal care center. This proposal allows the Department to

leverage technological solutions and animal care industry best practices to further

the departments vision of providing animals and residents high quality, effective,

and caring service.

6. (150 words) Is the proposal a pilot project? If so, what are the conditions for further

expansion or development? This is not a pilot project. The equipment

purchased through this project will allow the department to permanently

improve service to animals and the public and expand the social networking

aspect of saving animals in the animal care centers.

7. (300 words) Toward which current County objectives will this project maximize and

leverage resources and/or drive innovation and operational effectiveness. What current

County processes or functions will be eliminated or streamlined via productivity

enhancements and/or quality improvements? The ability to better depict the

department’s animals online and through social media platforms allows better

access for constituents to reclaim a lost pet or find one to adopt. This is an excellent

example of making an investment that will transform lives, per the County’s Strategic

plan Goal I and moving to a tech-driven workplace.

8. (300 words) Does this proposal relate to a specific Countywide Strategic Plan goal?

If yes, please explain. This proposal not only supports the County’s Strategic

Plan, Goal I as previous stated, it also supports Goal II’s Strategy II.2, Support

the Wellness of our Communities, by increasing awareness of supports and

services, in this case reunification efforts for lost pets and saving animals

through adoption. Goal III’s Strategy III.2.2, Leverage Technology to Increase

Visibility of and Access to Services, is also made a reality by using the latest

digital photography equipment to quickly share animal photos and videos

online, towards the same ends of reuniting owners with their lost pets and

promoting the adoption of homeless animals.




9. (150 words) Does this proposal enhance the County image and/or improve relationships

with the County’s constituents? Please explain. Yes. This project improves the

Department’s and County’s image by presenting consistently high-quality animal

photos and videos in the service of helping pet owners and saving animal lives

through adoption. This project gives constituents a better chance of finding their

lost pet or finding a new pet to improve the quality of life for their family.

10. (150 words) How might this proposal promote interdepartmental cooperation including, if

applicable, data sharing and program design? With better quality images of animals

and the care they receive, DACC can better depict its services and opportunities to

other departments and collaborate with them in serving constituents in need of

social services or other assistance that might include services to help them with

their pets.

11. (150 words) Where did the original idea for this project come from? The department has

utilized animal intake photos for many years. Animal industry studies have shown

that clear, quality photographs enhance the chances of shelter animals being

reunited with their owner, placed in a new home or being rescued. The idea to utilize

mobile video equipment has also been tested at the Downey ACC and proved to be a

very effective and positive way to show dogs in at their best, playing and socializing.

This is especially true for harder to adopt dogs, such as larger dogs and pit bulls.




12. When will the funds be needed? Please indicate the amount needed by fiscal year

and quarter:

2019-20 2021-22

1st Quarter $ 1st Quarter $

2nd Quarter $ 2nd Quarter $ 42,000

3rd Quarter $ 3rd Quarter $

4th Quarter $ 4th Quarter $

2022-23 2023-24


2nd Quarter $ 2nd Quarter $






IMPLEMENTATION PLAN

KEY MILESTONES START DATE FUNDS NEEDED FUNDS REPAID

(Major steps in the project development)

(Estimated date for each project step)

(Amount and quarter funds will be needed)

(Amount and quarter funds will be repaid)

Identification and procurement of equipment, including cameras, accessories, lighting and backdrops.

12/1/21 $42,000 (Q2 of FY21-22)

Installation/ implementation in intake areas

1/15/22

Livestream of video from playgroups

2/15/22

Evaluation and measurement

6/15/22


Marcia Mayeda, Director

November 4, 2021

TO: Edward T. McIntyre, Chair Productivity Investment Board Quality and Productivity Commission

FROM: Marcia Mayeda, Director Department of Animal Care and Control

PRODUCTIVITY INVESTMENT FUND GRANT PROPOSAL - CHATBOT

Thank you for your time and consideration of the attached Productivity Investment Fund Grant Proposal.

The Department of Animal Care and Control is requesting a $110,000 grant to implement live chatbot technology that will interact with customers to provide 24/7 instant responses to routine inquiries via text and phone calls without involving a live agent by using speech recognition and text capabilities.

While this proposal had not yet been developed at the time the Recommended Budget was submitted (January 2021), the Department sees the PIF Grant as an opportunity to focus on it now as we continue to receive over 100,000 calls and emails for service each year and have expanded our services to include more one-on-one assistance and guidance for pet owners in need. Our call center services were upgraded just under a year ago with a cloud-based system that allowed call center staff to work remotely, virtually eliminating gaps in service and allowing for better overall connectivity, and this proposal further builds on this innovation as the live chatbot technology is an add-on service to the new system. This technology will allow the Department to assist constituents faster and free up call center staff to spend more time addressing the more complex and critical inquiries.

Marcia Mayeda (Nov 4, 2021 17:29 PDT)

22.6 – Animal Care and Control, for DACC Live Interactive Chatbot

https://na2.documents.adobe.com/verifier?tx=CBJCHBCAABAATRbmQGMsNzntHYcoLVqWK2eC8VGhkE9S

Edward T. McIntyre, Chair November 4, 2021 Page 2

We look forward to meeting with you to discuss this proposal.

