Los Angeles County 1985-1986 - California Grand Jury Reports

R1: Olympic Games should be continued. Better security should be provided in parking structures by utilizing more personnel

R2: and better lighting. An underground location for the communications center should be considered.

R3: The current proximity of vehicular traffic to the Imperial Boulevard terminal should

R4: be restricted. The screening and security check of personnel working with the airlines should be

R5: increased. The time required for security checks for contract personnel who operate screening

R6: devices should be shortened. This often takes as long as six months. Procedures to implement effective screening of check-in luggage should be

R7: developed. FAA standards should be raised in order to provide the utmost possible screening

R8: and security of passengers and luggage commensurate with effective and efficient operation at the airport. The magnetometer appears to be an effective (though limited) tool in the screening of passenger and carry-on luggage. However, many explosive devices cannot be detected by these machines. Furthermore, their locations do not prevent terrorist attacks at curbside, at ticket counters, or in certain waiting areas. Extensive personnel security checks are precluded as these would be an invasion of privacy. The LAX Fire Department is to be commended on its outstanding efficiency and professionalism. Security in parking areas appears to be satisfactory. SEAPORTS SECURITY COMMITTEE AREAS OF CONCERN AND INQUIRY PREPAREDNESS FOR: Activity related to political unrest (terrorism) Earthquakes Fires (accidental or arson) By-products of labor management disputes PERSONS INTERVIEWED PORT OF LOS ANGELES Ezunial Burts, Executive Director Captain Ed Henry, Port Warden Jack Wells, Assistant Director PORT OF LONG BEACH Stanley Westover, Director of Operations Woodrow Wilson, Chief Port Security Officer Allen R. Carter, Deputy Fire Chief, City of Long Beach LOS ANGELES POLICE DEPARTMENT Captain Robert Medina, Harbor Division LOS ANGELES FIRE DEPARTMENT Raymond Olson, Battalion Chief, Bureau of Fire Prevention and Public Safety UNITED STATES COAST GUARD Captain Leon E. Beaudin, Captain of the Port COMMITTEE David A. Johnson, Chair Paula Gale, Vice Chair Sara Batchelor Lino Bonucci Dain Carr Leo George Marilyn Johnson Joseph Micciche SEAPORTS SECURITY COMMITTEE RECOMMENDATIONS

R9: Existing contracts with contract security companies should be monitored as to the number of security officers contracted for and the number actually provided. The adequacy of their training should be reviewed and complete background checks should be made before personnel are assigned to any City or County building. A few specific observations were also made by the committee. These have been forwarded to the appropriate City and County personnel for their consideration. In general the committee observed two overriding factors which appear to impinge upon the security of the City and County Government buildings. First, the overall level of security seems to reflect the desire of publicly elected officials to be accessible to their constituents and to the public at large. The committee, however, was concerned with the security of all employees as well as the visiting public. The second factor which repeatedly came up was the effect of the budget on all decisions. The committee felt that, in spite of budgetary constraints, many improvements can be made in the existing systems. *************************************** Art & Entertainment ARTS AND ENTERTAINMENT COMMITTEE AREAS OF CONCERN The sale of sporting and entertainment event tickets at a price well above established prices, i.e., ticket scalping A review of the operation of the Music Center A review of the Memorial Coliseum PERSONS INTERVIEWED AND DOCUMENTS REVIEWED Experts in the field, e.g. General Managers of theatrical centers and concerned employees within City and County Government. Officers and staff of the Music Center. Commission members and staff of the Memorial Coliseum. Review of contracts in force between County Government and other entities. Review of New York State Legislation regarding Scalping. COMMITTEE Herbert L. Kneeter, Chair Leo E. George, Vice Chair Frank Hodgson MUSIC CENTER OPERATIONS RECOMMENDATIONS When the next subleases are negotiated between the Operator and the Companies an

R10: A working committee should be appointed which would include the Chief Administrative Office's Office of Disaster Service, the County Planning Department, County Counsel, the Sheriff's Department, Emergency Planning Commission and the California Office of Emergency Services (OES). The primary function of this committee would be to evaluate the August 1983 "Comprehensive Earthquake Preparedness Planning Guidelines" as prepared by the Southern California Earthquake Preparedness Project (SCEPP) with recommendations for full implementation or amendment to apply to current conditions. Shortly after the Mexico City earthquake on September 19, 1985, the question arose as to the state of preparedness of the Los Angeles area to survive such a disaster. Preparedness (and not response) was the main thrust of this study. It was clear to the Committee and to the Grand Jury that much more needs to be done to prepare for what the experts tell us is sure to come. Many of the recommendations would require administrative new directions and increased funding on the part of the County. Should the disaster occur as predicted, however, the cost to the County would soar because it had failed to provide adequate plans, staffing, equipment and supplies. GovernmentOperations GOVERNMENT OPERATIONS COMMITTEE AREAS OF INQUIRY * Traffic congestion throughout Los Angeles County Drug abuse PERSONS INTERVIEWED Experts in the area of traffic congestion. Experts in the area of narcotics abuse, especially medical and drug enforcement personnel. Media persons who are familiar with these problems. COMMITTEE Suzanne Marx, Chair Norma Marter, Vice Chair Marilyn Johnson Herbert L. Kneeter Carl Ross . S. TRANSPORTATION RECOMMENDATIONS Communication between the public and private sectors should be strengthened by

