An Independent Voice for Government Reform: Biennial Report 2005-2006

L H C ITTLE OOVER OMMISSION A I V N NDEPENDENT OICE G R FOR OVERNMENT EFORM B R 2005 - 2006 IENNIAL EPORT February 2007 State of California LITTLE HOOVER COMMISSION February 22, 2007 Dear Governor and Members of the Legislature: The quality of California’s future depends on State government’s ability to reform itself. From how we prepare for natural disasters to how we manage the correctional population, the State must incorporate the lessons of past experience and independent review to ensure a better quality of life for all Californians. California has faced unprecedented challenges and unprecedented opportunities to modernize and improve government over the past two years. In some cases – such as prison health care and the juvenile justice system – change has been forced upon the State. In others, such as the public health system, policy-makers enacted important reforms that will make all Californians safer. The Commission’s recommendations over the last two years, summarized in this report, identify practical and proven reforms unified by core elements: expert leadership, strategic priorities, goals, and a focus on productivity and performance. The Commission has provided bipartisan, fact driven and timely advice to help policy-makers move the State forward in critical areas, including public safety, human resources and technology. In its report on emergency preparedness, the Commission found that despite California’s vulnerability to floods, earthquakes and fires, the State has not put in place the plans, strategies or tools needed to respond to the inevitable catastrophic event. The Commission recommended that lawmakers develop and implement a statewide strategy for planning for and responding to catastrophic events that could overwhelm the capacity of local governments. A decade after its inception, CALFED, the state-federal plan for protecting water supplies and levees in the Sacramento-San Joaquin River Delta, was facing a crisis of confidence among key stakeholders. Responding to a request from the Governor to review the CALFED governance structure, the Commission recommended ways to improve the management of the State’s most precious water resource – the Bay-Delta. The Commission recommended a strong, expert-based and accountable leadership structure to manage the resources in the fragile estuary. Believing that successful public programs require highly-skilled leaders, the Commission reviewed the State’s management workforce. The Commission recommended ways to attract and maintain the brightest and most capable public servants. To recruit better managers, the Commission urged state leaders to open California’s hiring process to include more non-state employees and adopt a performance compensation strategy for top-level executives. In recommending that the Legislature accept the Governor’s plan to reorganize the California correctional system, the Commission said that lawmakers also must address long-standing problems in the juvenile justice system. The State needs a comprehensive strategy for juvenile justice that includes a continuum of facilities, stable funding for county programs and services that are evidence-based and well managed. In reviewing the Governor’s reorganization plan to create the Department of Technology Services, the Commission described the need for expert leadership and urged the Governor to create the position of chief information officer with a competitive salary to attract and retain the most experienced and qualified individual. The results of the Commission’s efforts are documented in this report. These results represent a substantial and specific return on the State’s investments by strengthening democracy and empowering citizens to evaluate government policies. Little Hoover Commission Contents Little Hoover Commission Commission Leadership.............................................................................................................................. 2 Members........................................................................................................................................................ 3 Commission Resources............................................................................................................................... 6 A Fair & Open Process Commission Review Process...................................................................................................................... 7 Assessing Reorganization Plans................................................................................................................. 7 In Pursuit of the Public Interest Summary of Commission Reports, 2005 – 2006..................................................................................... 9 To Reform Public Programs Summary of Commission Recommendations, 2005 – 2006................................................................. 11 Supported Legislation 2005 - 2006 Bills supported and tracked by the Commission..................................................................................... 13 Working to Improve Outcomes Non-legislative Commission accomplishments....................................................................................... 15 Implementation Activities Commission activities to support its recommendations........................................................................ 17 Current, Future and Completed Reviews Completed, current and future reviews..................................................................................................... 23 Expert Consultation Witnesses who testified before the Commission, 2005 – 2006............................................................. 25 45 Years of Independent Oversight List of Commission reports by subject, 1962 – 2007............................................................................. 31 Governors’ Reorganization Plans.............................................................................................................. 37 1 Little Hoover Commission An Independent Voice for Government Reform The Little Hoover Commission informs policymaking in California through well-researched reports that analyze and evaluate public programs. The Commission functions as a consultant to government as well as a watchdog, documenting program inefficiencies and recommending improvements. It has the statutory authority to examine the organization and reorganization of government agencies and, based on its findings, make proposals directly to the Governor and Legislature. The Commission is … Commission Leadership Independent: The Commission is not part of the executive or legislative branch of state Chairman government. The Commission is not a panel Michael E. Alpert of stakeholders asked to examine problems (D-Rancho Santa Fe) policy-makers cannot agree upon. It is not Michael E. Alpert was responsible for the status quo and is not first appointed to the afraid to challenge it. Commission in May Empowered: The Commission has the broad 1994 by Assembly Speaker Willie L. authority to evaluate any aspect of the Brown Jr. He was executive branch of state government – to reappointed by the review records, call witnesses, hold hearings Senate Rules Committee in 1997, and issue reports. By selecting its own February 1999 and January 2003. He is studies, the Commission can respond to a retired partner in the law firm of Gibson, Dunn & Crutcher and former requests for projects from the public and from chief deputy commissioner of the public officials. California Department of Corporations. Bipartisan: Policy debates benefit from a He served as vice chairman of the Commission from 1995 to 2001 and was balance of partisan ideologies and ultimately elected chairman in 2001. forge more meaningful outcomes. By statute, the Commission may not have more than five citizen members from the same political Vice chairman party. Stanley R. Zax (DTS-Beverly Hills) Transparent: The Commission conducts its studies openly, relying on direct and Stanley R. Zax was meaningful citizen involvement to assess appointed to the Commission in March state government performance and explore 1994 by the Senate ways to improve efficiency. The Commission Rules Committee. He holds formal public hearings, advisory was reappointed in committee meetings, site visits and January 1998, interviews. January 2002, and January 2006. Commissioner Zax is president and Informed: The Commission’s work is chairman of Zenith Insurance Company. supported by a small, paid staff that He was elected vice chairman of the organizes meetings, conducts background Commission in 2001. research and provides full-time representation for the Commission. 2 CITIZEN LEADERS Eloise Anderson (R-Sacramento) Eloise Anderson was appointed to the Commission by Governor Arnold Schwarzenegger in October 2006. She is president of JobWave, a free employment program designed to assist both employers and employees in job placement. Previously, Commissioner Anderson served as director of the California Department of Social Services. Marilyn C. Brewer (R-Newport Beach) Marilyn C. Brewer was appointed to the Commission in October 2006 by Governor Arnold Schwarzenegger. Previously, she served in the Assembly representing California’s 70th district from 1994 to 2002. She also is a former commissioner of the Orange County Transportation Authority and former executive assistant to Orange County Supervisor Thomas F. Riley. Daniel W. Hancock (D-San Ramon) Daniel W. Hancock was first appointed to the Commission by Assembly Speaker Cruz Bustamante in July 1997. He was reappointed by Speaker Robert M. Hertzberg in January 2001 and by Speaker Fabian Núñez in March 2006. Commissioner Hancock is a strategic advisor and former president of Shapell Industries of Northern California. Loren Kaye (R-Sacramento) Loren Kaye was appointed to the Commission in March 2006 by Governor Arnold Schwarzenegger. He is president of the California Foundation for Commerce and Education. Previously, he served as a partner at KP Public Affairs, as undersecretary for the California Trade and Commerce Agency, and cabinet secretary to Governor Pete Wilson. Welton C. Mansfield (R-Newport Beach) Welton C. Mansfield is a retired executive vice president and managing director of Foote, Cone and Belding, an international advertising agency. He was appointed to the Commission by Assembly Speaker Herb J. Wesson Jr., in January 2003. 3 CITIZEN LEADERS Senator Bob Margett (R-Glendora) Senator Bob Margett was appointed to the Commission by the Senate Rules Committee in January 2007. He was elected to California’s 29th senate district in November 2000. He serves as vice chair of the Senate Natural Resources and Water Committee and also serves on the Public Safety and Banking, Finance and Insurance committees. Senator Carole Migden (D-San Francisco) Senator Carole Migden was appointed to the Commission by the Senate Rules Committee in January 2007. She was elected to California’s 3rd senate district in November 2004. Senator Migden serves as chair of the Senate Democratic Caucus and chair of the Senate Labor and Industrial Relations Committee. Eugene “Mitch” Mitchell (R-Carlsbad) Eugene “Mitch” Mitchell was appointed to the Commission by Governor Arnold Schwarzenegger in April 2004. He is regional vice president of external affairs for San Diego Gas & Electric Company, Southern California Gas Company, Sempra Energy’s California regulated utilities. Previously, he served as vice president of public policy and communications at the San Diego Regional Chamber of Commerce. Assemblymember Pedro Nava (D-Santa Barbara) Assemblymember Pedro Nava was appointed to the Commission by Assembly Speaker Fabian Núñez in April 2005. He was elected to California’s 35th assembly district in November 2004. Assemblymember Nava serves as chair of the Assembly Transportation Committee. Leslie “Teddie” Ray (D-Laguna Beach) Leslie “Teddie” Ray was appointed to the Commission by Governor Gray Davis in November 2003. She is a former real estate executive and serves on the boards of directors and as event chair for several community organizations, including the Second Harvest Food Bank, Orange County Great Park Conservancy and Planned Parenthood of Orange and San Bernardino Counties. 