2024-2025: from findings to follow-through

Plans staff training and collaboration among IT, Finance, and payment-processing departments. Will seek Board direction on the completion timeline.

Plans staff training and collaboration among IT, Finance, and payment-processing departments. Expects this work in fiscal year 2025–2026.

Plans to identify the correct SAQ with Finance and other payment-processing departments before the close of fiscal year 2025–2026.

Plans to identify the correct SAQ with Finance and other payment-processing departments before the close of fiscal year 2025–2026.

Agrees and proposes research, departmental consultation, implementation procedures, and fiscal year 2025–2026 resource requests.

Agrees and proposes research, departmental consultation, implementation procedures, and fiscal year 2025–2026 resource requests.

Agrees to update replacement procedures, monitor costs, and seek personnel resources by the close of fiscal year 2025–2026.

Agrees to update replacement procedures, monitor costs, and seek personnel resources by the close of fiscal year 2025–2026.

Agrees to explore testing vendors and establish a periodic schedule, with implementation tied to fiscal year 2025–2026 resources.

Agrees to explore testing vendors and establish a periodic schedule, with implementation tied to fiscal year 2025–2026 resources.

Agrees to assess staffing and develop a Cyber Security Analyst allocation and job description; personnel requests are to be included in fiscal year 2026–2027 proposals. Says the full assessment can occur after September 11, 2025.

Agrees to assess staffing and develop a Cyber Security Analyst allocation and job description; personnel requests are to be included in fiscal year 2026–2027 proposals.

Agrees to quarterly reports to the Board and department heads, beginning in the first quarter of fiscal year 2025–2026.

Agrees to quarterly reports to the Board and department heads, beginning in the first quarter of fiscal year 2025–2026.

Accepts adding Handbook training to annual instruction, favors targeted legal training, and describes ongoing specialized training for the Executive Officer.

Accepts adding Handbook training to annual instruction, favors targeted legal training, and describes ongoing specialized training for the Executive Officer.

Supports reviews using five years as a benchmark and a comprehensive review in 2025; makes a formal policy contingent on Commission direction.

Supports reviews using five years as a benchmark and a comprehensive review in 2025; makes a formal policy contingent on Commission direction.

Agrees that any developed policy should receive County Counsel review but rejects the need for a specialist.

Agrees that any developed policy should receive County Counsel review but rejects the need for a specialist.

Says any developed policy will be adopted at a noticed public hearing and published.

Says any developed policy will be adopted at a noticed public hearing and published.

Plans to finish the comprehensive sphere review in 2025 and publish timelines for any service reviews in future meeting materials.

Plans to finish the comprehensive sphere review in 2025 and publish timelines for any service reviews in future meeting materials.

Uses fiscal-year budgeting; says the proposed 2025–2026 budget funds the sphere review and service-review budgets or amendments will follow if needed.

Uses fiscal-year budgeting; says the proposed 2025–2026 budget funds the sphere review and service-review budgets or amendments will follow if needed.

Says review progress already appears on all meeting agendas published online and rejects a separate tracker or database.

Says review progress already appears on all meeting agendas published online and rejects a separate tracker or database.

Disagrees, saying routine oversight of district operations is outside LAFCO’s authority and unsolicited guidance would be discretionary.

Disagrees, saying routine oversight of district operations is outside LAFCO’s authority and unsolicited guidance would be discretionary.

Proposes Board invitations to MLPD and Mammoth Hospital to participate in the Behavioral Health Advisory Board; identifies its next meeting as August 11, 2025.

Will participate in a jointly requested committee but says Behavioral Health cannot compel other agencies to participate.

Will direct Behavioral Health to contact MOU partners and initiate the agreement’s meetings in fiscal year 2025–2026.

Will send a representative when the committee is reinvigorated.

Offers training on Behavioral Health’s role and techniques if requested by MLPD; identifies POST training as an alternative suited to officers.