DP:BK:rm s:\director's secretary\contracts and grants\productivity investment fund grant cover - chatbot-rev.doc

Attachment

c: Executive Office (Jackie T. Guevarra, Laura Perez)





Department: County of Los Angeles Department of Animal Care and Control

Date: November 4, 2021

Project Name: DACC Live Interactive Chatbot

PURPOSE OF FUNDING (50 words). Describe how the PIF funding will be used.

The Department is requesting funds to implement an automated chatbot using

voice and text that will interact with customers without involving a live agent, using

speech recognition and text. The service will accessible through mobile devices

and via Department’s official website.


The County of Los Angeles Department of Animal Care and Control (Department) provides

services for unincorporated Los Angeles County and 45 contract cities, a population that includes

over three million residents. The Department’s Call Center—which operates 24 hours a day,

seven days a week with limited staffing—receives over 100,000 inquiries by phone and email each

year from residents who are seeking information about finding their lost pets, adopting pets they

see on our website, animal licensing requirements, or animal issues in their neighborhoods. The

interactive chatbot technology will provide a faster response to their urgent but more routine

inquiries and allow live call agents to spend more time assisting those with more complex matters.

Through this chatbot, customers will be able to text a message or question to the Department via a

mobile phone or through the Department’s website and receive an immediate, automated

response including key information and links to pertinent areas of our website, such as to

immediately view adoptable and lost and found animals at our care centers. Callers will have the

opportunity to state their inquiry and speech recognition technology will provide pre-recorded

answers by phone. Through either method, the texter or caller can be routed to a live agent if the

system cannot automatically address their concern.

EVALUATION/PERFORMANCE MEASURES. (300 words) Describe what specific outcomes are to be achieved and how the project will enhance quality and/or productivity.

By implementing this service, the Department will be able to more effectively respond to general

inquiries from customers, and allow communication center staff to spend more time addressing

more complex issues. Adding automated texting should reduce the volume of routine calls

received by our Communication Center. Adding speech recognition and a menu of answers by

phone will provide callers answers faster for the most frequently requested information and allow

agents to dedicate time to higher priority calls (e.g., injured animals, dangerous animals that pose

a public safety threat, bite or attack in progress, answering calls during emergencies like wildfires)

at our often inundated Communication Center. By providing quick reference to key information,

the tool will improve the Department’s success in its efforts to adopt out animals quickly, reunite

owners with their lost pets, provide low cost rabies vaccinations and spay and neuter, and recruit

more foster volunteers. The Department will measure customer satisfaction through brief surveys,

which are currently emailed to customers who receive a service from the Department. The

Department will also monitor the number of calls received by the Communication Center to

evaluate the effectiveness of the automated response system and its impact on call volume.


Dorthy Phillips





Yes No N/A

Amount Requested:

Loan Grant Total

$110,000.00 $110,000.00



A. Annual Cost of Current Pro cess:

B. Estimated Annual Cost of Proposal: $110,000



The Department is requesting a total of $110,000 in PIF grant funds for this project. The implementation of a chatbot will

require a one-time upfront cost to set up and connect to existing our existing Call Center service, as well as ongoing

subscriber costs. The estimated one-time cost includes integration with existing Call Center services, integrations with

Power BI for data reporting, and three months of enhanced care and support operations, totaling $74,000. Enhanced care

and support includes ticket management, guidance from the manufacturer, and script and prompt management. Of the

$74,000, $42,000 will be needed in Q2 of Fiscal Year (FY) 2021-22 to pay upfront costs, and an additional $32,000 will be

needed in Q4 of FY 2021-22 to pay the remaining costs following project completion. Ongoing costs are estimated at

$36,000 for three years of service and will also be requested for Q2 of FY 2021-22, amounting to a total cost of $110,000 for

technical implementation and service.

Quality and Productivity Manager (Print and Sign) Project Manager (Print and Sign)

Telephone Number

(562) 256-1379

E-mail

[email protected]

Telephone Number

E-mail

Department CIO/IT Manager (Print and Sign)

Shakeel Qazi

Telephone Number

(562) 658-2097

E-mail

[email protected]

Budget/Finance Manager (Print and Sign)

Walter Almora

Telephone Number

(562) 345-7879

E-mail

[email protected]

Department Head (Print and Sign) Telephone Number

Marcia Mayeda (562) 728-4610

E-mail

[email protected]

Rachel “Rae” Williams

(562) 714-0842

[email protected]

Dorthy Phillips (Nov 4, 2021 13:26 PDT)Dorthy Phillips

Rachel Williams (Nov 4, 2021 15:31 CDT)

Shakeel Qazi (Nov 4, 2021 15:35 PDT) Walter Almora (Nov 4, 2021 18:05 PDT)Walter Almora

Marcia Mayeda (Nov 4, 2021 18:19 PDT)














https://na2.documents.adobe.com/verifier?tx=CBJCHBCAABAABmZSOglN-uG7J0MlLyn7KFM8WV721LH9







QUESTIONS

1. Has this proposal been submitted before for a Productivity Investment Fund loan or

grant? Yes No X

If so, when (date)?


Yes No X If no, why not?

This proposal had not yet been developed at the time the Recommended Budget

was submitted (January 2021). If not granted through PIF, the Department may

add it to the next Recommended Budget request for FY22-23, due in January

2022.


special approval)? Where will the funds come from to repay the loan? The

Department is submitting this request for a PIF grant, not a loan.




and/or cost savings. Does it reduce net County cost? The interactive chatbot will

allow customers to receive immediate, automated responses for questions

regarding DACC services. This will include information on renewing and

purchasing pet licenses, resources available to pet owners to prevent animal

surrenders, and information on our adoption process. We anticipate the new

software leading to increased pet adoptions and owner reunification with lost

pets, which would mean a decrease in costs related to housing animal at our

animal care centers.