4 CITIZEN LEADERS Assemblymember Audra Strickland (R-Moorpark) Assemblymember Audra Strickland was appointed to the Commission by Assembly Speaker Fabian Núñez on April 21, 2005. She was elected to California’s 37th assembly district in November 2004. Assemblymember Strickland serves as vice chair of the Assembly Labor and Employment Committee. LEGISLATORS WHO ALSO SERVED ON THE COMMISSION IN 2005 – 2006 Senator Liz Figueroa Senator Charles S. Poochigian (D-Fremont) (R-Fresno) Senator Liz Figueroa was Senator Poochigian was appointed to the appointed to the Commission Commission by the Senate by the Senate Rules Rules Committee in Committee in January 2005. January 2005. She was He was initially elected to the initially elected to the 10th 14th senatorial district in senatorial district in 2002. 1998. Why the Little Hoover Commission? The Little Hoover Commission is modeled after the federal Commission on Organization of the Executive Branch of Government, created in 1947 by President Harry S. Truman. The commission – commonly referred to as the “Hoover Commission” for its chairman, former President Herbert Hoover – was established to reorganize and bring efficiency to the federal bureaucracy, which had grown significantly during the Great Depression and World War II. The Commission had 12 members, 6 from the Democratic Party and 6 from the Republican Party. In its final report to Congress in 1949, the Hoover Commission recommended the consolidation of many functions of government and recommended the creation of several new agencies, including the departments of Health, Education and Welfare and the General Services Administration. The commission was considered extremely successful and more than 70 percent of its recommendations were implemented. In 1961, California State Senator Milton Marks authored legislation to create the Milton Marks Commission on California State Government Organization and Economy, which came to be known as the “Little” Hoover Commission. Similar to the Hoover Commission, Senator Marks proposed that the Commission be bipartisan and independent and empowered to examine the organization of the executive branch of government. The Commission also was charged to review and make recommendations to the Legislature on Governors’ plans to reorganize government functions. Sources: William E. Pemberton. 1991. “Truman and the Hoover Commission.” Whistle Stop. Newsletter of the Harry S. Truman Library Institute. On file. Also, “Hoover Commission.” 2007. Encyclopedia Britannica. http://concise.britannica.com/ebc/article-9367326/Hoover-Commission>. Web site accessed on January 18, 2006. 5 Commission Resources A modest investment in state funds allows the Little Hoover Commission Staff... Commission to leverage the time and talent of its members, experts, researchers, practitioners, consumers and other Californians who contribute to Commission efforts. A small staff of civil service Commissioners serve as volunteers and, as such, receive no employees arrange meetings, compensation for their services. conduct research, draft reports, advocate for recommendations, The Commission received $941,000 from the General Fund and perform related administrative in the fiscal year 2005-06. The bulk of the Commission’s functions on behalf of the budget supports a small professional staff. The rest is spent Commission. on printing, equipment, facilities, and travel reimbursements to Commissioners and witnesses. Stuart Drown Executive Director Salary Printing F a 8 ci % liti es Sa 1 v % ing s E G xp e 1 e n % n e s r a e l s Administrative & N De a p n u c t y y L E y x o e n c s u tive Director 1% Budget Services Travel Expenses 4% 1% Carole D’Elia Project Manager Norman Skonovd Project Manager Sherry Robyn Legislative Coordinator Personnel 84% Kate Martin Research Analyst The Commission On-Line Joycelyn Martinez-Wade The Commission maintains a Web site online at Research Analyst www.lhc.ca.gov. Alex Wagner The Web site provides information about public hearings, Research Analyst advisory committee meetings and studies underway. Commission reports since 1990 are available on the Web. Jamie Semon Additionally, the Web site has a feedback function that Office Technician allows the public to email the Commission and request copies of reports. Hearings are recorded and can be Webcast * * * through Cal Channel, www.calchannel.com. Former staff who worked on the reports covered in this biennial: James P. Mayer, Executive Director Toby Ewing, Project Manager Peter McNamee, Project Manager Sonia Frazier, Executive Secretary 6 4781 ,lotipaC etatS A Fair & Open Process An essential component of the Commission’s independence is its ability to select which programs, agencies and government functions to review. Although the Commission selects its own topics, it often receives and considers requests for projects from the Governor, members of the Legislature and the public at large. In selecting a project, the Commission generally considers whether it can contribute to the issue; if the timing is appropriate; how the Commission’s recommendations may add to an ongoing policy debate; and, how the project will fulfill the Commission’s mandate to improve the efficiency and economy of state government. After the Commission selects a project, the staff conducts in- “The Little Hoover depth research and consults top experts, research organizations and federal and state officials. In the past, the Commission has Commission is the tapped former governors, private think tanks and public only entity willing universities for perspectives, research, ideas and data. Stakeholders and experts are invited to testify before the full to tell us that an Commission at public hearings generally held once a month in the State Capitol. A list of the witnesses who testified before the idea is anywhere Commission during 2005-06 is provided on Pages 25 – 30. from brilliant to For most projects, the Commission forms advisory committees of stupid to fluffy experts, advocates and other stakeholders. Through a series of meetings, the committee helps the Commission understand policy marketing.” issues from various perspectives and allows interested parties to communicate their concerns to the Commission. The Senator Joe Dunn. May 25, 2005. Commission consistently seeks out those most affected by the State Capitol Hearing. state policies it reviews. Commission hearings and meetings are open to the public. Once the Commission has gathered enough testimony, research and knowledge, and deliberated the issues, the staff is directed to draft a comprehensive report that is voted on by the Commission. Reports require a majority vote of the Commission. Final reports are distributed to the Governor and Legislature and are made available to the public and posted on the Commission’s Web site. Assessing Reorganization Plans: The Commission’s Role State law provides the Governor with the authority to examine the organization of executive branch agencies and determine the changes necessary to promote more efficient and effective services. The reorganization process is used to consolidate, transfer or abolish programs and agencies. Sometimes the process creates new agencies, but it cannot be used to create new functions of government. The law allows the Governor to pursue those changes through an accelerated and streamlined legislative process. The process calls for the Governor to propose a plan, for the Little Hoover Commission to review and make a recommendation to the Legislature regarding the plan, and for the Legislature to either allow the reorganization to go into effect or to reject it by a majority vote in either house. The legal authority for the reorganization process is established in Article 5, Section 6 of the California Constitution, and is detailed in the Government Code. A full list of all reorganization plans reviewed by the Commission begins on Page 37. 7 8 Public Interest In pursuit of the A summary of Commission reports published in 2005 – 2006 California state government exists to represent, serve and protect the interests of all Californians. From responding to natural disasters to managing natural resources, state government is responsible for a wide array of functions and services. Over the past two years, the Commission evaluated several of these functions, including the State’s ability to prepare for and respond to catastrophic emergencies, improve its management workforce and govern one of California’s most important and delicate resources, the Bay-Delta estuary. The Commission reviewed and issued reports on two reorganization plans submitted by the Governor. Additionally, the Commission held two public hearings on Governor Schwarzenegger’s Reorganization Plan to Reform California’s Boards and Commissions. The Governor withdrew this plan prior to the release of the Commission’s report. Reconstructing Government: A Review of the Governor’s Reorganization Plan Reforming California’s Youth & Adult Correctional Agency February 2005 Effective prison management requires an organizational structure infused with strong leadership and accountability. The Commission recommended that the Legislature allow the Governor’s plan to reorganize the Youth & Adult Correctional Agency into the California Department of Corrections and Rehabilitation (CDCR) to take effect. The recommendation was based on the plan’s potential to strengthen and clarify the chain of command in corrections and refocus policy on performance and rehabilitation – critical elements to improving outcomes. The Commission also determined the plan would reduce costs and leverage spending by centralizing shared services. In supporting the plan, the Commission also urged the Governor and Legislature to establish independent expert oversight and formulate a statewide strategy for juvenile justice. Reconstructing Government: A Review of the Governor’s Reorganization Plan to Create a Department of Technology Services May 2005 Successful organizations – public and private – embrace technology to reduce costs, manage risk, improve services and raise outcomes. Given this, the Commission determined that the Governor’s plan offered a modest but important step in improving how the State uses technology to serve Californians. The Commission supported this plan and recommended additional improvements to mitigate risks and ensure that implementation does not interrupt essential services. To that end, the Commission urged the Governor to appoint an accomplished technology leader to administer the State’s technology services and establish a technology governing board with experts from the public and private sector to set technology policy, approve spending and create accountability for performance. 