Los Angeles County 1970-1971 - California Grand Jury Reports

∼ June 30, 1971 — County of LOS Angre*

49 pages 9 findings 16 recommendations

Findings & Recommendations 9 findings

F1: November, 1969 - Dr. Robert Rocke, County District Health officer, submitted a plan for utilizing the County Health Department for drug-abuse clinics.

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R1: Family groups (AFDC-FG) a. Unemployed parent (AFDC-UP) b. Old Age Security (OAS)

F2: In 1970 Los Angeles County spent over $150,000 for a comprehensive survey of Community Health Action by the American Public Health Association. Chapter XIV of their report give a specific plan for control of alcoholism and drug abuse.

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R2: Aid to the Disabled (ATD)

F3: In April, 1971, Dr. Joel Hockman, Department of Mental Health, submitted a proposed drug-abuse plan for Los Angeles County. In the opinion of this committee "The Outline for Development of the Los Angeles County Drug Abuse Plan, 1970-71" is NOT a comprehensive drug-abuse plan. This is a lengthy and detailed description of existing drug-abuse services and of the total drug picture in Los Angeles County. This outline does not provide specifics for organizing and administering a coordinated drug-abuse program. A proposed plan must be submitted to the legislature now. The citizens of this county and the Board of Supervisors must not tolerate any more county personnel delays or internecine department power struggles. DEPARTMENT OF DRUG ABUSE This Grand Jury is very aware of the County freeze and the budget problems of Los Angeles County. Consequently it is with great reluctance that this committee must suggest the need for a new county department, this department to be the Los Angeles County Department of Drug Abuse. The head of this department should be a capable administrator, experienced in management and organization and from outside county government. This new department should be considered an emergency department and evaluated and appraised each year in the light of the existing drug-abuse problem in the county. The administrator should be directly responsible to the Board of Supervisors. This administrator must first expedite legislation for a comprehensive drug-abuse program which will utilize all private and public drug-abuse programs now functioning within each of the five super- visorial districts. This committee also feels that the Los Angeles County Commission on Narcotics and Dangerous Drugs should serve as the liaison between the Board of Supervisors and this new department. In order to aid and advise the supervisors this commission must be redefined and reorganized. The County Counsel should assist in rewriting by-laws under which this commission serves and the areas of responsibility and terms of service should be clearly delineated. Narcotic Information Service, which has been a pioneer in drug-abuse treatments and programs in Los Angeles County and is one of the first agencies to utilize ex addicts as counselors and community workers, must be revitalized by placing it directly under the new Department of Drug Abuse. It could better serve its vital role in disseminating information throughout the County and could com- pile and collect data which would aid in evaluating the total drug-abuse picture in the county. This agency is now functioning under the Department of Community Services which is prohibited by statute from engaging in direct counseling and individual social service. By operating directly under the Department of Drug Abuse, the Narcotics Information Service community workers and ex addicts may continue their highly effective work without violating any rules. The committee feels that Los Angeles County needs and must encourage the establishment of a laboratory which will collect samples of street drugs and analyze the contents, then disseminate this pharmaceutical information to all emergency hospitals, to all health clinics, school nurses, the County Medical Association, and to law enforcement. This information should be available by printed bul- letins and also through a telephone service comparable to Hotline and the Poison Information Service One of the most frightening things about the contemporary street drugs is the continuing presence of LSD mixed with all kinds of contaminants and marketed on the street as organic drugs such as mes- caline and peyote. This follows the current vogue for all natural foods and substances. As an ideal concept and as a measuring device, this committee of laymen has drawn from the Dr. Thomas Ungerleider (of UCLA Neuropsychiatric Institute) "Triage Program" within the West Los Angeles-Venice geographic area. This concept attempts to provide all appropriate measures for each drug abuse.

Related Recommendations (1)

R3: Aid to the Blind (AB)

F6: Contract Auditors' Report No. 8 - ACKNOWLEDGEMENTS The Social Services Committee is most grateful to those who have so graciously assisted its study and evaluation of certain areas of the Department of Public Social Services. Their views, information and suggestions were vitally important and most helpful. Ph.d., M.d., Head Physician, Outpatient and Family Planning Services, Gerald S. Bernstein Dept. Obstetrics and Gynecology, Women's Hospital, LAC/USC Medical Center Division of Records & Statistics, Los Angeles County Health Department Frank R. Bollinger Program Chairman, Work Incentive Program Richard Budrewig Professor, Department Social Work, USC Frances Feldman Assistant Field Director, Planned Parenthood/World Population, Los Angeles Norman Fleishman Regional Director, State Department Social Welfare Ralph Goff County Director, Food Stamp Program Richard Havnun Director Bureau of Administrative and Special Services, Department of Howard L. Holtzendorf Public Social Services Professor, Department of Social Work, USC John Milner Director, Department of Public Social Services, County of Los Angeles Ellis P. Murphy Chairman, Social Services Committee, 1970 Grand Jury Anna Priolo Chief, Venereal Diseases Control Division, Los Angeles County Health Walter H. Smartt, M.D. Department The committee members read the past Grand Juries' Reports and followed the progress of legislative bills dealing with welfare reforms at Federal and State level. The committee visited as a group or in teams the following: Los Angeles County Department of Public Social Services, Triggs Center Los Angeles County Department DPSS Bureau of Adult Services Contract Day Care Centers: Calvary, Enterprise, First United Methodist, Plaza, Second Baptist and Willowbrook Food Stamp Centers: JET Center, Watts Labor Community Action Center, TEKACU Center Los Angeles County Health Centers: Alhambra, Hawaiian Gardens, Hollywood-Wilshire, Imperial Heights, Northeast, North Hollywood, West Valley, El Monte Free Clinics: Foothill, Harbor, Long Beach, Los Angeles, North Hollywood Los Angeles County USC Medical Center Rancho Los Amigos MacLaren Hall Juvenile Hall SOCIAL SERVICES COMMITTEE Alyce May Sisson, Chairman Ann Dach, Secretary John E. Hargrove Ruth Juntilla Esther Lewin Anne C. Lingle Marian B. Lloyd Lydia Lopez Approved by the Grand Jury 11/1/71 . × . . . 10.00 . . • . . LITHOGRAPHED BY CENTRAL DUPLICATING BUREAU/COUNTY OF LOS ANGELES