County best and shared practices (including, if applicable, technology or




sustainability practices, and equity impact – whom does this benefit and/or burden);

describe the proposed solution in terms of its innovative use of technologies to

achieve desired business outcomes, and/or Department strategic goals and

objectives? We are inspired by the County Department of Public Health, who

we understand is already using a similar technology to provide quick service

to constituents and the County’s commitment to ensuring equitable access to

services by providing a variety of access points. In November 2020, the

Department implemented a cloud-based contact software that drives better

customer service by allowing remote operating access for staff, delivering

faster and more personalized experiences for callers, operating with less

service interruption than the previous call system, and providing better

access to call data to inform operational improvements. The requested tool

will integrate well with this contact software, further enhancing services to

customers and providing for analysis of customer inquiry data. Our

Communication Center is often inundated by calls from the public, which may

range from general inquiries about our services, to more serious requests that

may require an officer to be dispatched. The speech recognition chatbot will

allow for automated triage of calls, thus removing the need for every customer

to speak with a live agent. This project proposal supports various

components of the Department’s current strategic plan, including our goal of

leverage technology to improve service delivery, collect data that will inform

operational decisions, and to increase positive outcomes for animals in our

communities. The new tool will make it easier for customers to navigate to

our online pet licensing portal where they can look up their pet’s current

license status, register for and purchase a new license or renew a license.


expansion or development? The chatbot tool will be configured as a permanent

service offered to customers. This will serve as an extended and supplemental

service to the recently implemented contact software system. The Department




will closely evaluate the success of the chatbot system, which will be

accomplished by tracking customer survey response data to measure customer

satisfaction, and tracking the number and inquiry subject of calls received by

our Communication Center. If the system proves productive, the Department

can consider additional features or functions offered through the chatbot.


leverage resources and/or drive innovation and operational effectiveness. What

current County processes or functions will be eliminated or streamlined via

productivity enhancements and/or quality improvements? A large number of

calls received by our Communication Center are basic questions that could

be effectively answered with packaged messaging. The availability of a

chatbot preset to respond with scripted information will help triage and filter

inquiries as well as provide instant answers, reducing the high flow of calls

to our Call Center. This will decrease wait times for customers whose

questions cannot be solved via texting or voice prompts, and allow our Call

Center operators to focus on calls that require more individual attention.


If yes, please explain. This proposal supports the County’s Strategic Plan,

Goal III.2.2, Leverage Technology to Increase Visibility of and Access to

Services, by allowing the Department to provide immediate information to

residents about County services. This project also supports Goal III.3, Pursue

Operational Effectiveness, Fiscal Responsibility, and Accountability, by

leveraging a new tool to provide a better experience for customers that will

also improve operations and potentially lower costs. The Department will

continue to assess the efficiency and effectiveness of the chatbot system,

and will make necessary adjustments or request additional features to ensure

that resources are maximized.




9. (150 words) Does this proposal enhance the County image and/or improve

relationships with the County’s constituents? Please explain. Yes. The

implementation of the live interactive chatbot aligns with the County’s target

image as customer service oriented and progressive in its use of technology to

enhance services. We expect that decreasing Call Center wait times will lead to

higher customer satisfaction and a more positive perception of the Department

and County.

10. (150 words) How might this proposal promote interdepartmental cooperation

including, if applicable, data sharing and program design? We are only aware of

one other County department using this software at this time (Public Health).

However, this service is not ready for countywide distribution due to

departments having differing needs and a uniform service not yet being

identified. The chatbot system can be functional to any department that

receives and manages a high volume of customer calls on a daily basis, and

through our staff’s regular participation in monthly interdepartmental groups

such as the Administrative Deputies Network and the CIO’s Technology

Managers Council, Business Management Council and Enterprise

Architecture Team Cluster, we will be happy to share our experiences with

this advancement and advise other departments on its use.

11. (150 words) Where did the original idea for this project come from? Lead Department

staff at the Communications Center and Animal Care Centers have long been

seeking solutions to reduce Call Center volume in order to provide better

customer service. Previously considered options included installing a chatbot

feature on our website, but we were unable to identify a quality solution. The

opportunity to apply for PIF funding renewed our focus on this need and identify

the latest service options as very functional, comprehensive, and sustainable. It

also fits well with our recent upgrade to our Call Center services, allowing for

quick setup and less of a departure for staff to learn to use.





and quarter:

2019-20 2021-22


2nd Quarter $ 2nd Quarter $ 78,000

3rd Quarter $ 3rd Quarter

4th Quarter $ 4th Quarter $ 32,000

2022-23 2023-24








IMPLEMENTATION PLAN






Request Quote for Interactive Chatbot COMPLETED

Review internal technological infrastructure

FY2021-22, Q2

Purchase one-time, professional service items (upfront 50%) plus three-years of cloud-based support

FY2021-22, Q2 $78,000 (FY2021-22, Q2)

Planning, testing, staging and training phase

FY2021-22, Q3

Production rollout phase FY2021-22, Q3-Q4

Project Completion (completion 50%)