9 Serving the Public: Managing the State Workforce to Improve Outcomes June 2005 Successful public programs require highly skilled leaders. In this study, the Commission examined procedures for hiring, training, managing and rewarding state employees – and found a system engineered for failure. California’s hiring system is overly reliant on internal promotions and fails to recruit top graduates from public universities or experienced managers from the private sector. To correct these failures, the Commission urged state policy-makers to open the State’s hiring process and establish performance measures for the personnel system. Still Imperiled, Still Important: The Little Hoover Commission’s Review of the CALFED Bay-Delta Program November 2005 The CALFED Bay-Delta Program is an ambitious state-federal attempt to restore the Sacramento-San Joaquin River Delta – a critical but imperiled resource. To be successful, the Commission determined that CALFED needed a stronger and more accountable governance structure. To that end, the Commission urged the Governor and Legislature to restore the senior management team of state and federal department heads known as the policy group and appoint the Secretary of the California Resources Agency to lead and ultimately be responsible for the program’s performance. Safeguarding the Golden State: Preparing for Catastrophic Events April 2006 Despite California’s vulnerability to flooding, earthquakes and bioterrorism, the Commission determined the State is ill prepared to prevent or respond effectively to a catastrophic event. The State maintains that it has the authority and the capacity to assume control of emergency management when local agencies are overwhelmed, but the State has not put in place a strategy to manage catastrophic events. The Commission urged the State to establish a comprehensive strategy for responding to a catastrophic event, in consultation with independent experts. Additionally, the Commission advised the Governor and Legislature to restructure state emergency management operations into a single, cabinet-level entity under the direction of an experienced leader. 10 Public Programs To Reform During the past two years the Commission made numerous recommendations that would reduce costs, increase the efficiency of public services and improve the lives of Californians. These recommendations fall within the rubric of four essential elements needed to transform government: Forceful leadership, clear goals, strategic priorities and improving performance and productivity. The most critical recommendations are highlighted below. Leadership effective managers to meet the demands of the 21st century. In Serving the Public: Managing the State Workforce to Improve r Identify a clear chain of command for Outcomes (June 2005), the Commission emergency response and appoint an recommended that to recruit and retain experienced leader. Despite its vulnerability better managers, the State should open its to floods, earthquakes and bioterrorist hiring process to include more non-state attacks, California lacks a catastrophic employees. Additionally, the Commission response plan. In Safeguarding the urged lawmakers to adopt a performance- Golden State: Preparing for Catastrophic based compensation strategy for Events (May 2005), the Commission urged department managers and executives that lawmakers to adopt a plan that identifies would be competitive with the private a clear chain of command for catastrophic sector. response. The Commission also urged the Governor to consolidate the offices of Goals Emergency Services and Homeland Security and appoint an experienced leader of the reorganized department. r To better prepare and protect California from a catastrophic event, the Governor and r Replace the leadership structure of the Bay- Legislature should contract for an independent Delta Authority with one that has the authority gap analysis to assess the strengths and to accomplish CALFED’s mission. Leadership weaknesses of the State’s emergency is given the credit for CALFED’s early preparedness. In its 2005 report on progress and blame for the lack of recent California’s emergency preparedness, the progress. The job will require a strong Commission urged policy-makers to hire and talented leader as well as a an independent consulting firm to governance structure that enables the conduct a gap analysis of the State’s leader to get the job done. In Still emergency response capacity. To Imperiled, Still Important: A Review of the undertake the gap analysis, policy-makers California Bay-Delta Authority (November must be clear on what they hope to 2005), the Commission recommended that accomplish and the State must define the Governor ensure a high-caliber clear goals. individual is in place to lead the initiative. The early days of CALFED showed that r To attract talented managers, the Governor the secretary, with the assistance of an should initiate a campaign to reinvigorate undersecretary dedicated full time to the public service. In its 2005 report on project, can provide the necessary managing the State workforce, the leadership. Commission recommended the Governor conduct a public service campaign that r Reform the State hiring and management establishes a unifying vision of public structure to actively develop stellar leaders. service and documents the State’s California’s personnel system is not contributions to a high quality of life. The designed or operated to ensure that state Commission urged each state agency to departments have the most skilled and do a better job of providing information on 11 the work they do and its value to preparedness efforts to progress in Californians. meeting benchmarks. Strategic Priorities Performance & Productivity r Refine the strategy for developing and r Establish independent, expert oversight of the implementing long-term and sustainable reforms in the Governor’s corrections solutions to the Bay-Delta. Growing reorganization plan to ensure that they are fully disagreements about the vision and implemented, using evidence-based strategies mission of CALFED were jeopardizing the and performance measures. Based on the critical effort to meet California’s water failed history of past correctional reform needs and restore the health of the Bay- efforts, the Commission recommended Delta estuary. In its 2005 review of the that an independent body be tasked with California Bay-Delta Authority, the overseeing the progress of the new Commission urged lawmakers to alter Department of Corrections and California’s Bay-Delta strategy in a way Rehabilitation in implementing reforms that more clearly defines the goals and outlined in the Governor’s plan. This methods of restoring the estuary. oversight body, the Commission urged, Specifically, the Commission should recommend annually to the recommended that state lawmakers adopt Governor and Legislature statutory a comprehensive water plan and empower changes, budget priorities and resource the right agencies to implement it. allocations to improve public safety. r Develop a comprehensive, statewide strategy r Require the Office of Emergency Services to for juvenile justice that provides an evidenced- develop performance measures and based continuum of services. In benchmarks for preparedness. To improve recommending that the Legislature adopt California’s emergency planning and the Governor’s plan to reorganize the accountability, the Commission Youth & Adult Correctional Agency, the recommended that the Legislature adopt Commission urged lawmakers to develop performance measures for the Office of a plan that will ensure a continuum of Emergency Services modeled after the juvenile justice services. In Reconstructing federal Office of Management and Budget. Government: A Review of the Governor’s Additionally, the Commission recommend- Reorganization Plan Reforming California’s ed that lawmakers require the department Youth & Adult Correctional Agency to prepare and submit an annual (February 2005), the Commission also emergency preparedness assessment of suggested that lawmakers identify state and local progress toward essential juvenile justice programs and set preparedness goals. aside the necessary resources to keep them running. r The State should craft and adopt a performance compensation strategy for managers and r The Governor and Legislature should ensure executives. To motivate improvements and that emergency funding is adaptive, strategic attract a strong management team, the and creates incentives for improvement. In its Commission recommended in its 2005 2006 review of the State’s ability to management review of the state prepare for and respond to a catastrophe, workforce, that the Governor promote a the Commission recommended that the tailored compensation package for top- Governor and Legislature prioritize level executives that rewards performance funding needs and allocate sufficient and aids in the recruitment of high-caliber resources. Specifically, the Commission managers. recommended a statewide assessment of local needs based on risks and that policy-makers link support for local 12 Supported Legislation 2005-06 Recommendations to assist the Governor and Legislature During each legislative cycle, the program to test the effectiveness of such a Commission actively supports bills that surveillance system in California. (Vetoed) would implement its recommendations. In 2005-06, the Commission supported AB 287 (Negrete McLeod) – This bill enacted several bills impacting children’s services, the Rapid Disaster Response Act of 2005, mental health, CALFED, corrections, public requiring the director of Forestry and Fire health and Governor’s reorganization plans. Protection to review the current and anticipated mission of the department for Children’s Services the next 20 years. The bill also required the director to commission a study by an independent consultant to examine the AB 2216 (Bass) – This bill, the Child Welfare most effective and efficient means of Leadership and Performance Accountability replacing and diversifying the department’s Act of 2006, reflected the Commission’s aging helicopter fleet and replacement recommendations for improving outcomes process. (Chapter 290, Statutes of 2005) for foster youth described in its report, Still in Our Hands: A Review of Efforts to Reform Foster Care in California (February 2003). The measure established the Child Welfare Department of Public Health: SB 162 (Ortiz) Council, responsible for improving the collaboration and processes of the multiple Three years after the Commission agencies that serve children and youth in reported that the State’s public health the child welfare and foster care systems. system was ill-equipped to respond to (Chapter 384, Statutes of 2006) minor threats such as the seasonal flu and even more unprepared to manage a Mental Health natural or manmade disaster, the Legislature passed SB 162 (Ortiz), establishing a State Department of AB 1356 (Lowenthal) – In its 2000 report, Public Health, to be headed, as the Being There: Making a Commitment to Mental Health, the Commission Commission recommended, by a physician health officer and guided by recommended that the Department of an independent Public Health Advisory Mental Health become a champion for Committee. (Chapter 241, Statutes of improved access to quality mental health 2006) services. AB 1356 addressed that recommendation by requiring the Department to implement a statewide suicide prevention plan. (Vetoed) SB 739 (Speier) – This bill established the Hospital Infectious Disease Control Program to conduct disease surveillance Public Health and prevent and reduce hospital acquired infections. It also requires the Department AB 1956 (Horton) – In its 2003 report on