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R6: DPSS also provides facilities for special benefits such as medical assistance, food stamps, Economic Opportunity Act programs, and child welfare services. The Department of Public Social Services has experienced many administrative reorganizational changes in recent years based primarily upon revised federal and state welfare regulations. This has resulted in notable improvements but at a rate slower than the increase in its work load and scope of responsibilities. The contract auditor's detailed review of DPSS covered a random sampling of cases in the field, the Department of Data Processing (DDP), and a careful study of issued warrants and duplicate warrants. The problems encountered in this vast organization were many. The lack of a computerized master index was serious in nature and must be coordinated into DDP. The Department of Public Social Services has made a positive approach toward the solution of this problem by soliciting proposals for the development and design of a Welfare Case Management and Information System from qualified outside professional consulting organizations. It also was understandable that many improvements are needed in such a large department. However, the overriding task of DPSS in recent years has been to cope with the rapid growth in the welfare caseload and a wide variety of changes in state and federal legislation and regulations. The contract auditor recognized that any recommendations made in Report No. 8 must be considered in terms of the State Welfare Reform Act of 1971. Another positive step forward in the greater control of effective operation of the Department of Public Social Services involves the probable designation of the District Attorney's office for investi- gation and prosecution of welfare frauds and abuse. This would remove investigative functions from a basic managerial organization and place it under a department with recognized skills in the invest- igatory and prosecution process. PRIOR RECOMMENDATIONS One of the drawbacks of a new jury every year is the inability of each jury to follow through on its recommendations. Each jury provides for this continuation by first following up on recommendations of previous juries and then listing suggestions for checks by subsequent juries. Report No. 9 of the Contract Auditor's Report details the results of this year's follow-ups. Report No. 10 lists suggestions for subsequent juries. SUMMARY The general trend of recommendations by the Grand Jury leaned toward more stringent control (safekeeping) of cash receipts and record keeping of vital information as it pertained to the individual departments audited. Each department audited responded to the contract auditor's recommendations. There was a cordial sense of agreement and concurrence. In a number of instances, action has already been taken to implement certain recommendations, while others will require study and/or personnel adjustments prior to full implementation. Other conclusions must await the move to new quarters where the physical relocation will contribute positively to the implementation. The Audit Committee wishes to express its appreciation to the Los Angeles County Board of Super- visors, the department heads and their staffs for the kind and courteous cooperation and assistance afforded the contract auditor in his efforts to comply with the Grand Jury's instructions. The Committee is also most grateful to Mr. Donald R. Rager, his associates and staff, for their patience and skillful guidance through the intricate paths of government operations. The quality of the contract auditor's expertise is reflected in the complimentary comment made by several departmental responses to recommendations. This Committee is of the opinion that the concentration of its efforts on a few objectives has been a greater benefit than if it had endeavored to touch lightly on many areas. From the number and type of recommendations presented, there is no doubt as to the magnitude of improvement required by all County departments to effect reduction in County expenditures and an ultimate saving of taxpayers' dollars. AUDIT COMMITTEE Albert M. Niblo, Chairman Marian B. Lloyd, Secretary Edward S. Adler Diane A. Baerwald Louis L. Colen James S. Dwight Marian Loeb Christian W. Planje Approved by the Grand Jury 11/15/71 CRIMINAL COMPLAINTS COMMITTEE The Criminal Complaints Committee of the Los Angeles County Grand Jury, comprised of nine members of that Jury, served as a screening and evaluation agency for all criminal matters presented by the Offices of the District Attorney or Attorney General for possible hearing by the Grand Jury. It also received, evaluated and acknowledged individual letters from Los Angeles County residents or civic organizations who for personal reasons chose to present their grievances to the Grand Jury for solution. The normal committee procedures in determining the necessity for a hearing by the Grand Jury involve the intensive interrogation of those Deputy District Attorneys or Deputy Attorneys General who believe that a hearing by the Jury will serve the best interests of victims and defendants. The Criminal Complaints Committee is particularly interested in determining why the Grand Jury hear- ing is desired as opposed to the alternative of a preliminary hearing in the Municipal Court. Usually the choice is based upon lowered cost to the taxpayer, secrecy provided by a Grand Jury hearing, time limitation based upon the applicable statute of limitation or protection of witnesses and con- venience. From a brief outline presented by the Deputy District Attorney and/or Deputy Attorney General the Criminal Complaints Committee seeks to be assured that probable cause exists. After much deliberation without any District Attorney staff present, the Committee votes upon the merits of a Jury presentation. A simple majority rules. In the evaluation of letters received from County residents and civic organizations, all letters which bear return addresses are acknowledged. Weekly action taken by the Criminal Complaints Commit- tee determines the nature of the response to be made to the letter received and when necessary defines the direction of the investigation to be made by the Grand Jury investigator. The Commit- tee makes a genuine and sincere effort to satisfy the complainant but works equally hard to avoid a continuing pattern of correspondence where the grievances are fundamentally personal and non- criminal in nature. To the date of final preparation of this report eighty-three separate and distinct cases were pre- sented to the Grand Jury, involving 220 defendants. As the result of evidence presented, eighty-one indictments were returned for the following felonies: Indictments Filed Crime 1 Arson, Assault with a Deadly Weapon, and Unlawful Possession of an explosive 2 Bribery 1 Conspiracy and Assault 1 Dangerous Weapons and Control Law 6 Grand Theft 1 Grand Theft and Burglary 1 Grand Theft, Conflict of Interest, Receiving Stolen Property, and Filing False Evidence 6 Grand Theft, Forgery, and Fraudulent Claims 1 Grand Theft, Procuring and Offering False Instruments and Violation of Business and Professions Code 1 Grand Theft and Violation of Financial Code Grand Theft and Violation of Corporations Code Kidnapping Possession of Dangerous Weapon 2 Receiving Stolen Properties 2 Robbery 2 Violation of Corporations Securities Law 3 To November 1, 1971, the Grand Jury had spent ninety-five days in the hearing of evidence or approximately 63% of full Jury time. Hearings consumed a minimum of a part of a day to a maximum of ten days. During the current year the Grand Jury was asked to hear evidence relative to the mishandling of critical exhibits in a major murder case. Although no indictments were sought or filed, the Jury did inform the County Board of Supervisors that strong evidence of inefficiency and nonconform- ance to logical business procedures did exist in the Office of the County Clerk. A total of 168 communications were received from residents and civic organizations in Los Angeles County. The preponderant volume dealt with individual problems or complaints which did not fall within the jurisdiction of the Grand Jury. Where it was possible the Criminal Complaints Commit- tee referred these correspondents to organizations or agencies for available immediate assistance. In several instances the Committee provided an opportunity for personal discussion, which in every case gave the complainant the attention and counsel he sought. In the balance of the communications received, orderly and prompt disposition included:

F7: Contract Auditors' Report No. 8 -

Related Recommendations (1)

R7: Fees and fines should be increased for companies cited for violations so that it finally becomes more economical to be in compliance.

F8: Contract Auditors' Report No. 8 -

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R8: The APCD should reconcile Rule 51 (APCD Rules and Regulations) and Rule 60 in favor of Rule 51. Concern for public welfare should be the primary business of the APCD.

F9: Contract Auditors' Report No. 8 -

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R9: The APCD should refer to Standards in the Bay Area APCD on Sulphur Dioxide Emis- sions (Regulation 2). Present regulations in San Francisco allow 300 parts per million. while the Los Angeles APCD regulations set for 1973 are 500 parts per million. The stricter standards in the Bay Area should be adopted for the Los Angeles area. If San Francisco can enforce their standards, Los Angeles can.

F10: Contract Auditors' Report No. 8 -

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R10: In purchasing new monitoring equipment, only instruments based on the latest technol- ogy should be considered, not merely replacing the old instruments with new. The com- mittee recommends increased appropriations for instrumentation for stationary emissions.

F11: Contract Auditors' Report No. 8 -

Related Recommendations (1)

R11: APCD should not accept further grants from the American Petroleum Institute or other private industry. This may be construed as a conflict of interest.

Additional Recommendations 7

Not linked to specific findings.

R4: Aid to the Potentially Self-Supporting Blind (APSB)

R5: Indigent Aid — also known as General Relief (GR)

R12: Publicity releases by APCD should be more specific, more informative and more widely distributed. They are too dry and technical now. The publicity should inform the public about sources of pollution and encourage the people to perform a citizen's advocate role. There is a tendency of the APCD to overwhelm the public with technical expertise rather than common-sense information.

R13: Enforcement agencies such as police and Sheriff as a matter of policy refer the results of their investigation to the proper prosecuting agency for either a complaint or a rejection. The enforcement section of APCD should consider a similar policy of referring all criminal violations of the APCD rules and regulations to the proper prosecutive agency in order to avoid acting as judge and jury.

R14: Injunctive power to stop pollutors should be used to better advantage.

R15: In accordance with Federal law, no new cars without effective smog control should be allowed to enter, be sold or be driven in Los Angeles County after 1975, instead of the extension to 1976. Each year is critical.