FY2021-22, Q4 $32,000 (FY2021-22, Q4)




LINE ITEM BUDGET DETAIL (Work with your Budget Analyst)

Services and Supplies

List all services and supplies here

Licensing ($10,000) Power BI Integration ($19,000) Chatbot integrated with current Contact Software($39,000) Three months of Enhanced Care and Support ($6,000) Ongoing Subscription and Maintenance, 3 yrs ($36,000)

(a) Total services and supplies $110,000

Other Charges

List all other charges here

(b) Total other charges $

Fixed Assets

List all equipments and other fixed assets here

(c) Total fixed assets $

TOTAL COSTS (a+b+c) $110,000


• 22.7 – Fire, for Emergency Wildfire Augmentation Optimization Model Software

Commissioner Edward T. McIntyre, Chair September 30, 2021 Page 2

The Fire Department's Information Management Division (IMO) and the Los Angeles Communications Center (LACC) are fully committed to the success of this important project. If funded, the IMO and LACC will work closely with Assistant Fire Chief Al Yanagisawa to ensure a smooth, efficient, and on-time implementation of this much needed software.

Thank you for your consideration of this PIF grant proposal which seeks to enhance the services that we provide to the residents of Los Angeles County and the cities and unincorporated areas that we serve. The Fire Department greatly appreciates the support of the Quality and Productivity Commission.

If you have any questions regarding our proposal, please contact Heidi Oliva, Quality and Productivity Manager, at (323) 881-6109 or Julia Kim, Alternate Quality and Productivity Manager, at (323) 881-2327.

DLO:heo

Enclosure

c: Greg Melendez, CIO Julia Kim, Fire Department



PRODUCTIVITY. INVESTMENT ·FUND ·PROPOSAL (Please submit the proposal Vii� a:cover letter signed by the: department head)

Last UDdated: Auauat 3. 2021

Department: Fire Date: September 24, 2021

Project Name: Emergency Wildfire Augmentation Optimization Model Software

PURPOSE OF FUNDING (50 words). Describe how the PIF funding will be used. The funding will afford the Los Angeles County Fire Department (LACoFD) to procure a wildfire resource augmentation optimization software solution (AOM) to facilitate efficient staffing during "red flag" conditions by predicting where a fire will start and how large it will be. The aim is to optimize placement of LACoFD resources to optimize the protection of life, property, and the environment.

SUMMARY OF PROJECT. INCLUDING BENEFITS (300 words). Describe benefits and potential multi-departmental or countywide adaptation. SUMMARY OF PROJECT, INCLUDING BENEFITS (300 words). Describe benefits and potential multidepartmental or countywide adaptation. The U.S. Forest Service reports that 85 percent of wildfires within the U.S. are caused by human factors. Leading causes include discarded cigarettes, equipment malfunction on highways, illegal campfires, and burning debris. Given these wildfires are near certain to occur in Los Angeles County (County), how can we best prevent them from escalating into widespread and destructive wildfires? Current research shows that 90 percent of wildfires can be contained or controlled by a strategy known as "initial attack." Initial attack is a quick and heightened response by firefighting resources (air and ground) to a wildfire. This strategy benefits from augmented staffing, where additional resources are pre-positioned alongside onduty resources in preparation for a high-risk wildfire day. The LACoFD utilizes augmented staffing in order to heighten its dispatch capability for responding to a possible wildfire. Within the County, augmented staffing most often occurs when there are periods of high winds and low relative humility, both of which contribute to a high-risk fire classification known as red flag weather.

The AOM software solution will rely on quantitative methods, including the use of fire history, weather forecast, forest health, forest dead fuel, and forest fuel moisture content data; population density; daily staffing and equipment availability data; and cost to provide options for LACoFD command and Los Angeles Communications Center (LACC) personnel to make staffing/augmentation decisions. This project may lead to substantial cost savings while maintaining our mission of protecting lives, property, and the environment. Once refined, the AOM software solution has the potential of being utilized by our County partners, including Public Works during mud and debris flow disaster preparation in addition to being shared with and used by our mutual aid and automatic aid partners to reduce wildfire risk throughout the Southern California region.

EVALUATION/PERFORMANCE MEASURES. {300 words} Describe what specific outcomes are to be achieved and how the protect will enhance quality and/or productivity. Specific outcomes to be achieved through the AOM software solution include the use of quantitative methods to assist with staffing/augmentation decisions made by command and LACC personnel to more accurately predict where the highest potential for large wildfire growth will occur. The AOM software solution has the ability to compute millions of data points using sophisticated military intelligence to predict where a wildfire will start and how large it will grow. This enhancement will provide the LACoFD with the ability to assign resources more accurately, which reduces risk and cost. As the Region I Coordinator, Fire Chief Daryl L. Osby is also responsible for unifying local and mutual aid resources during large-scale emergencies for Los Angeles, Orange, Ventura, San Bernardino, and San Luis Obispo Counties. It is our goal to expand the use of the AOL software solution to our regional partners.