the of Health Services to appoint a Health Care State’s disaster preparedness and public Associated Infection Advisory Committee to health system, the Commission make recommendations related to methods recommended the State install a real-time of reporting cases of hospital acquired surveillance system that can quickly detect infections. This bill implements the the emergence of contagious diseases, Commission’s recommendations from its whether naturally occurring or the result of April 2003 report, To Protect & Prevent: bioterrorism. This bill proposed a pilot 13 Rebuilding California’s Public Health GRP 2 – The Governor’s reorganization plan System. (Chapter 526, Statutes of 2006) to create a Department of Technology Services went into effect July 9, 2005. Corrections Government Reform These bills addressed the Commission’s recommendations in its 2004 report, SB 796 (Figueroa) – This bill enacted the Breaking the Barriers for Women on Parole. Government Modernization, Efficiency, Accountability and Transparency Act of AB 2192 (Bass) – Would have established 2005 and required state agencies to provide eligibility for CalWORKs cash assistance specified information on their Web sites to and services for persons convicted of assist consumers in obtaining government nonviolent drug-related felonies. (Vetoed) services and participating in the regulatory process. (Chapter 686, Statutes of 2005) AB 658 (Liu) – This bill would have required CDCR to develop a pilot program to expand Community Colleges incarceration options for nonviolent women offenders and appoint a deputy director of AB 23 (Liu) – This bill addresses some of the women’s programs. (Failed to pass in adult education funding issues noted in the Assembly Appropriations Committee) Commission’s 2000 report, Open Doors and Open Minds: Improving Access and Quality AB 3064 (Committee on Public Safety) – This in California’s Community Colleges. law requires the Secretary of the (Chapter 502, Statutes of 2005) Department of Corrections and Rehabilitation to create a Reentry Advisory CALFED Committee with the goal of reducing recidivism. (Chapter 782, Statutes of 2006) AB 1244 (Wolk) – This bill would have AB 2066 (Lieber) – This bill would have reformed CALFED governance by required the California Department of establishing a CALFED Bay-Delta Executive Corrections and Rehabilitation to create a Management Team and a Bay-Delta Public Female Offender Reform Master Plan to Advisory Committee. (Failed in the Senate address the unique gender-based issues Natural Resources & Water Committee) that exist for female offenders. (Failed in Senate Appropriations Committee) SB 366 (Kuehl) – This bill stated the Legislature’s intent to develop a correctional “The Little Hoover strategy to address the unique gender- based issues that exist for female offenders. Commission has been (Failed in Senate) the lone voice in a long Governor’s Reorganization Plans dark night to improve SB 737 (Romero) – This bill codified the public safety.” Governor’s plan to reorganize the Youth and Adult Correctional Agency and included many of the Commission’s Assemblyman Mark Leno. April 12, 2005. recommendations to improve the Sacramento, CA. correctional system through independent oversight and by ensuring a continuum of juvenile justice services. (Chapter 10, Statutes of 2005) 14 Improve Outcomes Working to In addition to legislation, Little Hoover Strategic Vision for the Delta Commission recommendations are sometimes implemented through budget In September 2006, Governor allocations, new programming and Schwarzenegger signed legislation and executive orders. issued an executive order to develop a strategic vision for the Delta. Building on Public Health Laboratory Funding the Commission’s findings and recommendations in its 2005 report on the In its June 2005 and April 2006 study on CALFED Bay-Delta Program, SB 1574 (Kuehl) created a cabinet-level committee disaster planning and public health, the chaired by the Secretary of Resources to Commission urged the state to provide greater resources for public health develop a unifying vision for Bay-Delta. By executive order, the Governor empowered laboratories and for the surveillance, an independent task force to consider detection and treatment of infectious agreements with private and non- diseases. Citing the Commission’s studies, governmental organizations to fund Delta the Senate Budget Subcommittee on Health sustainability efforts. and Human Services recommended and the Legislature approved allocating more than $6 million to increase laboratory surge LAO Budget Analysis, 2006-07 capacity and test for infectious diseases. In her analysis of the 2006-07 budget bill, Legislative Analyst Elizabeth Hill urged “Through a series of hearings and state lawmakers to implement the reports the Little Hoover Commission Commission’s recommendation to revise the identified significant needs within governance structure and refocus authority and responsibility for CALFED within the California’s public health system administration and in a single individual which require improvement, including with a direct line of accountability to the the need to bolster the State’s public Governor. laboratory network.” California’s Corrections Crisis Senate Committee on Budget and Fiscal Review, April 24, 2006 Since the Governor’s Plan reorganizing California’s corrections deparments, the Commission has monitored CDCR’s progress in four critical areas – parole, CALFED Accomplishments juvenile justice, gender responsive strategies and performance measurements. The 10-year Plan Under increasing pressure to manage the prison population and comply with court Shortly after the publication of the orders, policy-makers have proposed Commission’s November 2005 report on legislation that would implement the improving the governance structure of the Commission’s recommendations regarding CALFED Bay-Delta Authority, lead officials parole reform and gender responsive from the Authority developed a 10-year strategies. plan that included several of the Commission’s recommendations, including eliminating the Authority and placing its functions under the Secretary of Resources. 15 Parole Reform technology governance structure infused with oversight, performance evaluation and ü AB 76 (Lieber). This bill would require the ability to align the information CDCR to develop community-based technology of all state agencies and correctional centers for nonviolent and departments. non-serious female offenders as an alternative to state prison. Executive Leadership Certificate Program ü AB 77 (Lieber). This bill would require In its June 2005 report, Serving the Public: the CDCR secretary to appoint a Managing the State Workforce to Improve working group to develop an action plan Outcomes, the Commission recommended for reforming the parole system. that policy-makers develop new ways to “attract and deploy” talented managers. To Gender Responsive Strategies that end, California’s Chief Information Officer Clark Kelso launched the Executive In December 2004, the Commission Leadership Certificate Program in recommended that the then Department of conjunction with Sacramento State Corrections develop a strategy to improve University in the fall of 2006. The program outcomes for female offenders, including a provides a forum where scholars and continuum of community correctional experienced leaders in the field of business, facilities and the appointment of a director public management and technology share for women’s programs. Shortly after, the examples of best-practices and leadership Department established the recommended lessons from the public and private sectors. position and subsequently established the Gender Responsive Strategies Commission Bilingual Education to help the Department develop a gender- specific strategic plan. A key element of the plan includes moving 4,500 non-violent In 2005, the female offenders into community-based Commission correctional facilities. Legislation was granted permission introduced in 2006 to implement the plan to author and was reintroduced in the 2007-08 Konstantine legislative session. The Governor has Turkalo to cite included funding for the reform in his passages from the 2007-08 proposed budget and the Commission’s 1993 department has issued Requests for report, A Chance to Proposals for the community correctional Succeed: Providing facilities. English Learners with Supportive Information Technology Education, in her book, It’s no In October 2006, the California Information wonder kids don’t learn-Just look what they Technology Council adopted a three-year teach teachers. Ms. Turkalo’s book was strategic plan that advances many of the published by Vantage Press in May 2006. Commission’s recommendations in Reconstructing Government: A Review of the Governor’s Reorganization Plan to Create a Department of Technology Services (May 2005). In particular, the 2006 IT Strategic Plan supports the Commission’s recommendations to improve the governance of information technology systems in California. The strategic plan calls for the establishment of a layered 16 Implementation Activities After the publication of a final report, the Commission routinely engages in follow-up interviews, site visits and meets with key stakeholders and policy-makers to help implement its recommendations. These efforts also increase oversight and public discussion of important issues affecting government programs. The Commission’s implementation activities in 2005 – 2006 are summarized below. Corrections r Association of Cities Allied with Prisons. Staff presented Commission findings and recommendations on corrections to the 2005 winter conference of the Association of Cities Allied with Prisons. r Inland Peace & Justice Summit. Staff participated in a panel discussion with local elected officials and corrections experts at the Inland Empire Peace & Justice Summit in San Bernardino in January 2006. Juvenile Justice r Roundtable Discussion. The Commission held roundtable meetings in September 2005 and November 2006 to assess CDCR’s progress implementing juvenile justice reforms. r Ventura Youth Correctional Facility. Commissioners and staff met with the superintendent of the Ventura Youth Correctional Facility in January 2006 to discuss programs and opportunities for youth offenders in California. r N.A. Chaderjian Youth Correctional Facility. Commissioners and staff met with the superintendent of the N.A. Chaderjian Youth Correctional Facility in January 2006 to discuss the challenges facing the state’s youth correctional facilities and the opportunities for reform. r Stanford Law School Forum. In March 2006, staff participated in a forum at the Stanford Law School, co-sponsored by CDCR and the Stanford Criminal Justice Center, on reforming California’s juvenile correctional programs and facilities. Parole Reform r Roundtable Discussion. The Commission held roundtable meetings in September 2005 and November 2006 to review CDCR’s progress reforming parole. r Office of Senator Chuck Poochigian. In October 2004, staff met with Senator Chuck Poochigian’s chief of staff and corrections experts to discuss potential legislation that would implement recommendations from the Commission’s 2003 report, Back to the Community: Safe & Sound Parole Policies. 