R16: Mandatory Emission Inspection: After thorough examination of the Northrup Feasibility Study on Mandatory Emission Inspections (Part A) the Grand Jury recommended support of enabling legislation (AB 1577) to make an emission and safety inspection mandatory for all automobiles. Continuing support should be given to this legislation through both houses of the legislature. During the year the Grand Jury became aware of many citizens' complaints about noxious odors in the El Segundo area, apparently emanating from the Standard Oil Company and the Allied Chemical plant. It was determined that the cause of these odors was sulphur dioxide which can be deleterious to health even in quantities less than sufficient to cause noticeable odors. Due to the complexities involved and our limited time in office, we were unable to complete our investigation to our own satisfaction. We have left our files for the 1972 Grand Jury with the expectation that they will be able to complete our initial efforts. In the meantime, at the request of the APCD, formal complaints have been filed in municipal court by the District Attorney. AIR POLLUTION CONTROL BOARD (Variance Board) The Air Pollution Hearing Board is made up of three members - two attorneys and one engineer, appointed by the Board of Supervisors, Their term of office is three years and one-third of the Board's term of office expires each year. They meet three times a week for approximately fifty-five minutes per meeting and receive $100 for each session. The Board members are Delmas R. Richmond, an attorney who has served for eighteen years, Wendell W. Schooling, an attorney who has served nine years, and Robert E. Vivian, an engineer, appointed to the Board in 1970. In the hearing, the APCD, through a representative from the County Counsel's office plays the adversary; i.e., the role of asking for a denial of a variance. The proceedings are quasi-judicial and the witnesses (the petitioner and his attorney) testify under oath. The philosophy of the Board appears to be that of ultimately obtaining compliance from a company where variances have been granted. Therefore variances are seldom denied in the hope that a company will eventually comply by the end of the variance period. There were 1067 variances granted in the past five years; there were 62 denied. One company has had twenty-eight variances since 1960. Recommendations:

∼ June 30, 1970 — Los Angeles County Grand Jury 1970*

74 pages 7 findings 15 recommendations

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Findings & Recommendations 7 findings

F1: early adequate education for prevention

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R1: Those letters which can be answered easily and with little delay should be completed ed immediately.

F2: early, sustained corrective treatment for the offender

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R2: Those complaints which need further investigation and for which no quick answer was ·e possible will be sent a letter acknowledging receipt and proposed action. Some letters were summarized to the whole jury if the content seemed to justify this procedure. A few of the letters resulted in considerable discussion as to the best procedure to follow. Many were not within Grand Jury responsibility and were referred to other authority. To expedite action on the letters, the committee received excellent assistance from the office staff, ct legal advisor and investigator. They were diligent and objective in giving counsel and advice to committee members. Gerald A. Calhoun, Chairman, Criminal Complaints Committee Approved by Grand Jury November 30, 1970 ENVIRONMENTAL CONTROL COMMITTEE REPORT Standing: Addison Quarles Lloyd Dickey Dan Donohue Turner Alexander Seated: Christine Mather Lucille Deasy, Secretary Ray Dodds, Chairman Patricia Krogstad Voris Marker For several years, a Smog Committee has been a part of each Los Angeles County Grand Jury This committee has attended a hearing before the Los Angeles Zoning Commission in regard to noise at International Airport. The committee was represented at the Mayor of Los Angeles Anti- pollution Conference. A meeting was held with Mr. Fuller just prior to his retirement as head of the Air Pollution Control District. A tour of the Long Beach and San Pedro Harbors in the city-owned launch, "Angelina", was made by the committee. An investigation into the chemistry of detergents was begun by a special task force and continued by the committee. It was learned that all detergents made in the United States since 1965 are biode- gradable. They break down in the sewage disposal plant into such components as to reduce the con- tamination of the bodies of water into which they flow. There is a difference of opinion as to the results in home cesspools. The Grand Jury took no affirmative action concerning the committee's resolution against oil drilling in San Pedro Harbor; it endorsed the committee's opinion that California should take part in the civil suit against the major automobile manufacturers, claiming collusion to prevent cleaner running engines. Letters concerning this action were sent to Governor Reagan and Attorney General Thomas J. Lynch. The committee has recognized that there is no simple answer to the problems of environmental control. Its hope is to help disseminate the basic truth that the so-called CONSUMER does not exist – there are only USERS. Nothing is ever destroyed, it only changes in form; the waste material is usually equivalent in volume to the original product. This is strikingly demonstrated by the old automobiles that clutter the It's a small world; all the extractive industries are working on an exhaustible supply. It is our plan and purpose to help set the processes of recycling and recovery in motion. On August 24th the Environmental Control Committee did another inspection of the harbors, this time as guests of the Los Angeles City Fire Department aboard a Fire Boat. In addition to the crew, who was very cooperative and informative, Mr. Roy Hampson of the State Water Quality Control Board was along to point out the factors that contribute to the problem. It was a pleasure to hear him say that their efforts had met with considerable success. The best evidence is that the water will again support some fish and animal life. Anchovies and seals have returned to the harbor and are present in considerable quantities. However, he pointed out a number of sources of pollution which indicated that their job is not complete. It seemed evident that a satisfactory patrol of the harbors and coast of the County, with the numerous sources of possible pollution, requires more than the two assigned to the task. The committee wrote to the Director to that effect. Consistent with the committee's previous position of opposing oil drilling in San Pedro Harbor, a state- ment was issued opposing exploratory core-hole drilling at Pacific Palisades Beach. With the approval of the Grand Jury, statements of this opinion were sent to the Board of Zoning Appeals and other interested parties. In pursuance of the subject of oil pollution, it was learned that Los Angeles City Ordinances allow an exploratory core-drilling permit without a public hearing. They also require that only owners of prop- erty within 300 feet of the site shall be notified. A recent change in the administrative rules of the City Department of Building and Safety requires an interested citizen to deposit $1,000 in cash or cashier's check and pay $20.00 per hour — minimum fee $20.00 - for the privilege of examining and drawing or blueprint on file. It is even being applied to plot plans. Both of these matters are, in the opinion of the committee, detrimental to the public welfare and the public knowledge so necessary to environmental control. All involved and interested parties have been so advised. Mr. Robert Chass, the new head of APCD, accepted the invitation to address the Grand Jury on Thurs- day, November 5. In reviewing the year, it seems that contributions toward improving the environment were miniscule. The committee hopes that it has aroused a few more people to the size and urgency of the problem, and that future Grand Juries will see the need to continue this task. RECOMMENDATIONS 1) A strong and sustained program should be instituted to educate people to the advan- tages of living near their work. The establishment of communities by industries could be a part of the plan.

F3: stiff enforcement of laws to get the seller for profit out of circulation and off the streets

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R3: That there be an annual management audit of the county which would reveal inefficiencies, waste and duplications not brought to light by the bookkeeping audit currently provided for by Statute. (See 1970 Grand Jury Contract Auditors Report.) 4) That when civil service salaries are set to be on a par with private, corporate salaries, such comparisons allow fully for the additional work security and other benefits accompanying civil service employment. Turner Alexander Catherine Corbin Curtis L. Mick Accepted by Grand Jury November 18, 1970 GRAND JURY FEES The three-member Task Force on Grand Jury fees investigated the present per diem ($10.00) in relation to present-day inflation, federal grand jury fees, and its historical purpose. The Task Force recommended and the Grand Jury accepted the following motion: "The 1970 Grand Jury recommends to the Board of Supervisors an amendment to the appropriate statute increasing the fee for grand jurors from $10.00 to $20.00 for each day's attendance." Lloyd Dickey, Chairman Daniel Donohue Don C. Seare Accepted by the Grand Jury September 28, 1970 GRAND JURY - GENERAL CONCERN This three-member Task Force researched, studied, and investigated the statutory and administrative provisions for the selecting, nominating, and installing the Los Angeles County Grand Jury. Further, it acted upon pending and anticipated legislation relative to holdover jurors (AB 197). The Grand Jury accepted the following report and motions on recommendations of this Task Force: 1) That the State Legislature and Governor be advised of this Grand Jury's opposition to AB 197 - three holdover grand jurors to be chosen by the presiding judge of the Superior Court for service on next year's jury. (The Governor vetoed this bill) 2) That the two drawings for grand jurors each year be advanced by one month (time of assuming duties not to be changed). Thus the final twenty-three jurors would be drawn the first Tuesday in December giving each juror time to study the necessary materials and re-arrange his schedule. 3) That the "Charge to the Grand Jury" be revised annually so as to contain the latest statutory provisions, and that all statutory