Page 1


County of Los Angeles Quality and Productivity Commission PRODUCTIVITY INVESTMENT FUND PROPOSAL

(Please submit the proposal with a cover letter signed by the department head)

Last Uodeted: Auaust 3 2021

Is this an Information Technology project? If yes, please obtain Amount Requested: endorsement and sign off from your department's CIO/IT manager and answer question 5 on page 3 below. 12fill

l'8J Yes □ NIA


A. Annual Cost of Current Process:B. Estimated Annual Cost qt Proposal: C. Savings (B minus A)

ImplementationPeriod

ProjectYear1

$90,000

.G.rao.l $270,000.00

Project �

$90,000

To!fil $270,000.00

Project .Yw.1

$90,000

Funds Flow Summary: Indicate the amount of funds needed during implementation by period {fiscal year and quarter)

• AOM Software Solutiono $90,000 (FY 2021-22)o $90,000 (FY 2022-23)o $90,000 (FY 2023-24)

Total: $270,000

Quality and Productivity Manager (Print and Sign)Hi\.p�l

.�vA �xe

�rt Division Chief

Te)ip�er (323) 881-6109

E-mailHeidi. Oliva@fire. lacounty .gov

Department CIO/IT Manager (Print and Sign) Vanessa Lam, Acting Chief Information Officer

Telephone Number(323) 890-4315

E-mail [email protected]

Department Head (Print and Sign)Fire Chief Daryl L. Osby

E-mail D_; a, ,1✓ °' )Daryl.Osby@fire. 3county.gov I

Project Manager (Print and Sign) Deputy Fire Chief Thomas Ewald

Telephone Number � /)J ,L

(310) 419-8731 • �

E-mail Thomas. [email protected]

BudgeVFinance Manager (Print and Sign)Adrian Li, Acting Financial Mgmt. Division Chief

Telephone Number(323) 838-2301

E-mail [email protected]

Telephone Number (323) 881-6180


Page2




QUESTIONS

1. Has this proposal been submitted before for a Productivity Investment Fund

loan or grant? Yes___ No ___ x ___ _

If so, when (date)?


Yes___ No X If no, why not?

The projected budget shortfalls for Fiscal Year 2021-2022 and Fiscal Year 2022-

2023 will not allow for this innovative project to be piloted.

3. How many years will it take for the loan to be paid back (3 years maximum

without special approval)? Where will the funds come from to repay the loan?


Revenue Generation

Not applicable.

Other (please explain)

4. Discuss potential for revenue increase, service enhancement, future cost

avoidance and/or cost savings. Does it reduce net County cost?

The LACoFD's LACC dispatches an average of 1,000 calls per day. When theCounty experiences "red flag" or other critical weather conditions, command andLACC personnel are task saturated in determining where resources should bestaged for optimal wildfire risk reduction. These determinations typically have tobe made within a one-hour window so as to notify LACoFD fire stations acrossthe County.

Increasing and staffing additional resources across the County for red flag and critical weather conditions leads to significant increases in overtime costs. For the case of December 2017, the LACoFD reported that augmented staffing cost in excess of $2.5 million for personnel alone, a significant amount considering this is only for one month.

A review of prior wildfire seasons indicates a need for better decision-making tools, based on quantitative methods. The AOM software solution will utilize fire history data, weather forecast data, forest health data, forest dead fuel data, forest fuel moisture content data, population density, daily staffing and equipment availability data, and cost to provide data on when and how to reposition personnel and equipment between regions, and perhaps call up reserve resources, to face red flag fire threats and other critical weather conditions.

Page3



PRODUCTIVITY INVESTMENT· FUND· PROPOSAL

5. (300 words) How does this proposal extend, amplify, or complement existing

cross-County best and shared practices (including, if applicable, technology

or sustainability practices, and equity impact - whom does this benefit and/or

burden); describe the proposed solution in terms of its innovative use of

technologies to achieve desired business outcomes, and/or Department

strategic goals and objectives?

During periods of predicted high wildfire danger, the LACoFD will augmentstaffing and move equipment to strategic locations, closer to the most wildfireprone areas. LACoFD firefighters and dispatchers understand that extinguishingwildfires when they are small, and during initial attack, is the key to reducing largedestructive wildfires. Literature and lessons learned from past wildfires supportsthat a robust initial fire attack by firefighters, aircraft, and heavy equipment reducesthe number of large destructive wildfires.

As previously stated, current fire weather staffing decisions are made using qualitative methods. The AOM software solution pilot project proposed will utilize quantitative methods including the use of weather data, resource availability and location, personnel availability and location, and cost to provide a summary of options for command and LACC personnel to make staffing/augmentation decisions. This project has the potential for substantial cost savings while enhancing our mission of protecting lives, property, and the environment.

Once refined, the AOM software solution has the potential for utilization by our County partners, including Public Works during mud and debris flow disaster preparation along with our mutual aid and automatic aid partners to reduce wildfire risk across the Southern California region.

6. (150 words) Is the proposal a pilot project? If so, what are the conditions for

further expansion or development?

Yes, this is a pilot project. Continued development will focus on geographic fireignition predictions, hourly updates to increase or reduce staffing based on theAOM outputs, and cloud-based dashboards for Department-wide situationalawareness.

Page4


County of Los Angeles Quality and Productivity Cornmission


7. (300 words) Toward which current County objectives will this project

maximize and leverage resources and/or drive innovation and operational

effectiveness. What current County processes or functions will be eliminated

or streamlined via productivity enhancements and/or quality improvements?