17 r Assembly Human Services Committee. Staff testified in support of AB 2192 (Bass) in April 2006 at an Assembly Human Services Committee hearing. The bill addressed the Commission’s recommendations in its 2004 report, Breaking the Barriers for Women on Parole. r Capitol Public Radio. In June 2006, staff participated in a roundtable discussion on Capitol Public Radio regarding parole reform. Other participants included a law enforcement official, a victims’ rights representative, and a national corrections expert from the Vera Institute. r Governor’s Office Briefing. Commission staff participated in a legislative briefing in the Governor’s office in July 2006 regarding the CDCR-sponsored parole measure for a Female Offender Program, based on recommendations in the Commission’s 2004 report on women on parole. Gender Responsive Strategies r Radio Station Interviews. In December 2004 and January 2005, Commissioner Teddie Ray and staff conducted live and taped interviews discussing the findings and recommendations in the Commission’s December 2004 report, Breaking the Barriers for Women on Parole. r Senate Human Services Committee. Staff testified before the Senate Human Services Committee in May 2005 in support of SB 366 (Kuehl), a bill that would implement the Commission’s recommendation to develop a correctional strategy for women offenders. r Roundtable Discussion. The Commission held a roundtable meeting in January 2006 to review CDCR’s progress implementing gender responsive strategies. r Senate Public Safety Committee. Commission staff testified before the Senate Public Safety Committee in June 2006 to support Assembly Bill 2066 (Bass), which required CDCR to develop a master plan to address gender-based issues that exist for female offenders in California. r Women’s Foundation. In 2005, staff served as a mentor to four women in the Women’s Policy Institute, a Women’s Foundation fellowship project to encourage and teach women to engage in the public process. The fellows obtained the support of Assemblywoman Karen Bass to author a bill to eliminate the federal ban on CalWORKs assistance for non-violent felony drug offenders. Elimination of the ban was a key recommendation of the Commission’s 2004 report on women on parole. Performance Measures r Roundtable Discussion. The Commission held a roundtable discussion in January 2006 to assess CDCR’s efforts to develop performance measures for the objectives outlined in the Governor’s reorganization plan. Participants included CDCR Secretary Roderick Hickman, legislative consultants and criminal justice professors. Public Health & Emergency Preparedness r Medicine and Public Health Initiative. In June 2005, staff presented the Commission’s 2005 Recommendations for Public Health and Emergency Preparedness to the executive committee of the Medicine and Public Health Initiative held in Oakland, 18 California. The presentation was followed by a question and answer session with the State’s public health officer. r Joint Legislative Hearing. In October 2005, staff attended a hearing held by the Joint Legislative Committee on Emergency Services and Homeland Security at Mather Air Force Base in Sacramento. The purpose of the hearing was to address whether California is prepared for the next major disaster. r Joint Informational Hearing. Staff presented the Commission’s findings and recommendations from its 2002 report, Be Prepared: Getting Ready for New and Uncertain Dangers, at a joint informational hearing in November 2005 at California State University, Dominguez Hills. The hearing was sponsored by the Assembly committees on Governmental Organization; Veterans Affairs; and, Budget Subcommittee No. 5 on Information Technology and Transportation. r Assembly Health Committee. Staff testified in April 2006 at the Assembly Health Committee on AB 1956 (Horton), a bill to create a pilot study of real-time disease surveillance. This was a recommendation from the Commission’s 2003 report, To Protect & Prevent: Rebuilding California’s Public Health System. The measure unanimously passed out of committee. r Joint Hearing on Homeland Security and Public Health. Vice Chairman Stanley Zax testified at a joint hearing held at the State Capitol in May 2006 to address homeland security, emergency preparedness and public health issues. Commissioner Zax summarized the Commission’s findings and recommendations from its reports on the public health system and emergency preparedness. r Office of Senator Christine Kehoe. In June 2006, staff met with officials from Senator Kehoe’s office to discuss the Commission’s report, Safeguarding the Golden State: Preparing for Catastrophic Events (April 2006). r Senate Governmental Organization Committee. Staff summarized the Commission’s findings and recommendations from its April 2006 report on emergency preparedness at an informational hearing in October 2006. The hearing was held by the Senate Governmental Organization Committee to address a State Auditor’s report regarding federal grants for homeland security and bioterrorism preparedness. Foster Care r California Coalition for Youth. At the California Coalition for Youth’s 2005 annual conference held in Sacramento, Commission staff led a workshop on the Commission’s recommendations regarding foster youth and how to implement them. r Foster Youth. In July 2005, staff met with representatives of group homes to discuss strategies to reform how the State organizes and manages programs that provide residential services to children and youth in the child welfare system. Mental Health r California Council on Youth Relations. In August 2005, staff participated in a panel discussion at the California Council on Youth Relations policy roundtable convened by Senator Gloria Romero. The discussion focused on prevention through improving mental health services and support to young people in the juvenile justice system. 19 r Professional Journal of Psychiatric Services. In conjunction with faculty at U.C. Berkeley and Columbia University, Commission staff coauthored a paper entitled, “Criminal Records of Persons Served in the Public Mental Health System.” The Professional Journal of Psychiatric Services accepted the paper for publication in September 2006. The paper highlights some of the Commission findings in its November 2000 report, Being There: Making a Commitment to Mental Health. r Mental Health Oversight and Accountability Commission. In August 2006, staff presented to the Mental Health Oversight and Accountability Commission recommendations included in Commission reports on mental health, such as the need to leverage public and private resources to improve mental health services and support improved outcomes for communities. Bay-Delta Estuary r Legislative Meetings. Staff met with Senators Michael Machado and Bob Margett, and Assemblymembers Lois Wolk and Mike Villines in January 2006 to discuss the Commission’s findings and recommendations in its November 2005 report, Still Imperiled, Still Important: The Little Hoover Commission’s Review of the CALFED Bay- Delta Authority. Assemblymember Wolk indicated she would introduce legislation to implement the Commission’s recommendations. r Bay-Delta Authority. In February 2006, staff met with Erika Sperbeck from the Department of Finance and Bill Forsythe from the California Bay-Delta Authority regarding the status of the Commission’s recommendations to improve the governance of CALFED. Mr. Forsythe indicated that the administration had developed a 10-year plan which included the Commission’s recommendations and that it had been forwarded to the Governor and Resources Secretary for consideration. r Government Organization Committee. In May 2006, staff testified before the Senate Governmental Organization Committee on the Commission’s findings and recommendations in its 2005 report on the CALFED Bay-Delta Authority. r Department of Water Resources. Staff met with Department of Water Resources officials Lester Snow and Joe Grindstaff in May 2006 to review and discuss the Commission’s recommendations in its 2005 report on the CALFED Bay-Delta Authority. State Management Workforce r Information Technology Workers. In December 2005, staff met with executives from the Office of the State Chief Information Officer, the State Personnel Board and the Department of Personnel Administration to review a proposal that would implement the Commission’s recommendation to modify California’s classification and hiring rules for information technology workers outlined in its report, Serving the Public: Managing the State Workforce to Improve Outcomes (2005). r CDCR Management Workforce. Staff met with representatives from CDCR and the chief administrative officer of the State Personnel Board in December 2005 to discuss opportunities for implementing the Commission recommendations for improving the management of the state workforce. 20 r CalSTRS. In March 2006, staff made a presentation to the executive board of California State Teachers’ Retirement System (CalSTRS) on the Commission’s findings and recommendations to improve the management of the state workforce. r Chief Information Officer. Staff met with Chief Information Officer Clark Kelso in April 2006 to discuss a proposal to implement the Commission’s recommendation to strengthen information technology management found in the Commission’s November 2000 report, Better.Gov: Engineering Technology-Enhanced Government. r Department of Justice. In May 2006, staff presented to senior management representatives at the Department of Justice on the Commission’s recommendations for improving the management of the state workforce. Governor’s Reorganization Plan – Department of Technology Services r Technology Advisory Peer Group. Staff attended the first meeting of the Technology Advisory Peer Group in October 2005 hosted by CIO Clark Kelso. The group’s purpose was to assist the Governor in the planning and implementation of his reorganization plan to create a Department of Technology Services in California. Historic Opportunities r CEO Roundtable Meeting. Staff presented the Commission’s 2004 report, Historic Opportunities: Transforming California State Government, at the CEO Roundtable Meeting of the San Diego Chamber of Commerce in December 2004. r Arizona Prevention Resource Center. In July 2005, staff made a presentation to the Arizona Prevention Resource Center Advisory Board, which included state officials, academic experts, and community leaders, on the Commission’s work trying to improve the performance of government. Acupuncture Regulation r Joint Committee on Boards, Commissions and Consumer Protection. Staff testified before the Joint Committee on Boards, Commissions and Consumer Protection in January 2005 on the Commission’s conclusions regarding acupuncture regulation as part of the sunset review process for the Board. Long-Term Care r Assembly Aging and Long-term Care Committee. Staff testified at a hearing held by the Assembly Aging and Long-term Care Committee in January 2006 about bridging the gaps in California’s fractured long-term care system. 