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ATP POLICY MEMOS

Written, Edited, and Distributed by UCLA Students 

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Updated: Sep 19, 2024

TO: Senators Butler and Padilla

FROM: Emily Camarena, Branden Ducharme, Zola Hoffmeister, Parvati Kaushik, Miu Kikuchi, Anna Kim, Juslyn Theriault

DATE: May 29, 2024

RE: Decreasing Prescription Drug Costs Through Increasing Financial Transparency Among Pharmacy Benefit Managers


Executive Summary

As prescription drug costs have increased, millions of Americans unable to afford medications have accumulated medical debt. Pharmacy Benefit Managers (PBMs) have come under scrutiny for their role in this crisis. To alleviate this issue, we present three policy options: ending spread pricing, increasing PBM financial transparency, and allowing Medicaid to negotiate drug prices. Ultimately, we recommend increasing PBM financial transparency by supporting the Pharmacy Benefit Manager Transparency Act (PBMTA) of 2023 because it will lower prescription drug costs, is easily implementable by the Federal Trade Commission (FTC), and has received bipartisan support.


Background Summary

Comprehensive public health insurance has been a hotly-debated issue since the federal government became more involved in healthcare. With the advent of Medicare and Medicaid under President Lyndon Johnson’s Great Society in 1965, the government began to provide healthcare to low-income and senior citizens. These programs were an attempt to mitigate the costs of healthcare, from drug prices to hospital visits. While initially well-intentioned, increasingly dysfunctional health insurance policies have failed to lower consumer drug prices, with many patients lacking necessary medications because of their costs. According to the National Health Interview Survey (NHIS), 43% of adults report that they or a family member in their household delay necessary healthcare due to the cost.1 The failures of Medicare and Medicaid, as well as rising drug costs, have contributed to the national medical debt which stands at over $220 billion.2 To combat these issues, legislators have begun to focus on the role of PBMs in determining the prices of consumer drugs.


Issue Analysis

PBMs came into existence during the 1950s to meet the growing need for specialized administration of prescription drugs. PBMs act as intermediaries between insurance companies


and pharmaceutical manufacturers, directly affecting the types of drugs covered under consumers’ insurance plans and their costs. However, they have begun to leverage their authority in ways that contribute to healthcare unaffordability in the U.S.

PBMs profit from administration fees, rebates, and spread pricing. They are not required to disclose the amount of the rebates they receive from drug companies or their reasoning for moving a drug to a higher tier of an insurance plan. This lack of transparency allows PBMs to engage in pricing practices that harm consumers, inflating drug prices for their own profit. The majority of their profit comes from spread pricing. This refers to the practice of charging consumers a higher price for drugs than what PBMs reimburse to pharmacies, keeping the difference as profit. This extra cost is passed on to consumers in the form of higher premiums, co-pays, and out-of-pocket expenses.


Options

End Spread Pricing

One solution to high drug prices is restricting the ability of PBMs to engage in spread pricing. Spread pricing has led to increasingly higher costs to consumers. Numerous states have found that ending spread pricing would help consumers by protecting them from paying the difference between pharmaceutical prices for drugs and prices outlined in PBM insurance plans. Thus, preventing spread pricing is an effective way to lower drug costs for consumers.


The Pharmacy Benefit Manager Reform Act (PBMRA), introduced in the Senate by Senator Bernie Sanders, would effectively prohibit spread pricing by PBMs while simultaneously working to limit the influence of PBMs. However, some critics argue that ending spread pricing could lead to an increase in prescription drug prices—PBMs might respond to the loss of revenue by negotiating with pharmaceutical companies to raise prices at the source. Additionally, price spreading is widely practiced and is the primary source of profit for PBMs; the abrupt shift away from spread pricing could negatively disrupt PBM operations, leading to administrative burdens and potential job losses. Still, the PMBRA would lead to more benefits for the general population than losses.


Increase PBM Financial Transparency

Increasing financial transparency for PBMs can help discourage them from employing practices that increase healthcare prices. The PBMTA has been proposed to increase transparency regarding pricing practices among PBMs. This could lead to reduced drug prices by revealing unfair pricing strategies. However, implementation of the act could heighten the administrative burden on the FTC, which would be tasked with monitoring PBM practices. To alleviate this issue, we propose an internal task force within the FTC specifically dedicated to monitoring unethical pricing procedures. ThePBMTA also does not mandate substantial operational changes for PBMs, thereby minimizing disruptions to the healthcare system as compared to more radical legislative approaches like PBM elimination.