The proposed AOM software solution will facilitate a more efficient utilization ofresources by allowing more nuanced and complex triaging optimization modelsand would allow data tracking and quality improvement that our current systemcannot achieve. Additionally, the AOM software solution will provide for thetargeted allocation and staging of resources including on-duty firefighters, fireengines, helicopters, bulldozers, water tenders, camp crews, etc. Focusedstaging of resources allows for a more efficient surging of limited firefightingresources, which can reduce the need for future expansion as wildfire responsescontinue to rise. Lastly, the modern AOM software system will integrate with firebehavior analysis software to merge with legacy decision-making strengths.Implementation of the AOM software solution will provide a significant operationalenhancement for the LACoFD and the residents we serve and protect.

8. (300 words) Does this proposal relate to a specific Countywide Strategic Plan

goal? If yes, please explain.

Yes, this project fits Strategic Plan Goal 1, Make Investments that TransformLives, " ... by aggressively addressing society's most complicated social, health,and public safety challenges." The LACoFD continues to be a highly responsiveorganization at the local, national, and international level, capable of respondingto complex societal challenges and incidents.


relationships with the County's constituents? Please explain.

Yes, this project fits with our LACoFD Strategic Plan Goal 1, under EmergencyOperations, "by addressing societal challenges through Countywide initiatives andpartnerships." This innovative project will provide a significant service enhancementfor the Department, residents, and the communities we serve.

Page5




10.(150 words) How might this proposal promote interdepartmental cooperation

including, if applicable, data sharing and program design?

The AOM software solution has the potential to promote interdepartmental cooperation, including Public Works during mud and debris flow disaster preparation, and others (i.e. Office of Emergency Management). This solution also has the potential to be used by mutual aid and automatic aid partners to reduce wildland fire risk across the Southern California region.

11.(150 words) Where did the original idea for this project come from?

The United States Navy utilizes optimization models to determine when and where to stage resources based on risk analysis metrics.

12. When will the funds be needed? Please indicate the amount needed by fiscal

year and quarter:

2019-20 2021-22

1 st Quarter$ 1 st Quarter $

2nd Quarter $ 2nd Quarter$ 3rd Quarter $ 3rd Quarter$ 90,0004th Quarter $ 4th Quarter $

2022-23 2023-24

1 st Quarter $ 1 st Quarter $

2nd Quarter $ 2nd Quarter $ 3rd Quarter$ 90,000 3rd Quarter$ 90,0004th Quarter $ 4th Quarter $

Page6


County of Los .AngelesQuality.and Productjvity. Commls.sion

PRODUCTIVITY:INVESTMENT:F;UND<PROPOSAL

IMPLEMENTATION PLAN

(Major steps in the project (Estimated date for each development) project step)

RFP process to select 01/01/22 through vendor; Purchase Order 03/31 /22 issued to vendor

Vendor to further 04/01 /22 through develop software 06/30/22 solution

Implementation and 07/01/22 through Department Training 10/31/22

Vendor and Fire 11/01/22 through Department test and 03/31/23 further refine software solution; maintenance Implementation and 04/01 /23 through Department Training 10/31/23

Vendor and Fire 11/01/23 through Department test and 03/31 /24 further refine software solution; maintenance

·· . , ',! ,. ,.·,.· ... . ·. :· ,· , .. ,·· ... :

:fUNps Neebeo:·- : <>, :,··:)fut,1os:13epA10;:: >, ,.,�·" ' ::.' 'i::-·· \ ,.:��>::,";:,,;:, � ,'.' ·� - . ',''·:�>\:�/::'.', ,,,•,·�•,': ·�·:': ·-;.:.��\;;.<:<��\··\\'.:,:.' '�

(Amount and quarter funds (Amount and quarter funds will be needed) will be repaid)

$90,000 N/A (FY 2021-22; Quarter 3)

$0 N/A

$0 N/A

$90,000 N/A (FY 2022-23; Quarter 3)

$0 N/A

$90,000 NIA (FY 2023-24; Quarter 3)

Page 7





Services and Supplies

List all services and supplies here

(a) Total services and supplies

Other Charges

List all other charges here

(b) Total other charges

Fixed Assets

List all equipments and other fixed assets here

(c) Total fixed assets

TOTAL COSTS (a+b+c)

$270,000

$0

$0

$270,000

Page8


22.8 – Medical Examiner-Coroner, for Workstations on Wheels (WOW) for Enhancement of Autopsy Service

Page 1



Last Updated: August 3, 2021 Department: Department of Medical Examiner-Coroner (DMEC) Date: 10/21/2021

Project Name: Workstations on Wheels (WOW) for Enhancement of Autopsy Service

PURPOSE OF FUNDING (50 words). Describe how the PIF funding will be used. The purpose of this funding request is to purchase fifteen (15) medical grade workstations on wheels for the autopsy service floor. This request for PIF funding would also provide a wireless network, hardware, engineering, and labor to install the wiring and necessary wireless controller resources.


The Department acquired a Computer Tomography (CT) scanner in 2016 to enhance diagnostic accuracy, aid in retrieval of projectile evidence, improve turnaround time in cases involving blunt trauma as the cause of death, and to avoid doing autopsies in cases of religious objection. However, the monitors to view the images were not available on the service floor. At the time the CT was purchased, the department decided against having wireless computers on the autopsy floor due to Wi-Fi security concerns. Computers were hard-wired to shelves at autopsy stations. This hardwired setup of computers in the autopsy room required wireless keyboards and mice assigned to a workstation on a mobile cart. Presently, this setup is rarely used because of the non-ergonomic high shelf the computers sit on and the need to find the mobile cart that goes to a specific computer.