21 22 Current, Future and Completed Reviews Health care, career technical education and correctional policy Current Review Publicly Funded Health Care in California (To be completed early 2007) The Commission initiated this study in response to the rising number of Californians without health insurance and the growing number of Californians enrolled in publicly funded health programs. Currently, the State spends $35 billion a year on health care programs for 6 million Californians without private insurance. An additional 6.8 million people lack coverage of any kind. The goal of the Commission’s review of California’s publicly funded health care system is to recommend ways to improve health outcomes, control public costs and leverage private sector opportunities to increase the number of Californians with health insurance. Future Study Career Technical Education (To begin March 2007) Fueled by high dropout rates, anemic academic achievement and complaints that students emerge from high schools lacking the skills for success, the public and policy-makers want to reengineer the State’s education process to improve student outcomes. Many experts argue that high schools need to use an applied education approach that balances “book learning” with career technical courses. The Commission’s study on career technical education in California will focus on how to form the collaborative partnership between labor, government, employers and educators needed to reshape the relationship between education and work. Recently Completed Solving California’s Corrections Crisis: Time is Running Out (January 2007) “California’s correctional system is in a tailspin that threatens public safety and fiscal disaster,” the Commission wrote in its most recent report on the State’s correctional system. In January 2007, the Commission released recommendations to improve public safety and better manage the prison population to comply with court orders. Additionally, the Commission focused on ways the state could mitigate the financial crisis caused by severe overcrowding and the federal receivership of California’s prison health care system. Among the solutions proposed by the Commission is the establishment of an independent sentencing commission to gather data, and develop guidelines for sentencing. 23 24 Expert Consultation Witnesses who testified before the Commission, 2005 - 2006 The Little Hoover Commission relies on expert consultation and advice during the study process for its projects. In addition to interviews with Commission staff, experts, stakeholders, public officials and involved citizens are invited to testify before the full Commission at public hearings. The following is a list of the expert witnesses who testified before the Commission in 2005 - 2006. The list reflects their titles and positions at the time they participated in the Commission study process. Written testimony submitted by witnesses is available on the Commission’s Web site and can be accessed along with the final report of each study. Witnesses for Hearings on the Governor’s Reorganization Plan, Reforming California’s Youth and Adult Correctional Agency Leroy Baca, Sheriff, Los Angeles Roderick Q. Hickman Calvin Remington, Chief County Agency Secretary Probation Officer, Ventura California Youth and Adult County Correctional Agency Craig Brown, Lobbyist, Curtis J. Hill Gloria Romero, Member of Robinson & Associates Sheriff-Coroner, San the California State Senate Bernardino County Sue Burrell, Staff Attorney Elaine M. Howle Jackie Speier, Member of the Youth Law Center California State Auditor California State Senate Bureau of State Audits Michael S. Carona, Sheriff Soo Kang, Executive Don Spector, Director Orange County Director, Orange County Prison Law Office Youth & Family Services Matthew Cate, Inspector Tim Leslie, Member of the David Steinhart, Director General, Office of the Inspector California State Assembly Commonweal Juvenile General Justice Program Cindy Fonseca, Prison Nancy Lyerla, RN Linda Mitcham, Victim- Educator, California California Department of the Witness Program Manager Department of Corrections, Youth Authority, SEIU Placer County District SEIU Local 1000 Local 1000 Attorney’s Office Joseph A. Gunn, Executive Director, Independent Review Panel 25 Witnesses for Hearings on the Governor’s Reorganization Plan to Create a Department of Technology Services Carol Henton, Vice Mark A. Forman, Founder and Bob Austin, Interim President, Western Region Executive Vice President, Director, Health & Human Information Technology Worldwide Services Cassatt Services Agency Data Center Association of America Corporation Ann Barsotti, Acting Mark Hill, Program Budget J. Clark Kelso, Chief Director, Stephen P. Teale Manager, Department of Information Officer, State of Data Center Finance California Barry R. Hemphill Margarita Maldonado Deputy Director, Anna Brannen, Principal Bargaining Chair Telecommunications Fiscal and Policy Analyst Unit 1, Local 1000 Division, Department of Legislative Analyst’s Office California State Employees General Services Association John Thomas Flynn Larry Singer, Senior Vice Vice President, Advisory President, Strategic Insight Services Center for Digital Officer, Sun Microsystems Government Witnesses for the Public Hearings on Emergency Preparedness and Public Health Review Peter Abbot, M.D., M.P.H., Christopher A. Godley Jim Rissmiller, Legislative President, California Public Emergency Services Manager, Director, CDF Firefighters Health Association, North Marin County Sheriff’s Office Battalion Chief, San of Emergency Services Bernardino County Matthew Bettenhausen Jon H. Hamm, Chief Executive Sandra Shewry, Director, Office of Homeland Officer, California Association Director, California Security, Office of the of Highway Patrolmen Department of Health Services Governor Brigadier General John E. Stephen Waterman M.D., Iffland (Rtd.) U.S. National Senator Bill Campbell M.P.H. Quarantine Medical Guard and Air Wing Chair, Governor’s Blue Ribbon Officer, U.S. Mexico Border Commander Federal Task Fire Commission Infections Disease Coordinator Force, Wildfires U.S. Centers for Disease Control Eric M. Koscove, M.D. Robert P. Kadlec, M.D. Richard Watson, Interim Chief, Emergency Department Staff Director, Sub-committee Director, Emergency Services Kaiser Permanente Medical on Bioterrorism and Public Authority Center Health, U.S. Senate Henry R. Renteria, Director, Thomas W. Eres, Adjutant Alan P. Zelicoff, M.D. Governor’s Office of General, California National Senior Scientific Consultant, Emergency Services Guard ARES Corporation 26 Witnesses for Hearings on Management Workforce J. Clark Kelso, Director of Chester A. Newland, Duggan J. Christopher Mihm Governmental Affairs Program Distinguished Professor of Managing Director of and Capital Center for Public Administration Strategic Issues, U.S. Government, Law & Policy, School of Policy Planning and Government Accountability University of the Pacific Development, Univ. of Office McGeorge School of Law Southern California, Sacramento Center Denzil Verardo, Ph.D., Chief Jeffrey C. Schutt, Director of Chon Gutierrez Deputy Director (Rtd.) the Division of Human Co-Executive Director Administrative Services, Resources, Colorado California Performance Department of Parks and Department of Personnel & Review Recreation Administration Carol D. Chesbrough Joanne Corday Kozberg Stephen Rhoads, Former Chief Deputy Commissioner Regent, University of Calif., Executive Director California Department of Financial Former Secretary of the State Energy Commission Institutions and Consumer Services Agency Michael Navarro, Director Department of Personnel Administration Witnesses for Hearings on the CALFED Bay-Delta Authority Governance Review Jeffrey F. Mount, Ph.D, Thomas J. Graff Ara Azhderian, Admin. Director, Center for Integrated California Regional Director San Luis and Delta-Mendota Watershed Science and Environmental Defense Water Authority Management University of California, Davis Bruce Babbit, former David J. Guy, Executive Mary Nichols, former Secretary, U.S. Department of Director, Northern Calif. Water Secretary of the California the Interior Association Resources Agency Jason Peltier, Deputy Martha Guzman Roger K. Patterson, former Assistant Secretary for Water Legislative Advocate Regional Director, U.S. and Science, U.S. Department California Rural Legal Bureau of Reclamation of the Interior Assistance Foundation Gary Bobker, Program Stephen K. Hall, Executive Walter J. Bishop, General Director, The Bay Institute Director, Association of Manager, Contra Costa California Water Agencies Water District David A. Breninger Carl Hasty, Deputy Executive Timothy H. Quinn, Vice General Manager, Placer Director, Tahoe Regional President, State Water County Water Agency Planning Agency Project, Metropolitan Water District of Southern Calif. 27 Ryan Broddrick, Director Gary Hayward Slaughter Bennett Raley, former California Department of Fish Mulachy, Emissary and Assistant Secretary for and Game Governmental Liaison Water and Science, U.S. Winnemem Wintu Tribe Department of the Interior Michael F. Burke, Associate Randele Kanouse, Special Director, Chesapeake Bay Assistant to the General Lester A. Snow, Director Program Office, U.S. Manager, East Bay Municipal California Department of Environmental Protection Utility District Water Resources Agency, Region III Mike Chrisman, Secretary Gary H. Hunt, Chair of the Pete Wilson, former Calif. Resources Agency California Bay-Delta Authority Governor, State of California Jody Freeman, Professor and Cynthia Koehler, Public Interest Douglas P. Wheeler, former Director, Environ. Law Attorney Secretary of the California Program, Harvard Law School Environmental Advocate Resources Agency Zeke Grader, Executive Steve P. Thompson, Director, Pacific Coast Gary Livaich, Partner Manager, California-Nevada Federation of Fishermen’s Desmond, Nolan, Livaich and Operations Office, U.S. Fish Associations Cunningham and Wildlife Service Colonel Greg May (Rtd.) Thomas M. Zuckerman,Co- Executive Director Counsel, Central Delta Water South Florida Ecosystem Agency Restoration Task Force Witnesses for Hearings on Emergency Preparedness Barbara Ayers, CERT Program Michael Jones, Chairman of Christine Kehoe, Member of Manager, City of San Diego the Board, The Security the California State Senate Network Rikki Baum, Director, Welfare Maurice Suh, Deputy Mayor of Ellis M. Stanley, Sr., General Policy Research Project Homeland Security and Public Manager Emergency University of California, Office of Safety, Office of Los Angeles Preparedness Department the President Mayor Antonio Villaraigosa City of Los Angeles Jeff Bowman, Chief, San Diego Janie Kramer, Vice President Thomas Tobin, Chief Fire-Rescue Department of Clinical Services, Sharp Operating Officer Memorial Hospital GeoHazards International Arietta Chakos, Assistant City Jack Kyser, Senior Vice Sheila Young, Mayor City of Manager, City of Berkeley President, L.A. County, San Leandro Economic Development Corp. Him Christiansen, Chief Tom LaTourrette, Physical Harold Tuck, Deputy Chief Alameda Fire Department Scientist, RAND Corporation Administrative Officer, County of San Diego Mary C. Comerio, University of William Lansdowne, Chief Chris Van Gorder, President California, Berkeley San Diego Police Department and CEO, Scripps Health 28 Annemarie Conroy, Executive Leslie Luke, Emergency Bob Welty, Director Director Office of Emergency Planning Projects Coordinator Homeland Security Projects Services and Homeland Security Office of Emergency Services San Diego State University San Francisco County of San Diego Foundation Dave Cortese, Councilmember, Steve Leventhal, Director of Earl Wentworth, Assistant City of San Jose External Relations, Fritz Sheriff, County of San Diego Institute William Petak, Professor of Issac Maya, Director of Jeff Wiemann, Chief Policy, Planning and Research, Center for Risk and Executive Officer, American Development, University of Economic Analysis of Red Cross Southern California Terrorism Events, University San Diego Chapter of Southern California Stephen Sellers, Regional Richard J. McCarthy, Brent H. Woodworth Administrator, Southern Executive Director, California Worldwide Segment Manager Regional Branch, Governor’s Seismic Safety Commission IBM Crisis Response Team Office of Emergency Services Michael Dayton, Deputy Scott McCormick, Program