Allow Medicaid to Negotiate Drug Prices

PBMs have repeatedly come under fire for raising consumer prices through their monopoly of the pharmaceutical industry. Enabling the government to negotiate drug prices with pharmaceutical companies will encourage competition and potentially reduce drug costs. Medicaid and Medicare could compel pharmaceutical companies to maintain competitive pricing and establish a pricing benchmark that may incentivize other pharmaceutical companies to lower their prices to remain competitive. Consequently, empowering Medicaid and Medicare to negotiate drug prices would not only lower costs for beneficiaries of these programs but could also reduce out-of-pocket expenses for other consumers. Such negotiations could foster greater transparency in drug pricing, encouraging pharmaceutical companies to keep their prices reasonable.


However, one drawback of this plan is the potential loss of revenue for pharmaceutical companies. This may lead to reduced investment in research and development for certain medications or a withdrawal from the market if costs cannot be covered. Additionally, negotiation processes entail administrative expenses and resource allocation, which may divert resources from other critical healthcare areas. Nevertheless, this approach offers flexibility and can be tailored to focus on negotiating prices for only specific medications with unaffordable costs, thereby mitigating unintended consequences. A similar proposal that was passed in 2022, the Inflation Reduction Act, contains legislation enabling Medicare to directly negotiate with drug companies to expand access to expensive consumer drugs. The resulting negotiated prices will only become effective in 2026, so other actions must be taken until then to lower the costs of medication.


Recommendation

The PBMTA is the best way to address the PBM-influenced increase in drug prices. The PBMTA of 2023 would reduce spread pricing, protecting consumers from having to pay a high cost for their health insurance premiums. It will also require PBMs to submit an annual report with the FTC regarding information on their charging practices. It also mandates disclosure of specific reasons for an increase in cost for consumers. Moreover, the bill provides a comprehensive guide that lists what actions are permitted, reducing room for miscommunication or a PBM’s ability to circumvent the bill.


Additionally, the PBMTA provides a solution that is less disruptive to the health care system and is therefore likely to garner bipartisan support if brought to the Senate. The bill’s political appeal is further supported by its bipartisan authorship. The bill is also supported by organizations such as the American Medical Association, American Pharmacist Association, National Consumers League, and the PBM Accountability Project. While different groups have conflicting interests regarding transparency measures, there is widespread public support for decreasing prescription drug costs. The PBMTA attempts to address the various parties’ concerns by allowing PBMs to engage in spread pricing and other practices as long as they report all discounts to health plans and disclose all financial information to the FTC. Overall, the bill has amassed great political support because it balances various interests regarding PBMs and prescription drug prices.The PBMTA is also administratively feasible.


The FTC is tasked with enforcing federal consumer protection laws that prevent fraud, deception, and unfair business practices.3 So, it is well within the FTC’s role as a consumer protection agency to encourage PBM transparency and enforce the appropriate repercussions for consumer deception and unfair business practices. Additionally, to ensure PBM transparency from a legal standpoint, state attorney generals will enforce the bill, providing consumer protection in the courts. State attorney generals are best equipped to enforce this legislation as the utmost legal authority in each state. Thus, the administration of this bill is well-managed in the hands of the FTC as the primary enforcer of the legislation while state attorney generals act as an added safeguard of consumer rights.


Conclusion

In total, people in the U.S. possess $220 billion in medical debt; this alarming statistic exacerbates financial hardship and limits access to healthcare.4 To address one cause of this issue, PBMs should be better regulated through the PBMTA, which is supported by a bipartisan panel and various other organizations. Endorsing the PBMTA is not only a healthcare necessity, but a moral obligation to alleviate national medical debt.


Sources

1 Rakshit, Shameek, Krutika Amin, and Cynthia Cox. “How Does Cost Affect Access to Healthcare?” Health System Tracker, January 12, 2024. https://www.healthsystemtracker.org/chart-collection/cost-affect-access-care/.


2 Rakshit, Shameek, Matthew Rae, Gary Claxton, Krutika Amin, and Cynthia Cox. “The Burden of Medical Debt in the United States.” Health System Tracker, February 12, 2024. https://www.healthsystemtracker.org/brief/the-burden-of-medical-debt-in-the-united-states.