F4: regulation and control of production, distribution, importation of dangerous drugs and narcotics

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R4: An annual audit of the Los Angeles County Employees Retirement Association's financial statements is performed by the Auditor-Controller's Audit Division. The audit includes a test count of securities held by the County Treasurer for the Retire- ment Association. However, no frequent test counts are made of the securities held by the Treasurer for the Los Angeles Unified or Los Angeles Junior College retirement funds. We believe the Auditor-Controller should periodically review and test the custodial functions performed by the Treasurer for these school district retirement funds. ACCOUNTS RECEIVABLE: Suggestions A) A standard format should be adopted so that all departments and institutions report the same kind of information to the Auditor-Controller. B) The information reported should include the name of the debtor, the name of the account receivable, the aging of the amount receivable, the classification (nature) of the receivable, and space for comments relating to its collectibility. C) Clear deadlines must be established and enforced for receipt of the accounts receivable information in the Auditor-Controller's office and a policy adopted whereby each depart- ment must submit a report. D) Procedures must be established to insure that all departments have included in their accounts receivable:

F5: Identify groups whose tasks are really carried out, or should be, by county or other governmental units.

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R5: The inventory activity reports prepared by Mechanical should be quarterly rather than annually so that action can be taken in a timely manner.

F6: Re-evaluate the need-effectiveness-cost of the groups." On November 15, 1967, "the CAO was instructed to periodically review the Board-appointed committees and commissions and report the results . . . to the members of the Board for their consideration." The CAO advised the 1968 \bar{G}rand Jury Audit Committee that" . . . we have made initial contact with 18 committees, . . ." and that "we plan to complete our review by September 30, 1969." In September 1970, the CAO wrote to the 1970 Contract Auditor that "...a limited amount of activity with regard to county commissions and committees has taken place since our last correspondence to you on November 18, 1968." The Contract Auditor advised this Audit Committee of the "limited progress in the making of periodic reviews and evaluations of these groups." From the lists supplied by the CAO, the Contract Auditor reports that: "1) Two commissions have been combined into one.

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R6: We believe it incorrect to omit hospital inventories from County financial LAND, STRUCTURES AND IMPROVEMENTS AND EQUIPMENT: Corrective and Improvement Actions Suggested