Since the wireless connection has proven to be secure, the Department no longer has concerns for wireless security, which creates the opportunity to use Workstations On Wheels (WOW). The workstations on wheels will be equipped with a computer, mouse, and keyboard with space to write. The medical examiner will be able to take a computer to the area where the autopsy is being performed on the decedent and simultaneously write a report and view CT scanner images. We anticipate that the ease of using workstations on wheels will increase the usage of computers on the autopsy floor and pave the way for leveraging of the upcoming replacement of the Department’s case management system. Medical examiners would be able to document their findings in real-time directly into the electronic reports, which should improve turnaround time when compared to the current paper-based system. This will help the Department embrace a digital-based government system to enhance service delivery and provide opportunities for interdepartmental collaboration.


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EVALUATION/PERFORMANCE MEASURES. (300 words) Describe what specific outcomes are to be achieved and how the project will enhance quality and/or productivity.

CT scanner images provide a more accurate location of projectiles such as bullets in the body when compared to plain film radiography. This allows for quicker recovery and preservation of evidence. Proper utilization of the workstations-on-wheels computers will allow the medical examiner to be next to a decedent and locate a bullet with surgical precision. Bullets that may take 30 minutes to 1 hour to retrieve will likely take less than 10 minutes to find. This will give more time for completing the autopsy and generating the report.

Benefits:

Improving Productivity - Reducing the time needed for the autopsy by approximately 30 minutes and following implementation of the new case management system allowing for data entry table-side.

Technology Integration – This project will integrate the technology advancement into the autopsy processes.

Improving Quality - The autopsy findings will be more comprehensive, including details that are possible only by observing a CT scan in real-time while performing the autopsy.

Backlog Reduction – As the time needed for the autopsy is reduced by one-third, the medical examiners will be able to process more cases and meet the criteria for the National Association of Medical Examiner (NAME) accreditation.

Reduce the time needed for autopsy - This project is an excellent opportunity to reduce the time to complete the exam and autopsy. In 2020 the Department performed 2,560 CT scans with an estimated time savings of 30 minutes for each case. An autopsy examination lasts approximately 1.5 hours. This time savings of 30 minutes is approximately one-third (1/3) of the time currently needed to complete a case. This estimates an approximate time savings of 1280 hours a year for technician and examiner time. They can use this saved time to move to the other important tasks.

Waste Reduction - This project will eliminate printing and paper waste.

Enhanced Training – The medical examiners will be able to receive training from the radiologist in real-time while performing the autopsy, and therefore gain valuable experience in this field.


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Yes No N/A

Amount Requested:

Loan Grant Total

$100,000.00 $100,000.00



A. Annual Cost of Current Process:

B. Estimated Annual Cost of Proposal:



FY 2021-22 3rd Quarter:

Wi-Fi Enhancement and 1 year of maintenance: $4,175.00 + $612.00 = $ 4,787.00 Ergotron SV42 Workstations (x15): $95,213.00

Total: FY 2021-22 3rd Quarter $100,000.00


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Last Updated: August 3, 2021 Quality and Productivity Manager (Print and Sign) Inna Sarac, MPA Management Analyst

Signature on File

Project Manager (Print and Sign) Odey Ukpo, M.D. Chief, Forensic Medicine

Signature on File

Telephone Number [email protected]


Department CIO/IT Manager (Print and Sign) Darwin Sypinero Information Technology Manager I Signature on File

Telephone Number 323- [email protected]

Budget/Finance Manager (Print and Sign) Patricia Romo Departmental Finance Manager Signature on File


Department Head (Print and Sign) Telephone Number Jonathan J. Lucas, M.D. Chief Medical Examiner-Coroner 323-343-0522

Signature on File [email protected]



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QUESTIONS 1. Has this proposal been submitted before for a Productivity Investment Fund loan or

grant? Yes No X

If so, when (date)?


Yes No If no, why not? No.

The idea came after deadlines for the budget request. Also, due to the budget cuts

during the COVID-19 pandemic, other competing and pressing Departmental budget

needs were the priority. DMEC is working to enhance productivity and quality in

many different areas, and this is just one of the projects. Since 2019, DMEC has

experienced a 30% increase in jurisdictional cases, almost exclusively due to drug

overdoses, natural non-COVID deaths, and homicides. The PIF grant is an

opportunity for the Department to take action immediately and improve services.


special approval)? Where will the funds come from to repay the loan? N/A




and/or cost savings. Does it reduce net County cost?

This project would allow the medical examiners to locate the projectiles faster during

the autopsy. It was estimated that instead of spending thirty minutes to an hour to

locate and extract the projectiles and foreign items in the body, the medical

examiners would be able to perform this procedure in ten minutes, with surgical

precision. This is a significant reduction in time spent for an autopsy and improved

services for the County of Los Angeles. The Department continues to have a

backlog of cases which negatively impacts its ability to meet the critical 90% of


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exams completed within 72 hours NAME accreditation requirement. This project will

help the Department reduce backlog, and the time saved would allow the medical

examiners to move to the next case sooner, increase productivity, and meet the

NAME requirements.