3 “Enforcement.” Federal Trade Commission. Accessed March 21, 2024. https://www.ftc.gov/enforcement.4 Ibid “The Burden of Medical Debt in the United States.”


TO: Chief Investment Officer Jagdeep Singh Bachher, UC Regents, Student Regent Merhawi Tesfai

FROM: Ashwin Iyer, Cora Murray, Erika Patel, Aster Phan

DATE: May 29, 2024

RE: Elevating Sustainability in the UC Investment Strategy


Executive Summary

The University of California (UC), lauded for its sustainability efforts, faces criticism for continued investments in high-carbon companies like BlackRock and Blackstone. To address this disparity, the UC must consider divesting from Blackstone's Real Estate Income Trust (BREIT) after its 6 year contract expires. Following divestment, the UC should adopt a negative screening policy that excludes high-carbon companies while also redirecting funds toward sustainable investments. These changes will ultimately improve the UC’s environmental footprint while ensuring financial returns. In doing so, the UC can reinforce its commitment to sustainability and set a precedent for other institutions to follow.


Background Summary & Issue Analysis

The UC prides itself on being a global leader in sustainable practices. It has earned this distinction through a 25% reduction in system-wide carbon emissions and several improvements in energy efficiencies since 2009, which have led to savings of $400 million.1 The UC’s guiding goal for sustainability is to eliminate all greenhouse gas emissions by 2045, a target which replaced the previous 2013 commitment to achieve carbon-neutrality by 2025.2 Curbing greenhouse gas emissions will not only address the UC’s climate concerns, but will also advance its interest in advancing equity. Fossil fuels have the greatest impact on traditionally marginalized communities; toxic pollutants produced by fossil fuel plants are most concentrated in marginalized communities, and fossil-fuel driven climate change worsens extreme weather events that disproportionately affect low-income communities of color.


The UC fully divested from fossil fuel indices in 2020. Specifically, the UC screens out companies that own proved and probable reserves of thermal coal, oil, or gas using the MSCI ACWI IMI ex Tobacco ex Fossil Fuel Index for their investments. Additionally, it follows a Sustainable Investment Framework that prioritizes climate change, food and water security, inequality, and the aging population.3 This policy was adopted in 2015 and approached sustainable investment as a form of risk management; rather than a guiding value, sustainability is considered in risk assessment.4

Although the UC presents itself as a leader in Environmental Social Governance (ESG) policy, it heavily invests in companies with large carbon footprints. Notably, the UC has made significant investments into Blackstone, a company whose financial activities support environmental degradation through fossil fuel investment. On January 3, 2023, the UC announced a $4 billion investment in BREIT.5 Shortly after, on January 25, the UC invested an additional $500 million.6 The terms of both investments include an effective 6-year minimum hold period, preventing the UC from full divestment until January 2028.7


Options

Divest Completely from BREIT and Reinvest Sustainably

While the BREIT investments cannot be fully withdrawn before January 2028, the UC should begin divestment from similar investments as soon as legally possible. In the meantime, the UC should create a more sustainable plan for future investments. The UC’s current Sustainable Investment Framework provides a useful foundation for ESG investment. However, this policy allows the UC to invest in companies that financially support fossil fuel usage.8 For example, 83% of Blackstone investments lie in energy, with 52% of these investments involving fossil fuels.9 In 2020 alone, Blackstone-backed power plants produced 18.1 metric tons of carbon dioxide emissions.10 Moving forward, the UC system should follow a strict negative screening protocol to avoid investing in companies with a high carbon footprint. It is evident that this sustainable investment framework must be refined to account for all climate effects that a company may have, rather than only their direct ownings.

Upon divestment from Blackstone, the UCs should redistribute funds to sustainable technology investments. The UCs have stated that one of their goals is to provide early-stage capital to companies that will support the development of sustainable technologies.11 Currently, the UCs have allocated over $1 billion to climate change solutions.12 This investment has produced 3.15 gigawatts of renewable energy and energy in battery storage projects.13 This $1 billion investment is a mere fraction of the amount invested into BREIT. By divesting from Blackstone and similar high-carbon footprint companies, the UC will make more substantial contributions against climate change.