F1970: Replies received (85% of dollar requests mailed) indicated that the Department's records were correct except for one account: The State Department of Water Resources contested a June 1969 billing for $545,642.74, of which the State had no record. A copy of the invoice is being resubmitted The Department's policy is to send unpaid accounts of government agencies or large corporations to the Road Fiscal Officer for review and action; however, it appears that there was insufficient followup on this particular invoice. We recommend that the Department make periodic reviews of the open invoice files to insure that all old invoices are investigated promptly for proper followup. REVENUES OF DEPARTMENT OF MENTAL HEALTH: Suggestions A) We recommend that the Department take action to facilitate receipt of documents from its various facilities and/or use estimates based on best available information in order to insure that billings are made promptly. B) More aggressive collection action is indicated. REVENUES AND ACCOUNTS RECEIVABLE - FLOOD CONTROL DISTRICT: Suggestions A) At fiscal year-end the District should record its unbilled reimbursable expenditures as "unbilled receivables," with offsets to appropriate revenue accounts, and should record amounts collected in advance of related expenditures as "deferred credits" to revenue. B) A cost accounting system should be developed to segregate reimbursable expenditures from nonreimbursable expenditures at the point of origin whenever possible. This would expedite the billing process by eliminating to a great degree the tedious and time-consuming task of reviewing expenditure ledgers each time a billing is prepared. C) The District should fix the responsibility for insuring that all provisions of betterment agreements are complied with, including timely final accountings. EXPENDITURES FOR PAYROLLS: Corrective Actions Suggested 1) Steps should be taken to force compliance by departments with deadlines for reporting payroll information, so that it may be routinely processed through the computer. 2) Delays in the transmission of change information from departmental personnel and payroll sections should be eliminated by the establishment and enforcement of dead- line dates. Forms for the submission of information from personnel section to the payroll section of a department should be prenumbered so that they can be accounted To expedite changes into payroll system, consideration should be given to the possibil- ity of having change in status reports prepared by departmental personnel sections for direct submission to Special Claims, with copies to the departmental payroll sections and to the County Personnel Department. 3) Existing deadlines on the submission of absence reports by departments to Special Claims should be enforced. Departmental time clerks should report absences daily so that the departmental payroll sections will have the necessary information for the timely preparation of absence reports. Before a final salary check is given to a teminating employee, the salary rate used by 4) 3 the departmental payroll section should be verified by Special Claims. 5) A policy should be established and enforced for the timely reporting of overtime to be paid for. Computer programs should be modified to provide for automatic verification of pay rates and computation of overtime pay. 6) Regulations of the Internal Revenue relating to retention of withholding exemption certificates should be followed. 7) The problem of duplicate employee numbers is due to the use of five-digit maximum employee number (99,999 is the highest available) for approximately 85,000 different employees paid during each year. The high level of turnover requires frequent reuse of old employee numbers. By adjusting the programs to accept a six-digit number, 999,999 numbers would be available, the reuse of numbers eliminated for many years. If this suggestion presents a major problem in redesigning the computer system, an alternative is to use an alphabetical character as the first digit of the employee number. This would expand the available numbers to approximately 260,000. As a minimum procedure, an edit step should be added to the computer program to check its file for duplicate numbers every time the payroll is processed. If the County desires to continue issuing their former numbers to rehired employees, the computer would catch duplicates as soon as they enter the system and corrective action can be taken. 8) For better control of unclaimed warrants, consideration sould be given to the use of a te suspense control account with a periodic detailed listing of the warrants. Release of an unclaimed warrant should be only upon the written approval of a responsible Special Claims employee, and the unclaimed warrants on hand should be compared at surprise intervals with the detail listing. 9) We recommend a change in the method of computing deductions from pay for un- excused absences to a system which is based upon annualized working days rather than calendar days in the month of occurrence. 10) To minimize the possibility of human error and to eliminate the cost and time re- quired for the manual computation of monthly salary rates, we suggest the incorpora- tion of the required factors into the computer program so that the monthly salary g rate for each employee can be computed automatically and placed in the computer master file. Special pay rates for certain employees could also be built into the system. 11) Meaningful controls should be built into the computer program. Hours worked and gross and net pay would seem to be the logical control totals. For example, routines could be built into existing programs to compare the number of overtime or total hours input to some reasonable limit. Any item exceeding this amount would give rise to an exception listing which would be forwarded to the control group for resolution prior to the distribution of payroll checks. The same approach could be taken with regard to both gross and net pay. In this manner, any unreasonable salary (and hours) would be flagged for closer scrutiny. 12) We think meaningful control totals (such as document counts or total number of hours and/or days absent) could be used to minimize the chances of data loss or conversion error during the master file updating process for employee absence information. The need for control totals during updating is emphasized by the fact that once information is placed on the master file the pay calculation is directly affected. Batch control totals would facilitate location of potential errors. 13) Magnetic tapes in use should not be available to computer room personnel. While it may not be economically feasible to have a library area and librarian for the Admin- istrative Data Center alone (the volume of tapes is not that great), it would seem reasonable to bring the files for the Property, Justice and Administrative Data Center utilize the library and librarian of one of the two adjoining centers. Closing Comments It is apparent from our findings that many of the problems in processing the County's huge payroll are due to the handling of paperwork at the individual departmental level by both a personnel section and a payroll section. When the proposed computerized PPBR (Personnel, Payroll, Budget and Retirement) system is installed, perhaps a year and a half from now, it is to be hoped that many of the functions of the departmental personnel and payroll sections can be eliminated and that these sections will be consol- idated so that duplicate handling (and cost) of data before transmission to the Auditor-Controller's Special Claims section can be avoided. BUREAU OF RESOURCES AND COLLECTIONS: Corrections Indicated A) The BRC receivable records should be computerized to aid in controlling accounts and to provide more timely and analytical information on the accounts receivable. B) BRC should upgrade the security of its records. C) Outstanding field receipt forms should be audited by either the Auditor-Controller or BRC on a frequent and surprise basis. WELFARE EXPENDITURES AND REVENUES: Corrective Actions Needed 1) To guard against the entry of false data into the system that produces automatic pay- ment warrants, we recommend that a daily listing be prepared by the Data Center of all new cases entered into data processing by teletype from each District Office. These listings should be sent to and reviewed by district supervisors, and the information should be verified to case files on a test basis. 2) Cash payments made at district offices should be eliminated. A pilot program of writing checks in lieu of cash payments is currently being tested at two District Offices. We recommend that check writing be initiated at all District Offices, eliminating the need for cash payments and providing the basis for State and Federal sharing of these payments. 3) We recommend that controls be established so that automatic payments are stopped pending periodic redeterminations of eligibility. 4) Although conclusions should not be drawn from the very limited number of payment warrants and case files we examined, the results were not encouraging and do lead to a suspicion that welfare disbursements may not be well controlled. The Auditor- Controller's Audit Division staff may want to pick up our testing of warrants and case files to determine if controls are in fact as poor as they at first appear to be. 5) We again suggest that a checklist be established in DPSS to control the receipt of billings from other County departments, to insure that all expenses are included in reimbursement claims and on a timely basis. 6) Welfare Data Center: We believe that our suggestions for the Data Center are self-evident within the fore- going comments under "Findings". 7) Develop and implement the necessary controls to prevent fraudulent conspiracies so that there cannot be a reoccurrence of the kinds of situations which led to the recent Grand Jury indictments. As this report goes to press, formal replies are being received or will shortly be received by the Commit- tee from the Chief Administrative Officer, the Auditor-Controller, and the various County department heads to whom we distributed the Contract Auditor's report.* These replies will be evaluated by the Contract Auditor and the Audit Committee and will be included or summarized in the Contract Auditor's final composite report, to be issued under date of November 10, 1970. In addition to the audit of the County's financial statements discussed in the preceding paragraphs, we requested the Contract Auditor to follow and report back to us on significant prior years' Grand Jury examination recommendations and unsettled points in a number of County departments. In general, the Contract Auditor's reports to us on the current status or on action completed or action taken on the various items which we asked him to follow indicated to us that County departments, after a period of time and internal investigation and reverification, usually adopt the majority of Grand Jury examination-oriented recommendations. We also directed the Contract Auditor to make a brief review of recent annual financial statements of self-governing special-purpose districts within the County. No unusual or significant problems appeared from that review. For detailed information on specific findings refer to our Contract Auditor's Final Report for 1970 on file with the Grand Jury. Douglas A. White Chairman Audit Committee *Honorable Joseph A. Wapner : Citizens Economy and Efficiency Committee Presiding Judge, Superior Court Los Angeles Area Chamber of Commerce Honorable George M. Dell Town Hall Judge, Superior Court Property Owners Tax Association of California Each Member of the Board of Supervisors California Taxpayers' Association Clerk, Board of Supervisors Chief Administrative Officer Auditor-Controller Approved by the Grand Jury November 12, 1970 CRIMINAL COMPLAINTS COMMITTEE REPORT Standing: Don Seare Harmon Bennett Ray Dodds Turner Alexander Seated: Lucille Deasy Olive Jackson, Secretary Gerald Calhoun, Chairman Grace Wiener Christine Mather The 1970 Criminal Complaints Committee consisted of nine members who met each Tuesday morning in advance of the general meeting to hear requests for hearings by the complete jury. It was felt that nine was the optimum number. A larger number might have proved unwieldy. A majority vote was necessary to have the request placed on the calendar. The presentation of known facts by either a Deputy Attorney General or Deputy District Attorney was followed by discussion and vote. The calendar dates and a brief summary were given to the full jury when they convened. The eleven months covered in this report resulted in 54 requests for hearings, all of which were presented to the Grand Jury. Of these hearings, 51 resulted in indictments. In 6 cases there was no indictment returned against a total of 9 persons. The time involved in these hearings ranged from one hour to seven days. A total of 102 days was spent on criminal hearings up to December 1. These 102 days were from a total of 173 working sessions of the full jury, or 60% of Grand Jury time. A total of 412 counts were charged in the indictments against 172 persons. Two cases were presented by a Deputy Attorney General, the other 52 by members of the District Attorney's staff. Of the 102 days spent on criminal hearings, five days were given to a special investigation by the District Attorney's office. In this instance, no indictments have been returned, and the investigation is continu- ing into December. In addition to those listed above, there were five hearings scheduled for November and December. These hearings are tentatively scheduled for a total of ten days. A similar caseload is anticipated in the remaining weeks of the year. The indictments returned may be summarized under the following headings: Crime Number of Indictments Filed 6 Murder Robbery 1 Assault (by police) 1 Assault and Battery 2 Bribery and Conspiracy to Bribe 3 Fraud (Real Estate) 1 Fraud (Welfare) 2 Fraud (Corporation) 1 Extortion 2 Kidnapping and Burglary 2 Abortion and Conspiracy to Violate Abortion Laws 1 Narcotics 6 Numbers Conspiracy 1 Shoplifting Conspiracy 1 Grand Theft, Conspiracy and Forgery 15 Arson 1 Grand Theft (Real Estate) 1 Grand Theft (Trade Secrets) 1 Illegal Possession Weapons, Explosives and Conspiracy to Commit Murder 2 Burglary, Forgery, and Receiving Stolen Property 1 Letters from citizens and civic organizations to the Criminal Complaints Committee have totaled 176 to date. A letter-reading sub-committee was used to read and evaluate the content and to assist in answering. If this sub-committee or committee members felt that the content merited further investigation, such investigation was conducted by the jury's investigator. Findings were then returned to the committee Chairman and reported to other members. By vote of the committee, the answering policy was expedited in the following manner: 1. Those letters which can be answered easily and with little delay should be completed ed immediately.

Additional Recommendations 9

Not linked to specific findings.

R7: The problem of duplicate employee numbers is due to the use of five-digit maximum employee number (99,999 is the highest available) for approximately 85,000 different employees paid during each year. The high level of turnover requires frequent reuse of old employee numbers. By adjusting the programs to accept a six-digit number, 999,999 numbers would be available, the reuse of numbers eliminated for many years. If this suggestion presents a major problem in redesigning the computer system, an alternative is to use an alphabetical character as the first digit of the employee number. This would expand the available numbers to approximately 260,000. As a minimum procedure, an edit step should be added to the computer program to check its file for duplicate numbers every time the payroll is processed. If the County desires to continue issuing their former numbers to rehired employees, the computer would catch duplicates as soon as they enter the system and corrective action can be taken.