Janet Workman, Emergency Director, Governor’s Office of Manager, Collaborating Management Consultant Homeland Security Agencies Responding to Emergency Planning and Disaster Preparedness, Southern California Edison J. Brent Eidson, Assistant Nancy Miramontez Emergency Kim Zagaris, Fire Chief Director, Government Relations Response Specialist, PG&E Governor’s Office of City of San Diego Corp. Emergency Services Rich Eisner, Coastal Regional Nancy Nadel, Councilmember Lyman Shaffer, Director of Administrator, Governor’s Office Oakland City Council District Corporate Security and of Emergency Services Three Emergency Prep., PG&E Keith Garcia, Chair, Emergency Bill Norris, Program Manager Deanna Spehn, Policy Network of Los Angeles Office of Homeland Security Director, Office of Senator City of San Diego Kehoe Henry Gardner, Executive Jeanne Perkins, Principal Mark Ghilarducci, Vice Director, Association of Bay Earthquake Program Manager President, James Lee Witt Area Governments Assoc. of Bay Area Gov’t Associates George Cummings, Director of Laurie A. Johnson, Vice Ed Prendergast, Lieutenant, Homeland Security, Port of Los President, Risk Management County of San Diego Angeles Solutions, Inc. John Hawkins, President and Beverly Johnson, Mayor, City Heather Dauler, Project CEO, Cloud 9 Shuttle of Alameda Manager, County of San Diego Paul Jacks, Deputy Director of Response and Recovery, Gov. Office of Emergency Services 29 30 45 years of Independent Oversight The Commission has published 185 reports recommending improvements within virtually every agency in California state government. The Commission’s work is chronicled below by subject area. The Commission also routinely publishes biennial reports documenting its work as well as the legislative responses. Additionally, six Governors have proposed 32 reorganization plans. The Commission reviewed 29 of these plans. A list of these plans is provided following the list of Commission reports. All Commission reports are available to the public. Those marked with an asterisk (*) can be downloaded from the Commission’s Web site at www.lhc.ca.gov. Government Organization & Reform Historic Opportunities: Transforming California State Government (Report 176 - 2004)* Governing the Golden State: A Critical Path to Improve Performance and Restore Trust (Report 174 - 2004)* We The People: Helping Newcomers Become Californians (Report 166 - 2002)* Special Districts: Relics of the Past or Resources for the Future? (Report 155 - 2000)* Boards and Commissions: California’s Hidden Government (Report 97 - 1989) Findings & Recommendations Concerning Reorganization of the Executive Branch of California State Government (Report 1 - 1962) Consumer Protection Regulation of Acupuncture: A Complementary Therapy Framework (Report 175 - 2004)* Consumer Protection: A Quality of Life Investment (Report 146 - 1998)* Comments and Recommendations Regarding Professional and Business Licensing (Report 35 - 1979) An Examination of the Department of Professional and Vocational Standards (Report 12 - 1967) Economic Development & Business Workers' Compensation: Containing the Costs (Report 120 - 1993) A Review of the Current Problems in California’s Worker’s Compensation System (Report 87 - 1988) A Review of the Organization and Administration of California’s Overseas Trade and Investment Offices (Report 83- 1987) A Report on the Liability Insurance Crisis in the State of California (Report 74 - 1986) A Study of the Department of Industrial Relations (Report 14 - 1969) Education Teach Our Children Well (Report 160 - 2001)* Open Doors and Open Minds: Improving Access and Quality in California’s Community Colleges (Report 154 - 2000)* The Charter Movement: Education Reform School by School (Report 138 - 1996)* A Chance to Succeed: Providing English Learners with Supportive Education (Report 122 - 1993)* K -12 Education in California: A Look At Some Policy Issues (Report 100 - 1990) A Report on Crime and Violence in California’s Public School System (Report 91 - 1988) 31 A Review of Crime on University of California Campuses (Report 82 - 1987) Report on the Role of the State Department of Education in California's K -12 Public Education System (Report 48 - 1982) School Facilities To Build a Better School (Report 153 - 2000)* Recommendations for Improving the School Facility Program in Los Angeles Unified School District (Report 153a - 1999)* No Room for Johnny: A New Approach to the School Facilities Crisis (Report 117 - 1992) Costs and Casualties of K -12 Education in California (Report 111 - 1991) A Review of Impact Fees Used to Finance School Facilities (Report 67 - 1985) A Report on the Los Angeles Unified School District (Report 45 - 1981) Additional Funding for the Los Angeles Unified School District (Report 44 - 1980) Study of the Utilization of Public School Facilities (K through 12) (Report 33 - 1978) A Study of the School Building Aid Program (Report 20 - 1973) School Finance Dollars and Sense: A Simple Approach to School Finance (Report 143 - 1997)* Coping with Education Budget Cuts (Issue Paper) (Report 118 - 1992) A Report on the Financial Management and Accountability in the State’s K -12 Public School System (Report 85 - 1987) A Report on the Lack of Financial Accountability and Responsibility in the State's K -12 Public School System (Report 75 - 1986) A Review of Use of Lottery Funds in the State's K -12 Public School System (Report 73 - 1986) Inadequate Financial Accountability in California's Community College System (Report 69 - 1986) California's K -12 Education Funding Report (Report 54 - 1983) Report on the San Juan Unified School District (Report 47 - 1982) Environmental Protection & Natural Resources Timber Harvest Plans: A Flawed Effort to Balance Economic and Environmental Needs (Report 126 - 1994)* Beyond Bottles and Cans: Reorganizing California's Recycling Efforts (Report 125 - 1994)* Report on Solid Waste Management: The Trashing of California (Report 96 - 1989) Control of Pesticide Residues in Food Products - A Review of the California Program of Pesticide Regulation (Report 64 - 1985) A Review of the Organization and Management of the State "Superfund" Program for Cleaning Up Hazardous Waste Sites (Report 61 - 1984) A Review of California's Vehicle Emission Control Program (Report 24 - 1975) Gaming Card Clubs in California: A Review of Ownership Limitations (Report 165 - 2002)* Follow-up Review of the Organization, Operation and Performance of the California State Lottery (Report 98 - 1989) 32 A Review of the Organization, Operation and Performance of the California State Lottery (Report 94 - 1989) A Review of the Organization, Operation and Performance of the California State Lottery (Report 77 - 1987) Horse Racing in California: Revenue and Regulation (Report 49 - 1982) Health & Human Services Real Lives, Real Reforms: Improving Health and Human Services (Report 173 - 2004)* To Protect & Prevent: Rebuilding California’s Public Health System (Report 170 - 2003)* Being There: Making a Commitment to Mental Health (Report 157 - 2000)* Positioning California for Health Care Reform (Report 123 - 1993) California's Coordination of AIDS Services (Report 104 - 1990) Office of Special Health Care Negotiations (Report 51 - 1983) Health Care Delivery System Reform (Report 43 - 1980) Administration of the Mental Health & Developmental Disabilities Programs (Report 39 - 1979) The Status of Health Planning in California - A Supplementary Report (Report 36 - 1979) Supplemental Report on Developmental Disabilities Program - Department of Health (Report 32 - 1977) Supplemental Report on State Hospitals, Department of Health (Report 27 - 1977) A Study of the Administration of State Health Programs (Report 25 - 1976) Supplemental Report on Licensing & Certification, Department of Health (Report 26 - 1977) A Study of the Administration of State Health Programs (Report 25 - 1976) Alcohol & Drug Programs For Our Health & Safety: Joining Forces to Defeat Addiction (Report 169 - 2003)* Coordinating the Spending on Drug Prevention Programs (Report 112 - 1991)* A Report on the Coordination of Funding for Drug Programs in the State of California (89 - 1988) Accessibility of the Disabled Population of Substance Abuse Treatment (Report 79 - 1987) Children Still in Our Hands: A Review of Efforts to Reform Foster Care in California (Report 168 - 2003)* Young Hearts & Minds: Making a Commitment to Children’s Mental Health (Report 161 - 2001)* Now in Our Hands: Caring For California’s Abused & Neglected Children (Report 152 - 1999)* Caring For Our Children: Our Most Precious Investment (Report 148 - 1998)* Enforcing Child Support: Parental Duty - Public Priority (Report 142 - 1997)* Mending Our Broken Children: Restructuring Foster Care in California (Report 115 - 1992)* Runaway/Homeless Youths: California's Efforts to Recycle Society's Throwaways (Report 101 - 1990) Children’s Services Delivery System in California – Final Report (Report 84 - 1987) Children’s Services Delivery System in California Preliminary Report – Phase I (Report 78 - 1987) Medi-Cal A Prescription for Medi-Cal (Report 106 - November 1990) Review of the State’s Medi-Cal Program and the Effects of the Reforms (Report 81 - 1987) Medi-Cal Reform (Report 41 - September 1979) Administration of the Medi-Cal Program – Second Supplementary Report (Report 37 - 1979) 33 An Analysis of Community Hospital Medi-Cal Audits (Report 34 - 1978) Supplemental Report on Medi-Cal Program, Department of Health (Report 31 – 1977) Senior Citizens Long-Term Care: Providing Compassion Without Confusion (Report 140 - 1996)* Unsafe in Their Own Homes: State Programs Fail to Protect Elderly from Indignity, Abuse and Neglect (Report 113 - 1991)* Skilled Nursing Homes: Care Without Dignity (Report 109 - 1991)* The Snail's Pace of Reforming Residential Care Facilities for the Elderly (Report 108 - 1999)* The Medical Care of California’s Nursing Home Residents: Inadequate Care, Inadequate Oversight (Report 93 - 1989) A Report on Community Residential Care for the Elderly (Report 92 - 1989) New and Continuing Impediments to Improving the Quality of Life and the Quality of Care in California’s Nursing Homes (Report 80 - 1987) Follow-Up Report on Conditions in Community Residential Care Facilities in California (Report 63 - 1985) Community Residential Care in California – Community Care as a Long Term Care Service (Report 57 - 1983) The Bureaucracy of Care – Continuing Policy Issues for Nursing Home Services and Regulation (Report 55 - 1983) Housing & Land Use Rebuilding the Dream: Solving California’s Affordable Housing Crisis (Report 165 - 2002)* Making Land Use Work (Report 136 - 1995)* Meeting the Needs of California's Homeless: It Takes More Than a Roof (Report 95 - 1989) Administration of the HUD-701 Comprehensive Planning Assistance Grant Program by the State of California (Report 22 - 1974) Technology Reconstructing Government: A Review of the Governor's Reorganization Plan to Create a Department of Technology Services (Report 180 – 2005)* Better.Gov: Engineering Technology-Enhanced Government (Report 156 - 2000)* Review of State’s Efforts to Meet Year 2000 Computer Change (Report 145 - 1998)* A Review of the Organization and Management of State Telecommunications (Report 65 - 1985) Transportation Transportation: Keeping California Moving (Report 114 - 1992) A Report on the Planning - Operation and Funding of California’s Highway System (Report 88 - 1988) Review of the Department of Transportation's Highway Planning and Development Process (Report 53 - 1983) Century Freeway Report (Report 50 - 1982) Century