Additionally, Blackstone and other high-carbon companies may be high yield, but clean

energy investments offer more sizable returns. They are roughly twice as profitable as fossil fuel investments.14 The UCs have also acknowledged that fossil fuels are an unacceptable financial risk to the UC’s portfolio.15 This also includes Blackstone, a company that is heavily invested in fossil fuel markets. Therefore, clean energy technology is a more sustainable investment, both environmentally and financially, than Blackstone and other heavily carbon-invested companies.


Thus, the UC system should create a more robust sustainable investment plan that includes divesting from companies related to fossil fuels and reinvesting in clean energy, while also avoiding new investments in any companies with a high carbon footprint. Additionally, when it is legally possible, the UC system should divest from heavily carbon-invested companies, both for financial security and for better sustainability practices.


Produce Robust Reports that Center ESG Goals

The UC produces many reports to communicate frequently and effectively with its various stakeholders. Since 2021, UC Investments has released an annual climate-risk report in conjunction with the Financial Stability Board’s Task Force on Climate Related Financial Disclosure. Within these reports, UC Investments highlights its climate-related investment strategy, the carbon footprint of its investment portfolio, and the impact of its climate technology investments. As of 2023, UC Investments has begun to provide carbon data on its private equity and credit portfolios, now quantifying emissions for about 73% of its assets.16


Despite providing valuable insight into the sustainable investment practices of the UC, the annual Managing Climate Change Risks (MCCR) report is difficult to access within the UC Investments website, hindering stakeholder knowledge of the environmental impact of UC Investments.17 Furthermore, the MCCR report currently has a narrow scope. UC Investments should strive to expand its Climate Related Financial Disclosures to reach 100% reporting. They must provide public reports of the carbon footprint of specific investments in addition to the climate impacts of general portfolios. Moreover, because climate consciousness is a core investing principle, sustainability evaluations of the UC portfolio should be addressed within high-profile reports such as the annual report. This change would come at no cost to the UC while better informing shareholders of investment practices. By prioritizing environmental information in its reports, the UC will demonstrate its commitment to combating climate change.


Recommendation

We recommend that for the next 6 years, the UC pursue a policy of negative screening to refrain from investing in companies that have high carbon emissions or that invest in sectors with high carbon emissions. This should be paired with an initiative to invest in more sustainable businesses. Additionally, these investments should be evaluated in a robust reporting system to create transparency and trust for stakeholders of the UC system. Once possible, the UC regents should fully divest from BREIT. Ultimately, adopting this two-pronged approach will drastically improve the environmental footprint of the UC’s investment portfolio and set an example for other collegiate investment boards.


Conclusion

The UC’s continued investment in high-carbon profiles fails to align with its progressive sustainability goals, such as its plan to eliminate all greenhouse gas emissions by 2045. Continued investment in companies that invest in fossil fuels, like BlackRock and Blackstone, enables global warming and exacerbates inequitable climate burdens on marginalized communities. To address this issue, we suggest that the UC divest from BREIT as soon as possible, implement a stronger negative screening process for investments, redirect funds toward sustainable investments, and increase sustainability data transparency.


Sources

1 University of California. “2023 Annual Report on Sustainable Practices.” 2023. https://regents.universityofcalifornia.edu/regmeet/mar24/b4attach1.pdf

2 University of California. “UC’s New Climate Action Goals: Frequently Asked Questions.” 2023. https://www.universityofcalifornia.edu/sites/default/files/2023-07/uc-new-climate-action-goals-faq-final.pdf 

3 UC Office Of The Chief Investment Officer Of The Regents. “Sustainable Investment Framework.” nd.https://www.ucop.edu/investment-office/_files/sustainable-investment-framework.pdf4 Smithies, Sam. “UC Fully Divested from Fossil Fuels.” UCLA Sustainability. nd. https://www.sustain.ucla.edu/2020/05/31/uc-fully-divested-from-fossil-fuels/

5 Blackstone. “UC Investments Creates Strategic Venture with Blackstone to Invest $4 Billion in BREIT Common Shares.” Jan 2023. https://www.blackstone.com/news/press/uc-investments-creates-strategic-venture-with-blackstone-to-invest-4-billio n-in-breit-common-shares.