R8: For better control of unclaimed warrants, consideration sould be given to the use of a te suspense control account with a periodic detailed listing of the warrants. Release of an unclaimed warrant should be only upon the written approval of a responsible Special Claims employee, and the unclaimed warrants on hand should be compared at surprise intervals with the detail listing.

R9: We recommend a change in the method of computing deductions from pay for un- excused absences to a system which is based upon annualized working days rather than calendar days in the month of occurrence.

R10: To minimize the possibility of human error and to eliminate the cost and time re- quired for the manual computation of monthly salary rates, we suggest the incorpora- tion of the required factors into the computer program so that the monthly salary g rate for each employee can be computed automatically and placed in the computer master file. Special pay rates for certain employees could also be built into the system.

R11: Meaningful controls should be built into the computer program. Hours worked and gross and net pay would seem to be the logical control totals. For example, routines could be built into existing programs to compare the number of overtime or total hours input to some reasonable limit. Any item exceeding this amount would give rise to an exception listing which would be forwarded to the control group for resolution prior to the distribution of payroll checks. The same approach could be taken with regard to both gross and net pay. In this manner, any unreasonable salary (and hours) would be flagged for closer scrutiny.

R12: We think meaningful control totals (such as document counts or total number of hours and/or days absent) could be used to minimize the chances of data loss or conversion error during the master file updating process for employee absence information. The need for control totals during updating is emphasized by the fact that once information is placed on the master file the pay calculation is directly

R13: Magnetic tapes in use should not be available to computer room personnel. While it may not be economically feasible to have a library area and librarian for the Admin- istrative Data Center alone (the volume of tapes is not that great), it would seem reasonable to bring the files for the Property, Justice and Administrative Data Center utilize the library and librarian of one of the two adjoining centers. Closing Comments It is apparent from our findings that many of the problems in processing the County's huge payroll are due to the handling of paperwork at the individual departmental level by both a personnel section and a payroll section. When the proposed computerized PPBR (Personnel, Payroll, Budget and Retirement) system is installed, perhaps a year and a half from now, it is to be hoped that many of the functions of the departmental personnel and payroll sections can be eliminated and that these sections will be consol- idated so that duplicate handling (and cost) of data before transmission to the Auditor-Controller's Special Claims section can be avoided. BUREAU OF RESOURCES AND COLLECTIONS: Corrections Indicated A) The BRC receivable records should be computerized to aid in controlling accounts and to provide more timely and analytical information on the accounts receivable. B) BRC should upgrade the security of its records. C) Outstanding field receipt forms should be audited by either the Auditor-Controller or BRC on a frequent and surprise basis. WELFARE EXPENDITURES AND REVENUES: Corrective Actions Needed

R38: 2) The development of public transportation systems that will reduce air pollution should