Freeway Report (Report 46 - 1981) Study of the California Department of Transportation (Report 29 - 1977) Preliminary Findings of Subcommittee on California Division of Highways Excess Right of Way (Report 19 - 1972) 34 Study of the California Department of Motor Vehicles (Report 30 - 1977) The California State Highway Commission and its Relationship to the State Transportation Agency, the Department of Public Works and Division of Highways (Report 11 - 1966) Engineering Costs in the Division of Highways (Report 7 - 1965) Personnel Issues Serving the Public: Managing the State Workforce to Improve Outcomes (Report 181 – 2005)* Of the People, By the People: Principles for Cooperative Civil Service Reform (Report 150 - 1999)* Too Many Agencies, Too Many Rules: Reforming California's Civil Service (Report 133 - 1995)* The Public Employment Relations Board (PERB) Costly, Slow and Unsure (Report 103 - 1990) State Employee Air Travel Report (Report 58 - 1982) Personnel Management in the State Service (Report 40 - 1979) Should Social Security Coverage Be Continued for California State Employees (Report 28 - 1977) Study of Salaries of Executive and Administrative Positions in California Government (Report 18 - 1972) A Pilot Study of California State Employee Workmen’s Compensation and Other Work -Related Disability Benefits (Report 16 - 1970) Report on California Statutory Salaries of Executive Branch of Government (Report 13 - 1968) Management Manpower Requirements (Report 6 - 1965) Findings and Recommendations Concerning Organization for Central Staff Services (Report 2 - 1963) Procurement California's $4 Billion Bottom Line: Getting the Best Value Out of the Procurement Process (Report 121 - 1993)* A Review of Government Competition with Private Enterprise (Report 68 - 1986) Los Angeles County Contracting Out Report (Report 56 - 1983) Property & Asset Management Cada: An Opportunity to Advance and Protect the State’s Investment (Report 149 - 1999)* California’s Real Property Management: A Cornerstone for Structural Reform (Report 137 - 1995)* California's $4 Billion Bottom Line: Getting Best Value Out of the Procurement Process (Report 121 - 1993)* Squeezing Revenue Out of Existing State Assets (Report 116 - 1992)* Real Property Management in California: Moving Beyond The Role of Caretaker (Report 105 - 1990) A Review of the State Controller's Office Move to the Capitol Bank of Commerce Building (Report 76 - 1986) California State Government's Management of Real Property (Report 70 - 1986) A Review of State-Owned Land Parcel in Contra Costa County (Report 62 - 1984) Report on Local California Fairs Receiving State Financial Support (Report 17 - 1971) Study of the Need for a Materials Management System (Report 15 - 1970) Findings and Recommendations Concerning Automotive Fleet Management (Report 3 - 1963) Public Safety Solving California’s Corrections Crisis: Time is Running Out (Report 185 - 2007)* Safeguarding the Golden State: Preparing for Catastrophic Events (Report 184 - 2006)* 35 Reconstructing Government: A Review of the Governor's Reorganization Plan Reforming California's Youth & Adult Correctional Agency (Report 179 - 2005)* Breaking The Barriers for Women on Parole (Report 177 - 2004)* Back to the Community: Safe & Sound Parole Policies (Report 172 - 2003)* Improving Public Safety: Beyond the Office of Criminal Justice Planning (Report 171 - 2003)* Be Prepared: Getting Ready for New and Uncertain Dangers (Report 162 - 2002)* Never Too Early, Never Too Late…To Prevent Youth Crime & Violence (Report 159 - 2001)* Beyond Bars: Correctional Reforms to Lower Prison Costs and Reduce Crime (Report 144 - 1998)* Boot Camps: An Evolving Alternative to Traditional Prisons (Report 128 - 1995)* The Juvenile Crime Challenge: Making Prevention a Priority (Report 127 - 1994)* Putting Violence Behind Bars: Redefining the Role of California's Prisons (Report 124 - 1994)* A Review of the Operation and Performance of the Office of the State Public Defender (Report 90 - 1988) Review of Cost Savings Associated with Conversion of Guadalupe College into a Women's Prison (Report 52 - 1983) Resources & Energy Still Imperiled, Still Important - The Little Hoover Commission's Review of the CALFED Bay-Delta Program (Report 183 – 2005)* Letter regarding the Governor's Reorganization Plan to Create a Department of Energy (Report 180 – 2005)* When Consumers Have Choices: The State’s Role in Competitive Utility Markets (Report 139 - 1996)* Report on California's Fish and Game Commission and Department of Fish and Game (Report 99 - 1990) A Study of the Organization and Coordination of Electric Energy Planning and Electric Utility Regulation in California (Report 59 - 1984) A Study of the California State Public Utilities Commission (Report 23 - 1974) The Use of Boards and Commissions in the Resources Agency (Report 8 - 1965) Revenue, Taxation & Budgeting Budget Reform: Putting Performance First (Report 135 - 1995)* State Fiscal Condition (Report 131 - 1995)* Review of the Organization and Operation of the State of California’s Major Revenue and Tax Collection Functions and Cash Management Activities (Report 71 - 1986) A Review of Selected Taxing and Enforcing Agencies' Programs to Control the Underground Economy (Report 66 - 1985) The Tax Appeals System in California (Report 38 - 1979) The Internal Auditing Program in the Executive Branch of California State Government (Report 21 - 1974) Statement of the Commission's 1967 Legislative Interests, (placing top priority on unification of tax collection activities - procedural changes that will result in direct economies in the operation of the State Government, etc.) (Report 10 - 1966) Program Budgeting (Report 9 - 1966) Need for Revenue Unification (Report 5 - 1964) Proposals Relating to Inheritance Tax Administration (Report 4 - 1964) 36 Reorganization Plans Year Governor Reorganization Plan Objective Commission Legislative Recommendation Outcome 2005 Schwarzenegger Create a Department of Energy (Report 182) Reject. Correct Withdrawn legal flaws of plan Create a Department of Technology Services (Report Allow plan to take Plan went 180) effect but enact into effect reforms to mitigate risks Merge Youth & Adult Correctional Agency into a new Allow plan to take Plan went Department of Corrections and Rehabilitation (Report effect into effect 179) Reform California’s Boards and Commissions Plan withdrawn. 2002 Davis Create a Labor and Workforce Development Agency to Allow plan to take Plan went include EDD, Department of Industrial Relations, the effect but into effect Workforce Investment Board and Agricultural Labor establish and Relations Board (Report 164) measure goals 1998 Wilson Create a Department of Managed Care, abolish the Reject Rejected Department of Corporations and expand the role and rename the Department of Financial Institutions (Report 147) 1995 Wilson Merge the Office of State Fire Marshal with the Allow plan to take Plan went Department of Forestry and Fire Protection effect into effect (Report 134) Merge the State Police with the California Highway Allow plan to take Plan went Patrol (Report 130) effect into effect Reorganize the California Energy Commission and Implement the Rejected related governmental functions (Report 131) plan with two modifications 1991 Wilson Create an Environmental Protection Agency and Implement and Plan went transfer several departments and functions into the then modify the into effect new agency plan 1985 Deukmejian Create a cabinet-level Department of Waste Plan not Rejected Management submitted to the Commission Create a Department of Waste Management, a State Implement the Rejected Waste Commission and three Regional Waste Boards plan subject to seven amendments 1984 Deukmejian Transfer civil service position classification function Allow plan to take Plan went from the State Personnel Board to the Department of effect into effect Personnel Administration 1981 Brown Create a Department of Personnel Administration Allow plan to take Plan went effect into effect 1980 Brown Transfer licensing and regulation of mobile home Allow plan to take Plan went industry from DMV to the Department of Housing and effect into effect Community Development 37 Year Governor Reorganization Plan Objective Commission Legislative Recommendation Outcome 1979 Brown Create the Youth and Adult Correctional Agency and Allow plan to take Plan went consolidate correctional programs into the new agency effect into effect Create a central agency for personnel administration Allow plan to take Rejected effect 1978 Brown Abolish the Division of Industrial Safety and the Allow plan to take Plan went Occupational Health Branch in the Department of effect into effect Health and consolidate functions in a new Division of Occupational Safety and Health Administration in the Department of Industrial Relations 1977 Brown Abolish the Office of Narcotics and Drug Abuse and Allow plan to take Plan went transfer functions to the Health Department's Division effect into effect of Substance Abuse and create an Advisory Council on Narcotics and Drug Abuse 1976 Brown Merge the Office of Alcoholism with the Department of Concurred with Rejected Alcoholic Beverage Control (ABC) and move the ABC the plan but into the Health and Welfare Agency urged extending effective date Brown Create a new Environmental Quality Agency and Not officially Was not consolidate all air, water quality and solid waste submitted submitted programs into the new agency 1975 Brown Consolidate the Divisions of Labor Law Enforcement Allow plan to take Plan went and Industrial Welfare into a Division of Labor effect into effect Standards Enforcement Brown Create a new Environmental Quality Agency and Withdrawn Was not consolidate all air, water quality and solid waste submitted programs into the new agency 1971 Reagan Rename the Resources Agency to Environment and Not submitted* Rejected Resources Agency and create a Department of Environmental Protection within the agency Abolish the State Board of Dry Cleaners Not submitted* Rejected Rename water quality control boards Not submitted* Rejected 1970 Reagan Rename the Department of Professional and Allow plan to take Plan went Vocational Standards to Department of Consumer effect into effect Affairs Establish a single state Department of Health within Allow plan to take Plan went the Human Relations Agency to administer Medi-Cal effect into effect and consolidate functions from numerous health- related departments 1969 Reagan Change staff titles and organization names in the Allow plan to take Plan went Department of Professional and Vocational Standards effect into effect Rename the Department of Harbors & Waterways to Allow plan to take Plan went Department of Navigation & Ocean Development and effect into effect rename the Harbors and Watercraft Commission to Navigation and Ocean Development Commission Eliminate 32 boards, commissions, committees and Allow plan to take Plan went advisory councils, transferring some functions to effect into effect other departments and reconfigure the membership of several other government entities 1968 Reagan Establish four agencies in the executive branch: No Plan went Business & Transportation, Resources, Human recommendation into effect Relations, Agriculture and Services *In 1970, legislation was passed eliminating the Commission's review of reorganization plans. Three plans were submitted directly to the Legislature in 1971 by Governor Reagan. All three plans were rejected by the Legislature. In 1972, the Legislature restored the Commission's role in reviewing reorganization plans. 38