6 Blackstone. “UC Investments to Invest Additional $500 Million in BREIT Common Shares.” Jan 2023. https://www.blackstone.com/news/press/uc-investments-to-invest-additional-500-million-in-breit-common-shares/

7 Ibid “UC Investments to Invest Additional.”

8 Sustainability, Tracking, Assessment, and Rating System Reports. “University of California, Los AngelesPA-10: Sustainable Investment.” 2023. https://reports.aashe.org/institutions/university-of-california-los-angeles-ca/report/2023-09-08/PA/investment-financ e/PA-10/

9 Private Equity Stakeholder Project (PESP) & Americans for Financial Reform Education Fund. “Private Equity Climate Risks Scorecard 2022.” 2022. https://6000718.fs1.hubspotusercontent-na1.net/hubfs/6000718/PESP_AFR_Report_Climate-Demands-Scorecard_S ept2022.pdf

10 Ibid “Private EquityClimate Risks Scorecard 2022.”

11 Ibid “Sustainable Investment Framework.”

12 Ibid “Sustainable Investment Framework.”

13 UC Investments. “ESG Integration Dashboards.” Nov 2023. https://www.ucop.edu/investment-office/sustainable-investment/esg-integrationdashboards.pdf.

14 Boushey, Heather & Justina Gallegos. “Building a Thriving Clean Energy Economy in 2023 and Beyond.” The White House Briefing Room. Dec 2023. https://www.whitehouse.gov/briefing-room/blog/2023/12/19/building-a-thriving-clean-energy-economy-in-2023-and -beyond.

15 University of California. “UC’s Investment Portfolios Fossil Free; Clean Energy Investments Top $1 Billion.” Nov 2021. https://www.universityofcalifornia.edu/press-room/ucs-investment-portfolios-fossil-free-clean-energy-investments-t op-1-billion.

16 UC Investments. “Managing Climate Change Risks,” 2023. https://www.ucop.edu/investment-office/2023-uc-investments-tcfd-report.pdf.

17 Ibid “Managing Climate Change Risks.”


Updated: Sep 19, 2024

TO: Holly Mitchel, LA County Board of Supervisors

FROM: Karina Chan, Ariella Kandkhorov, Benjamin Oakes, Roxanne Vay

DATE: May 29, 2024

RE: Closing Men’s Central Jail


Executive Summary

Los Angeles (LA) County’s Men’s Central Jail (MCJ) incarcerates far more people than it can handle. It has become known for overcrowding, crumbling infrastructure, and inhumane living conditions. Mandates from the Department of Justice (DOJ) and input from community stakeholders have attempted to improve conditions, leading to the formation of a Jail Closure Implementation Team in 2020. Despite the four years that have passed since then, no significant action has been taken. To rectify this issue, we recommend a large investment in rehabilitative and mental health services with a focus on decreasing recidivism. Furthermore, an emphasis on diversion programs would also help ease the burden of overpopulation in MCJ. While these steps are being taken, we strongly advocate for an increased investment in basic necessities and improved living conditions.


Background

MCJ, initially built in 1963, is LA’s biggest jail facility and has a long history of mishandling its inmates. For instance, 22-year-old John Horton was found hanging from a noose in his cell on March 30, 2009, after spending only a month at the MCJ. A fellow detainee reported that Horton was held in solitary confinement in a windowless solid-front cell the size of a closet.1 The individuals at MCJ have been experiencing these conditions for decades. MCJ has not only failed to provide humane living conditions, but has also deprived incarcerated individuals of the resources necessary to maintain their well-being, such as mental healthcare and rehabilitation. Reverend Gary Williams, a former detainee and a long-time advocate of alternatives to incarceration, declares that MCJ cannot be changed and must be torn down.2


The number of individuals with mental illness in this jail system has significantly increased in the past decade. As of early 2024, 53.3% of MCJ’s population suffers from mental illness.3 The jail is poorly equipped to handle these individuals, who are chained to tables during the few hours that they are allowed out of their cell and who are made to wear tear-resistant suicide gowns.4 The jail is also poorly designed, with bad plumbing, excess garbage pileup, and poorly lit cells. Its structural design actively impedes monitoring the inmates and providing them with assistance.5


MCJ was not designed to house people long-term. However, many individuals have been living there for an extended amount of time. 5 people with mental illness have been incarcerated there for over two decades, and another 126 have been incarcerated for 5 to 10 years.6 Furthermore, one in three incarcerated individuals with mental illness in MCJ are housed with the rest of the incarcerated population and not given the space that they need.7 The conditions for incarcerated individuals suffering from mental health issues must be improved.