R18-36: months. STATE DIRECTOR OF SOCIAL WELFARE Since most of the fifty or more social welfare programs administered by the county are created by state legislation based on federal law (only General Relief is under county control and 100% county financed - about 15% of the county expenditure) Robert Martin, State Director of Social Welfare, was invited to speak to the Jury. He stated that his department fulfills the federal requirement for one state agency to receive all federal monies and prepare one basic plan for all the counties based on the Social Security Act, HEW regulations, etc. It also supervises local administration through county welfare departments of all categorical aid programs (AFDC, AB, OAS, ATD), Food Stamps and others. He briefly outlined parts of the President's proposed welfare reforms - FAP - still slowly moving through Congress and which could result in substantial changes in welfare administration and procedures. The effects FAP would have in California must await an analysis of the measure in its finally passed form. He called the following points to the Jury's attention: 1) A welfare recipient often can do better financially than someone working, particularly when additional benefits such as Medi-Cal are taken into consideration. 2) The changes in social conscience and structure because of which the state is replacing former family ties and responsibilities. State of Calif.-Human Relations Agency, Dept. of Social Welfare, Annual Statistical Report, Public Welfare in Calif. 1968-69 Increased activity of community action groups (funded by OEO, often) legal 3) assistance groups, welfare rights organization which have emphasized that "welfare is a right, not privilege" and not stressed responsibility. Class court suits of which 65% have been won by the plaintiff and in each case result 4) in liberalized regulations which the county must implement at an inordinate price tag, i.e., welfare payments to needy children can no longer take into account the income of a step-father. Services should be separated from income maintenance; there has been an "over-sell" 5) of services and too little practical help. THE MANAGEMENT COUNCIL Lawrence T. Cooper, President, the Management Council, told the committee of his organization's work and the efforts of some of the private sector in providing jobs. The Council was started in 1965 follow- ing the Watts Riots. It is a catalyst whose major function is to encourage employers to reach into dis- advantaged areas to discover, recruit and hire qualified persons to fill open jobs without lowering their standards. The goal is to provide an escape route for the needy to permanently remove themselves from the disadvantaged category. He reported: According to a 1966 USC survey, fifteen months after the program began 203 1) companies had hired 17,903 persons; two-thirds of these were still with the same company; of the one-third who left their original job, one-half were working for higher pay (average for men and women, $2.75 per hour). Most of the persons had obtained raises, about one-third had moved into better homes, all the companies were satisfied, and none of the terminations indicated discrimination. There has been real progress towards cooperation and proper job opportunity fore- 2) casting between business, industry and educational, training institutions. Appreciable improvements have been noticed in communication, overcoming of 3) resentments, frustration, bitterness and distrust. However, these areas remain as a continuing need and challenge. The Council works with CAMPS, National Alliance of Businessmen, and refers 4) persons to proper Manpower Development Training Programs. He noted that, in his experience, MDTA funds were well spent in this county. In 1970 the problems are greater and somewhat different. 90% of the unemployed 5) lack basic education and skills - 0-3 grade reading level, whereas 4th or 5th grade level is considered minimum. About 150,000 new arrivals settle in the county's disadvantaged areas each year (about 1,000 black, 800 Mexican-American per month). Were it not for this influx of new residents, he felt the problems could be solved in six or seven years. Some advances, but too slowly, are being made in placing people as apprentices with 6) the union trades. Lack of basic business know-how dooms most small independent business ventures 7) to failure. About 11% are considered sound enough to be given help. On the committee's recommendation, the 1970 Grand Jury adopted a letter - "commending the Management Council for its outstanding success in bringing together qualified job applicants from disadvantaged areas and employers in need of workers . . ." Copies of this letter were sent to the Governor and other concerned Federal, State and local public officials. COOPERATIVE AREA MANPOWER PLANNING SYSTEM In further pursuit of evaluating training programs and job opportunities, the committee investigated CAMPS. Donald Fishel, Executive Secretary, Los Angeles Committee, Cooperative Area Manpower Planning System, spoke to the committee. CAMPS is a network of national, regional, state and local committees created in 1967 to provide a coordinated framework for the identification of manpower needs and solutions of manpower problems in the disadvantaged areas. It is to develop operating and financial linkages among agencies and programs to reduce duplication and to make the best uses of all available resources. Each local committee must prepare a yearly Area Plan which is to be an inventory of resources, identify needs and serve as a guide for all subsequent actions. The goal of CAMPS is to provide aid to needy clients by providing education and training for employment, placement in jobs while providing related services to overcome individual obstacles. CAMPS is badly needed and a most commendable concept which may yet develop into an effective means for coordination. There are, however, at present a number of deficiencies: 1) It lacks authority and control, particularly over the funding of projects and programs. 2) Frequently local plans are funded unilaterally by Washington without local CAMPS consultation; evaluation by and recommendations from CAMPS should be mandatory. 3) A mass of independent legislation added since the Manpower Development Training Act was enacted in 1962 has produced duplication and confusion aggravated by the great number of governmental agencies involved (Labor, HEW, OEO, Commerce, Housing and Urban Affairs, Agriculture, Interior, Civil Service . . .) 4) Lack of committment to CAMPS on the part of some agencies and representatives. However, to date, CAMPS has led to inter-agency dialogue, sharing of information and some areas of agreement. Mr. Fishel expressed the hope that the President's MTA of 1969 (particularly SB 2838) would be enacted this year. These measures would de-categorize and consolidate many programs and give more local authority. FOOD STAMPS The Food Stamp Program was of continuing concern to the committee. While this was essentially conceived as a program to increase the consumption of domestic foods, it does have a prime human goal - the better feeding of hungry people. Mrs. Eileen Jensen, Chief, Food Stamp Program, State of California and Steve Larson, County Coor- dinator, spoke to the committee on separate occasions. USDA has full approval over a county's participation in the program. The State Department of Social Welfare administers it but delegates the certification of applicants, storage and protection of stamps and issuance of stamps to the counties. Basically, all assistance families and certain non-assistance, low-income families are eligible to participate in the program. The two speakers were in substantial agreement about the problems in the program as it now operates: 1) Only about 25% of the potentially eligible low-income families use the stamps in California; only about 21% of assistance families (33% of AFDC, 15% of ATD, OAS, etc.) 2) Differences and inconsistencies between HEW and USDA regulations and determina- tion of gross-net income adds unnecessarily to administrative and audit costs of the program. The lack of convenient, efficient economical delivery system discourages potential 3) participants in the program. In the county there are, at latest count, only 106 sales outlets. Delays caused by re-certification and monthly distribution of ATP's (authorization 4) to purchase). There is some philosophical resistance to the program, as voiced by Welfare Rights 5) Organization representatives, and particularly an objection to the restrictions on purchases. The expense (100% county) of each sale handled by the contract banker or other 6) outlet. (Almost $1.00 per transaction at present.) The committee adds these observations: The use and definition of "household" in the program enables, for instance, several 1) persons in a commune to qualify for food stamps. Present eligibility procedures make it possible for persons for whom the program is 2) not intended to take advantage of it. For example, college students - married or in a "household" - who do not choose to work and participate illegally in the program. Registering for and accepting employment should be an enforced, mandatory condi- tion for participation in the program. Stricter security measures to protect against theft of food stamps and the use of such 3) stolen stamps are urgently needed. A pilot program, currently in two county offices, would seem to overcome some of the above problems. This allows a recipient to authorize the purchase price of his stamp allocation to be deducted from his monthly grant check. The stamps and net amount of the grant are then mailed to him. This procedure eliminates the distasteful, inconvenient standing in line to buy stamps. It is recommended that a careful evaluation of this pilot be undertaken next year. WATTS SKILL CENTER The committee and other jurors visited the Watts Skill Center serving South Central Los Angeles. It is, since 1966, housed in an old mattress factory and has "Name of the Game is Jobs!" as its motto. The Center is funded by Manpower Development Training Act monies; the State Human Resources Department has the responsibility of selecting participants and referring them to the Center and the Los Angeles City School District operates the school. Once a trainee is enrolled, attendance in assigned classes is mandatory since acceptance of responsibil- ity and a regular schedule are essential components of the program. A single trainee receives $53 per week and is "docked" for tardiness and unexcused absences. Training programs are open-ended - average length of a class is 40 weeks - and a trainee must leave the program when he has reached his employability level. Vocational counselors and others at the Center work on job development for and placement of the job-ready trainee. The varied vocational training programs include one operated by Pacific Telephone Company which guarantees employment with the company upon satisfactory completion. These were the main facts to which the committee wishes to call attention: 80% of the enrollees are on probation or parole and this seriously affects their 1) employability. 2) Many enrollees have legal, personal and health (alcohol) problems and these are more prevalent among men. 3) Extensive counseling to change attitudes, convince participants to accept education, training and responsibility is required in almost all cases. 4) The Center serves 800-900 persons per year and reports that, to date, 75-80% of the graduates have remained employed. 5) The use of nearby Los Angeles City School facilities is an efficient use of public resources and one that should be continued and expanded if possible. 6) Practical illiteracy is a serious problem; the goal is to enroll trainees in basic education and bring them to 5th grade level before they enter a vocational program. DEPENDENT CHILDREN Visits were made to Mac Laren Hall and the Olive View Cottages. These facilities are operated by the county for dependent, neglected or abused children who are in protective custody for a few hours to several months. (A few "non-placeables" may remain for years.) By law these children must be kept separate from delinquent juveniles; there are about 12,000 of these youngsters in the county at any one time. Depending on the child's needs and problems as well as his home situation he is returned to his home (about 50% in one - two weeks), placed in a foster home, private child care institution, state mental hygiene facility, or with relatives. The institution's program includes physical care, continued partic- ipation in education, individual guidance, and professional observation of each child to plan for his future. The committee arrived at the following conclusions: 1) It must be decided which department has final authority over and responsibility for MacLaren Hall and its charges since Probation Social Services, Education and others are involved. 2) Regrettably, there are far too many repeaters among the neglected, abused children in protective custody - a parent must be proven unfit or guilty of abuse. 3) More and better foster homes are needed especially for teenagers; these offer a more home-like, natural environment at about half the cost of institutional custody. 