This project is a continuation of the case management system enhancement. The

Department has purchased computers to be ready for the new system. Some of

these computers have been installed, but the placement was not optimal. This

workstation model should improve usage tremendously and will allow for fuller

leveraging of the new case management system and table-side information entry

and access.


County best and shared practices (including, if applicable, technology or

sustainability practices, and equity impact – whom does this benefit and/or burden);

describe the proposed solution in terms of its innovative use of technologies to

achieve desired business outcomes, and/or Department strategic goals and

objectives?

This project will help realize tomorrow’s government today by converting our paper-

based system into an electronic system.

Currently, medical examiners have to save CT scanner images on their computer at

their desk, print these images, and take them to the autopsy floor. With this pilot

project, the medical examiner will no longer have to print images which will save

paper and ink. In addition, the project will enhance the usability and adoption of the

Department's new Case Management System (CMS), which is estimated to be

operational in 12-18 months. The Workstation-on-Wheels project will create a mobile

experience for users that will make documentation and review of cases information

more efficient and would improve the quality of autopsy information by reducing

errors since information would be entered table-side at the time of autopsy.

Medical examiners will improve their accuracy for bone-related injuries. Many bones

in the body are deep to the areas examined by autopsy and therefore some injuries


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could be missed. The CT images have a higher sensitivity to detect these injuries

which may direct the medical examiner to explore the injury further by doing a

special autopsy procedure. Interdepartmental collaboration for projects and

casework will be improved because sharing of information will no longer need to be

done by paper. A medical examiner might be next to a decedent and send an email

to a radiologist to get a tableside consult in real-time. A medical examiner could also

complete their report as they stand next to the autopsy table, and this should

improve the accuracy of documentation that is important for court testimony and

providing information to families. This project will also improve the turnaround time

for the completion of reports.


expansion or development?

Yes, this is a pilot project. Medical examiners will be observed on the service floor,

using the workstations on wheels. The project manager will solicit feedback from the

staff to determine ease of use, practicality, ergonomics, and durability. We expect

that this project will enhance services and will be used with high frequency and will

plan to expand the number of workstations to be available for each of the twenty-

one autopsy stations. DMEC will incorporate the program cost into the Departmental

budget once the pilot project is proven successful.


leverage resources and/or drive innovation and operational effectiveness. What

current County processes or functions will be eliminated or streamlined via

productivity enhancements and/or quality improvements?

The project aligns with the County Strategic Plan Goal Strategy III.2, Objective3,

“Prioritize and Implement Technology Initiatives That Enhance Service Delivery and

Increase Efficiency”. This will eliminate the need to print pages of CT scanner

images. Assistance by a radiologic technician to locate bullets will be reduced and


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therefore allocate time to perform other tasks. Diagnostic accuracy for deep injuries

will also be improved and therefore produce more detailed/accurate autopsy reports.


If yes, please explain.

The proposal aligns with the County Strategic Plan Goal III, “Realize Tomorrow’s

Government Today”. The implementation of this project will reduce the waste

associated with printing documents on paper. This will help develop staff for

multidisciplinary approaches to training by developing relationships with the

radiologist who can provide real-time feedback. This project will open up secure

methods of sharing and exchanging data between departments. It will also help

maximize the use of our relatively advanced technology of a CT scanner.


relationships with the County’s constituents? Please explain.

Yes, we may be the only office or one of only a few offices in the Country that has

implemented workstations on wheels used in conjunction with CT scanner images.

When medical examiners interview to work at our office, this will be a plus for

recruitment because it shows that the County is deeply committed to excellence.

10. (150 words) How might this proposal promote interdepartmental cooperation

including, if applicable, data sharing and program design?

Radiologists from Olive View Medical Center already have remote access to our CT

scanner images. Real-time consultations will now be in the realm of possibility given

the ability to communicate online (Microsoft Teams, email, etc.) and have the ability

to perform autopsies next to the computer.


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11. (150 words) Where did the original idea for this project come from?

The original idea came from Dr. Ukpo in 2017, but restrictions based on wireless

security prevented the implementation of this system. Since then, the wireless

connection has continued to be proven safe. Upon discussing this proposal with the

management team, it was decided that a PIF grant would be the best approach to

finance this productivity and quality of service enhancement.


and quarter:

2021-22 2022-23



3rd Quarter $100,000.00 3rd Quarter $

4th Quarter $_________ 4th Quarter $

2023-24 2024-25






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IMPLEMENTATION PLAN



Requirement Gather




Demo carts with staff and make selection

9/21/2021 to 9/27/2021 $0

$

Order of workstations and installment of Wi-Fi enhancement and 1 year maintenance

01/01/2022 $ 100,000.00

Delivery of Workstation and Installation of Wi-Fi

02/28/22 $0

Installation of computers on workstations

03/01/22 $0

Deployment of workstations on service floor

04/01/22 $0

Solicit feedback from medical examiners using the carts

04/01/22 to 09/01/22 $0

Document any durability issues of the workstations

04/01/22 to 09/01/22 $0


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Services and Supplies List all services and supplies here

(a) Total services and supplies $

Other Charges List all other charges here

(b) Total other charges $

Fixed Assets List all equipment and other fixed assets here

Wi-Fi installation and 1 year of maintenance: $4,175.00 + $612.00 = $ 4,787.00

Workstations (x15) $ 95,123.00

TOTAL COSTS (a+b+c) $ 100,000.00


Los Angeles County Productivity Investment Board

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