Overcrowding has also led to a myriad of issues, such as restricted access to basic necessities, poor sanitary conditions, and insufficient rehabilitation services.8 In addition, marginalized groups, including people of color and low-income individuals, have historically been incarcerated at disproportionate rates. Many of these were due to wrongful convictions or non-violent drug-related offenses. Black individuals are 7 times more likely than white individuals to be wrongfully convicted of serious crimes.9 This trend is reflected in the LA jail system, with a population that is 55% Hispanic and 29% Black.10 It is clear that the negative effects of incarceration are disproportionately felt in these communities.

Since 2020, the Jail Closure Implementation Team has worked on reducing the jail population. Other initiatives include issuing citations instead of detention for minor charges, aggressive pretrial releases of individuals primarily charged with non-violent felonies, and increased access to diversion programs.


Issue Analysis

In 2015, the LA jail system was placed under a legal settlement by the DOJ to address the inadequate mental health care being administered. The county was required to provide people in high-observation housing—those who are severely mentally ill or who have to be checked on every fifteen minutes—with 10 hours of out-of-cell time and 10 hours of therapeutic programming per week. The DOJ monitor reported in September 2022 that MCJ was not meeting these standards.11 In response, the county asked to push the deadlines for these requirements to 2026.


The LA County Justice Care and Opportunities Department released a jail closure update on January 30th, 2024. As part of their 5 year jail closure plan, they will reduce the jail’s population to 7,169 inhabitants. This depopulation would involve building 1,200 community beds per year to hold individuals as an alternative to custody. This would prove beneficial, as data has shown that individuals in community beds decrease their annual recidivism rate from 40% to 10%. Other interventions, such as quicker pretrial releases and faster care processing could accelerate jail releases by 50%. In order to make closure proceed smoothly, there must also be a guarantee that the custody space adjacent to the Inmate Reception Center will comply with DOJ Settlement Agreements.12


Options

Supporting Rehabilitative Services and Mental Healthcare

To improve the quality of rehabilitative services and mental healthcare in MCJ, funds for the Forensic In-Patient (FIP) Step Down program should be increased. FIP Step Down provides inmates with a supportive environment to help improve mental and behavioral health. The program increases unrestrained out-of-cell time to promote and incentivize prosocial behavior. Increasing funding for the program is crucial in improving mental healthcare for inmates. The funds should be used to increase the number of FIP pods in the jail, which are spaces for inmates to participate in therapeutic activities such as arts and crafts. By increasing funding for this program, more inmates can access rehabilitative services.

Furthermore, funding should also go toward compensating the Mental Health Assistants (MHA), who are incarcerated individuals that help care for and mentor other patients. This will increase the number of inmates involved in the program. These two suggestions are crucial to facilitating the mental wellness of the population of MCJ and will also lead to lower recidivism rates.


Increasing Funding for Diversion Programs

Currently, MCJ cannot support the number of people living there. Investing in diversion programs has the potential to significantly reduce the incarcerated population. It will also provide mental health services that more efficiently treat individuals and will reduce recidivism. Currently, only $1 million are allocated to diversion programs despite a $43.4 billion budget.13


One solution is to increase investment in the Office of Diversion and Reentry (ODR), an office within the LA County Department of Health Services. It works on implementing programs to divert people with serious mental, physical, and behavioral health needs out of LA County Jails and into community-based care. ODR also works to prevent people from getting arrested and provides alternatives to incarceration for people who have already been arrested. These initiatives would allow detainees to be transferred from MCJ to other non-carceral facilities better equipped to handle individual needs. Since the program started in 2015, ODR has successfully removed over 10,000 people from LA County jails and placed them in community-based care facilities.


ODR programming is unique because of the number of people involved in each step of a person’s journey through the program. Each of these different members plays an essential role in the success of ODR programming, from treating clients during the program to assisting them with finding opportunities afterward. As many people working in healthcare believe, effective therapy cannot happen in jail because it is inherently a traumatic experience.14 Investing in diversion programs would address this issue by transferring individuals away from jails, which would also help combat overcrowding problems.


Providing Basic Necessities and Improving Hygiene Conditions

A 2022 inspection by the Sybil Brand Commission for Institutional Inspections (SBCII) revealed that conditions at MCJ were unsatisfactory and needed corrective action in every applicable category.15 This can be attributed to the fact that during their stay at MCJ, incarcerated individuals are not guaranteed access to basic necessities, such as soap, toothpaste, toothbrushes, and razors. It must be the standard for incarcerated individuals to receive these items. Money should be invested in expanding access to these supplies to promote the well-being of incarcerated people while they are at MCJ.