4) When financially able, legal parents or guardians should be made to pay all or at least part of the cost of caring for their children. The committee recommended and the Grand Jury adopted: 1) That MacLaren Hall be replaced, as already authorized, with the greatest possible speed. The CAO replied that funds for architectural plans are in the 1970-71 budget and that a timetable is being developed. 2) That the two dependent children's cottages at Olive View be immediately phased out because of their excessive costs and staff problems. The CAO replied that the pilot cottage program is being phased out in 1970. LOS ANGELES TRADE TECHNICAL COLLEGE In response to publicity charging that Los Angeles Trade Technical College has free, unfilled classes and two or three job offers for every graduate, the committee questioned Ellis P. Murphy, Director of the Department of Public Social Services. These are the obstacles cited which prevent greater utilization of the college by welfare recipients and other unskilled, unemployed persons: In addition to the cost of books, tools, transportation, etc., there are some charges: 1) $6.50 per semester for a minimum of 12 units for day students and $2.50 plus $3.00 per unit per semester for night students. Some WIN enrollees have been placed in the college and it is expected that further 2) placements will be made when Educational and Training Services Program funds become available. The college, a public school, is limited in the extent to which it may promote or 3) advertise its services. A schedule of classes is available free at the school and all public libraries but none is mailed except on request. There is too much emphasis, to a certain extent, on a liberal arts college program 4) and a resultant rejection of education and training for skilled, blue-collar work. CHILD SUPPORT PAYMENTS Earl Osadchey, Head Deputy District Attorney, Child Support Division, and Captain Bert Dreebin, Office of the District Attorney Bureau of Investigation, explained the laws and efforts pertaining to collecting child-support payments from fathers. In civil welfare cases the superior court must order payments made to the Court Trustee who forwards them to DPSS. The Court Trustee must notify the district attorney if payments are not made as ordered. In criminal, e.g., "willful failure to provide necessities" cases, the mother must sign a complaint against the father. The committee learned the following: About ¾ of the criminal cases received are from welfare families. 1) Only about 75% of the welfare mothers give even partial cooperation and while 2) this could cause their removal from welfare in accordance with this Code, due to court decisions and DPSS policies, this, in fact, never happens. Over one-half of these cases involve illegitimate children and proving paternity is 3) very difficult. The numbers of cases are vast; in August, 1970, 22,021 criminal non-support cases 4) were opened and another 978 were reopened. There are ten regional offices employ- ing 88 people of whom only 27 are D.A. investigators to handle all these cases. Better enforcement of the laws governing non-support by fathers is indeed needed. 5) This requires greater cooperation by DPSS with this Division and added manpower to cope with the large, difficult caseload problem. VENICE CIVIC UNION Mr. Barry L. Goodman, president of the Venice Civic Union, spoke to the committee and other jurors and expressed these concerns: 1) The need to teach about crime prevention, respect for law and authority, and the dangers of drug abuse from elementary school on. 2) The importance of evaluating if government funds used to sponsor various community action programs were really used for the betterment of the community's citizens. 3) The violence, intimidation and disruption occurring in many of the area's schools. 4) The need for a Directory of Services so that one call to a Coordinator or Help Line will provide the individual with the name of the proper agency or service which he requires. Such a Directory would save time, reduce frustrations, provide inter-agency communications, and aid officials and agencies to pinpoint the community's most urgent needs and problems. On the positive side he cited these community youth programs: 1) The Marina del Rey "Junior Crime Prevention Club" and the Grandview "I'm a Helper" Club. 2) The KIWI Teen Post where there are many constructive activities. Specifically, athletic programs sponsored by members of the Los Angeles Police Department; also community service projects done in conjunction with staff members of the Venice State Service Center. COUNTY'S ROLE IN WELFARE Chief Assistant County Counsel, John Larson spoke to the committee about the county's authority in determining welfare programs and expenditures. He made these points: 1) Over the years the federal government has created numerous welfare programs which the states could or could not adopt. The federal money available upon implementation led California to implement most available programs. 2) The State of California chose to let counties administer all categorical aid (AFDC, OAS, AB, ATD) but the counties have no control over eligibility requirements, size of grants, etc. 3) When federal or state funds are reduced or cease, the county has the difficult emo- tional and political choice of reducing or eliminating the program or assuming 100\% of the cost 4) Recent federal relaxation of rigid compliance requirements to "adequate and workable" has been of some help in reducing administrative costs. 5) The state requires the county to provide some aid to all who are needy but not eligible for categorical aid. This General Relief is 100% county expense and amounted to $23.5 million in 1969-70. 6) Many Office of Economic Opportunity funded programs create further problems for the county because the joint power contracts establishing them are dictated uniformly in Washington and frequently do not meet the local needs of specific counties. There has been much publicity given to the concept of the state or federal government assuming the entire cost of welfare. Therefore, the committee asked how much of the county's welfare budget is met by the local taxpayer. The reply is that $182,082,173 ($35,341,878 administrative costs and $146,740,295 aid payments) is paid by local taxes. This out of the current $907,500,000 welfare budget in a county budget of $2.2 billion. In reply to a further question, the committee was informed that there are no citizenship requirements for categorical aid or general relief; several federal court decisions declared that welfare aid cannot be restricted to U.S. citizens, and, in fact inquiry may not be made as to whether an applicant for assistance is lawfully in the United States. WELFARE ABUSE Criminal cases involving county welfare workers and recipients revealed the following: The Department of Public Social Services and particularly DPSS District Offices are 1) apparently unconcerned and lax about applying federal, state and county provisions regarding eligibility requirements and the current status of recipients. Efforts to ascertain that only the proper payments are made are given "low priority." The required re-affirmations of eligibility are frequently completed by eligibility 2) workers without reviewing the substantiating documents as required by law. Forms used to request and obtain assistance are readily available and in no way is 3) their use controlled by, for instance, serial numbers. Discontinued cases are fed into the computer only once a month. This allows the 4) computer to process warrants for discontinued clients. Such cases should be voided immediately. Paid warrants are not checked in a manner which would reveal obviously irregular, 5) unusual, or suspicious payments. Discontinued case files are not kept in a locked location where their numbers could 6) not be used for obtaining warrants. Access to these files should require at least an eligibility worker and a supervisor's signature. Not enough emphasis is placed on determining the actual existance and custody of 7) children in the county's 103,000 AFDC families (450,000 recipients). It is surprisingly easy to use a number of county warrants for the down payment on 8) an expensive automobile or to deposit these in a savings account. Supplementary grants are readily made and without verification of need nor a review 9) of the number of reasons for such prior grants. For further data and recommendations, refer to the 1970 contract-auditor's findings report - . WEST DISTRICT HEALTH CENTER The committee visited the New West District Health Center which opened in March 1970 and serves 600,000 residents of the area. Historically the function of the Health Department is prevention of disease and protection of the community. However, there is a growing trend towards a more curative approach as evidenced by the pilot family health care clinic. Also, there are greater efforts to develop programs to meet local needs as the community sees them within legal limits. These goals and programs were outlined by District Health Officer George Prichard, M.D., and County Health Officer Gerald Heidbreder, M.D. Clinic services provided include birth control and family planning, venereal disease detection and treatment, pre-natal care, immunizations, etc. A Youth Clinic is held at the Venice Sub-center Monday-Friday evenings from 4 to 10 p.m. Veneral disease, serum pepatitis, malnutrition, and drug abuse present the most serious problems at this location. The Hospital Department has staff for medical aid and referral to physicians and hospitals in this Center. The Mental Health Department will begin offering services from this location in the future. The further development of coordinated health services from this Center is called to the attention of the 1971 Grand Jury. Of note is the proposed merger, adopted in principle by the Board of Supervisors, of the three departments involved into one Department of Health Services. Of special concern is needed growth in these areas: 1) The drug-abuse clinic in the Venice Sub-center with enough competent, qualified personnel and the availability of hospital beds for those suffering from barbiturate withdrawal - this is an urgent, immediate need. 2) Acceptance by the Venice community of the Center's location and services which requires, among others, the overcoming of worries regarding child care, transportation and emergency services. 3) Cooperation between the county, local volunteer groups and public and private agencies to provide the community with necessary health-care services. RECOMMENDATIONS The following recommendations from this committee, adopted by the Grand Jury, are called to the attention of the 1971 Grand Jury: 1) Consolidation of Adult Aid Programs (OAS, AB, ATD) under Social Security so as to simplify procedures, avoid duplication and save administrative costs. The Board of Supervisors and Mr. Murphy approve and recommend this action. However, legislative changes at the state level are required and they advised their legislative advocate of the matter. 2) Opposition to a proposed $6.4 million remodeling of Old Olive View Hospital as submitted by the Hospitals Department. Also, that serious consideration be given to the sale of an apparently unused 380 acres of land at Olive View. The Board of Supervisors referred this matter to the CAO and Director of Hospitals on October 13, 1970. 3) The approval of a contract between Olive View Hospital and UCLA Medical Center with utmost speed so that there may be the varied, quality staff needed by a complete community hospital. The Board of Supervisors referred this matter to the CAO for report on May 12, 1970. 4) Concurrence in an Alameda County Grand Jury resolution that the state legislature amend the Welfare and Institutions Code to provide identical penalties for theft of welfare funds by welfare recipients as theft of funds from any other source by any other person. Action by Congress to change the 1967 amendments to the Social Security Act to 5) close a loophole and set a definite ceiling on the gross income an AFDC family may have and still be eligible for welfare payments. Allowing deductions of "exemptions and allowable expenses" from a gross income of $1,048 per month (mother with three children) to arrive at a "net" income entitling the recipient to $152 welfare grant is violating the intent of welfare. The Board of Supervisors approved and so advised its legislative advocate. Requested a reaction to the comments that the raising of county intern and resident 6) salaries to such a large extent has had an adverse effect upon recruitment of staff on UCLA Medical Center and other state and private institutions within the county. The matter was referred to the CAO for report on July 10, 1970. The need for a Directory of Services for the Venice area so that one call to a Coor- 7) dinator or Help Line will provide the individual with the name of the proper agency or service which he requires. Such a directory would save time, reduce frustrations, provide inter-agency communication, and aid officials and agencies to pinpoint the community's most urgent needs and problems. The matter was referred to the CAO and other affected departments to prepare a recommendation on October 27, 1970.

* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.