Offers training on Behavioral Health’s role and techniques if requested by MLPD; identifies POST training as an alternative suited to officers.

Agrees and says Public Works is doing everything in its power to move the project forward.

Agrees and supports Public Works’ efforts to keep the aging facility functioning.

Agrees, cites County-owned workforce apartments in Bridgeport, and reports approval of hiring and recruitment incentives for four correctional deputies.

Partly agrees and partly disagrees, says allocated funding is sufficient, and attributes the timeline to State approvals and building-season constraints.

Partly agrees and partly disagrees, explaining that third-party processors and Finance manage payments while IT should assist with assessment and security review.

Partly agrees and partly disagrees, explaining that third-party processors and Finance manage payments while IT should assist with assessment and security review.

Agrees that missing immutable backups increase disruption risk and proposes researching practical options with departments.

Agrees that missing immutable backups increase disruption risk and proposes researching practical options with departments.

Agrees that end-of-life devices remain and describes funding and staffing limits within the Technology Refresh/Internal Service Fund established in 2014.

Agrees that end-of-life devices remain and describes funding and staffing limits within the Technology Refresh/Internal Service Fund established in 2014.

Agrees with the testing gap, describes existing 24/7 monitoring, and proposes additional testing and vendor relationships.

Agrees with the testing gap, describes existing 24/7 monitoring, and proposes additional testing and vendor relationships.

Agrees that staffing is insufficient, reports a Chief Information Security Officer hired in March 2025, and plans work with Human Resources on a Cyber Security Analyst position. Also anticipates losses linked to the County’s remote-work change.

Agrees that staffing is insufficient, reports a Chief Information Security Officer hired in March 2025, and plans work with Human Resources on a Cyber Security Analyst position.

Agrees that training results have not been brought to the Board and proposes quarterly reporting to supervisors and department heads, with sensitive vulnerabilities discussed separately.

Agrees that training results have not been brought to the Board and proposes quarterly reporting to supervisors and department heads, with sensitive vulnerabilities discussed separately.

Partly agrees and partly disagrees. Acknowledges delayed reviews but says organizational decisions use detailed proposal reports and disputes the claim that every sphere and service review requires an update every five years.

Partly agrees and partly disagrees. Acknowledges delayed reviews but says organizational decisions use detailed proposal reports and disputes the claim that every sphere and service review requires an update every five years.

Disagrees that routine performance oversight is LAFCO’s responsibility, distinguishing service reviews and organizational decisions from day-to-day district operations.

Disagrees that routine performance oversight is LAFCO’s responsibility, distinguishing service reviews and organizational decisions from day-to-day district operations.

Disagrees, stating that no delayed organizational decisions are known and that LAFCO lacks authority over day-to-day district operations.

Disagrees, stating that no delayed organizational decisions are known and that LAFCO lacks authority over day-to-day district operations.

Partly agrees that training is introductory but disputes that training determines whether the Commission operates proactively; favors targeted instruction and continued training.

Partly agrees that training is introductory but disputes that training determines whether the Commission operates proactively; favors targeted instruction and continued training.

Disagrees and explains several possible interpretations, distinguishing criminal arrests from health-related temporary detentions and citing HIPAA restrictions.

Partly agrees and partly disagrees, distinguishes Behavioral Health’s assessment role from armed law enforcement, and describes referral procedures under the Mobile Crisis Response MOU.

Partly agrees and partly disagrees, distinguishes Behavioral Health’s assessment role from armed law enforcement, and describes referral procedures under the Mobile Crisis Response MOU.

Says the hospital has no response to this finding at this time.

Agrees, stating that discharge and transfer details are protected health information and that law enforcement is not entitled to those details.

Agrees about limits on individual-case feedback, offers aggregate annual data, and says 2025 referral results will be sent to MLPD in January 2026.

Agrees about limits on individual-case feedback, offers aggregate annual data, and says 2025 referral results will be sent to MLPD in January 2026.

Says the hospital has no response to this finding at this time.