In addition to a lack of basic hygienic products, MCJ has several other issues that are worsening the already inhumane conditions. For example, rat traps and rat feces were present in showers and some cells.16 Infrastructural flaws have also led to toilets that are permanently broken, leading to overflowing pipes and other hygienic problems.17 Individuals within the jail need to be provided with clean living conditions. All these problems need to be addressed in order for inmates to live in humane conditions.


Recommendation

Funds should be reallocated from inmate welfare and narcotics enforcement and given to the expansion of diversion programs like the ODR. This will provide alternatives to incarceration for those who have been arrested and significantly reduce overcrowding in MCJ. Redistributing this funding and relocating inmates will lead to a reduced need for the reduced programs, making their budget cuts unimportant.


Conclusion

Even within its current budget, the ODR has relocated 10,000 people from MCJ to community-based care programs. The efficacy of diversion is apparent and makes it a top choice for addressing the issues within MCJ. Despite its success, diversion programs are significantly underfunded in LA County. LA County has continuously increased its funds allocated towards its Sheriff Department without meaningfully addressing the problems of police violence and deputy gang membership; this funding should instead go to the programs that address the crisis currently afflicting its jail systems. Reallocation of funds towards diversion programs would represent a step toward much-needed improvements to the LA prison system.


Sources

1 “ACLU Releases Expert’s Report on Nightmarish Conditions at Men’s Central Jail in Los Angeles.” American Civil Liberties Union, April 13, 2009. https://www.aclu.org/press-releases/aclu-releases-experts-report-nightmarish-conditions-mens-central-jail-los-angele s.

2 McCann, Sam. “‘The County Jail Has Always Been a Murder Ground’: Stories from Men’s County Jail” Vera Institute of Justice, March 27, 2024. https://www.vera.org/news/stories-from-mens-central-jail.

3 O’Connor, Meg. “Los Angeles Is Locking up More People with Mental Illness than Ever before. Why?” USC Center for Health Journalism, October 14, 2022. https://centerforhealthjournalism.org/our-work/insights/los-angeles-locking-more-people-mental-illness-ever-why.

4 O’Connor, Meg. “In La Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.” USC Center for Health Journalism, March 10, 2023. https://centerforhealthjournalism.org/our-work/reporting/la-jails-mentally-ill-people-are-chained-tables-and-rarely-g et-psychiatric-care.

5 Ibid “In LA Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.”

6 Ibid “In LA Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.”

7 Ibid “In LA Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.”

8 Ibid “ACLU Releases Expert’s Report on Nightmarish Conditions at Men’s Central Jail in Los Angeles.”

9 “Race and Wrongful Convictions.” Michigan University. Accessed July 12, 2024. https://www.law.umich.edu/special/exoneration/Pages/Race-and-Wrongful-Convictions.aspx.

10 “Reported Crimes by Jurisdiction Los Angeles County, 2013.” Los Angeles Almanac. Accessed July 12, 2024. https://www.laalmanac.com/crime/cr03_13.php.

11 Ibid “In LA Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.”

12 “Jail Closure Implementation Team Fifth Quarterly Report.” Los Angeles County, June 22, 2021. https://file.lacounty.gov/SDSInter/bos/bc/1152729_ISD90-DayReportBackonWorkerOwnerInitiative_Dec2023_.pdf.

13 “2023-24 Final Budget.” Los Angeles County, 2023. https://ceo.lacounty.gov/wp-content/uploads/2023/12/LA-County-2023-24-Final-Budget-Book.pdf.

14 Ibid “In LA Jails, Mentally Ill People Are Chained to Tables and Rarely Get Psychiatric Care.”

15 Miller, Eric, and Mary Veral. “October 9, 2023, Men’s Central Jail (MCJ), Inspection Report.” Los Angeles County, October 9, 2023. https://file.lacounty.gov/SDSInter/bos/commissionpublications/minutes/1153211_POC23-0173.pdf.16 Ibid “October 9, 2023, Men’s Central Jail (MCJ), Inspection Report.”

17 Ibid “October 9, 2023, Men’s Central Jail (MCJ), Inspection Report.”


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