R11: Adoption of stepped up parking enforcement, expansion of computer controlled traffic signal systems, a peripheral parking plan with shuttle bus service and the conversion of six downtown primary north/south thoroughfares into one-way couplets should be implemented as an entire package plan. Innovative methods of traffic flow employed during the 1984 Olympic Games were extremely effective in combatting congestion in the central area of Los Angeles. These methods should be adopted at this time and a high level county wide public-private sector coordinating committee should be charged with policymaking and implementation authority by planning relief from traffic congestion. EXTENSION OF THE GLENDALE FREEWAY RECOMMENDATION The Board of Supervisors and Los Angeles City Council should support the proposed downtown bypass which is an extension of the Glendale Freeway southward past the U.S.C. campus where it will link up to the Harbor Freeway. The downtown portion of the Harbor Freeway is inadequate to handle the increase in through traffic at the present time and growth projection is for 25% gain in the next twenty years. FEASIBILITY STUDY OF TOLL PROGRAM RECOMMENDATION The Grand Jury recommends that the Board of Supervisors appoint the appropriate agencies to conduct a feasibility study to determine the effects of a toll program on selected portions of the present freeway system. The Congressional Budget Office in a recently released study stated that "On heavily traveled routes, tolls have the potential to help relieve traffic congestion by rationing limited highway capacity during peak periods." NARCOTICS RECOMMENDATIONS

R12: Los Angeles Convention Center Expansion Project

R13: Marina Del Rey Slip Assignment and Slip Fee Policy

R14: Police and Fire Department Stress Disability Pension COMMITTEE D.A. Johnson, Chair Sara Batchelor, Vice Chair . Leo E. George Dain D. Carr Norma J. Marter AUDIT COMMITTEE The Grand Jury, under specific California Penal Codes, is empowered to examine the management and fiscal needs of all Los Angeles County officers, departments, joint powers agencies, special districts and records of any incorporated city within the County of Los Angeles. Early in the year the Audit Committee selected Arthur Young Company to be the contract auditors for the 1985-86 year. It was also determined that members of the committee would accompany the auditors on some calls and would meet with them regularly during the course of the audits. In the report that follows, only the recommendations are included. The full text (as well as abstracts) of the audit reports are available for inspection in several locations, including the Grand Jury Headquarters and the offices of the Board of Supervisors. D.A. Johnson, Chair PRELIMINARY REVIEW OF THE BURBANK COMMUNITY REDEVELOPMENT AGENCY RECOMMENDATIONS 1-1 The Burbank City Council should update the land use element of the City's general plan to complement the specific plans of the Agency's project areas. 1-2 The City Council should evaluate the organization structure and level of staffing resources allocated to the City's Community Development Department. 1-3 The County Auditor-Controller should develop guidelines for cities in preparing statements of indebtedness on redevelopment projects. 1-4 The City Council and the Agency's Board of Directors should seek clarification and documentation of all monies advanced to Burbank Redevelopment Agency or transferred between projects. . REVIEW OF THE TOM BRADLEY INTERNATIONAL TERMINAL CONSTRUCTION MANAGEMENT PROCESS RECOMMENDATIONS 2-1 The Department of Airports should expand the scope of estimates to include a project's total costs. 2-2 The agency should evaluate construction contractor bids which are significantly below the Department of Airports' estimates. 2-3 The Department of Airports should maintain a monthly construction budget based on a project's specific work order accounts. 2-4 Work order accounts should be closed promptly. 2-5 The City Council should consider means of ensuring fiscal accountability to the City. 2-6 The Board of Airport Commissioners should provide for bond proceeds accountability. . REVIEW OF THE DESIRABILITY OF SEPARATING THE COUNTY'S AUDITOR AND CONTROLLER FUNCTIONS RECOMMENDATIONS 3-1 The Grand Jury should consider reviewing the effectiveness of all divisions of the Auditor-Controller every three years. 3-2 The Board of Supervisors should direct that the role of the County Audit Committee be expanded to include the procurement of and coordination with the independent outside auditor. 3-3 The County Audit Committee should review the scope of the outside audit. 3-4 Audit Division reports should be presented to the Board of Supervisors in public sessions. 3-5 County departments should not be charged back for required Audit Division services. i. . LOS ANGELES COMMUNITY COLLEGE DISTRICT RECOMMENDATIONS 4-1 The District should develop district-wide mission and goal statements. 4-2 The District should develop individual college mission and goal statements. 4-3 Board of Trustee elections should be moved to even-numbered years. 4-4 The District should develop and maintain an on-going strategic planning process. 4-5 The District should establish an accounting system which treats the nine colleges as separate cost centers. 4-6 The District should evaluate the feasibility, and legal changes necessary, to contract for cafeteria, bookstore, community services and child development operations. 4-7 The Board of Trustees should adopt a policy regarding the role and relationship of the General Fund and special funds. 4-8 The District should reorganize the Educational Services Division. 4-9 The District should develop district-wide standards for educational programs. 4-10 The District should reduce the number of certificated personnel commensurate with the student demand and revised workload standards. 4-11 The District should develop a management information reporting system for financial aid. 4-12 The District should explore the feasibility of contracting out the financial aid function. 4-13 The district should evaluate staffing levels within Personnel Services. 4-14 The District should reevaluate the purpose and scope of the Personnel Commission. 4-15 The District should consider measures which would expand the scope of the faculty retraining program. 4-16 The District should increase the proportion of part-time teaching faculty. 4-17 The District should open negotiations on several provisions of the faculty contract when the contract expires in 1986. The District should seek legislative relief in selected areas. 4-18 4-19 The District should broaden its classification system. 4-20 Establish contracts for all administrative positions. The District should evaluate the staffing levels within "business" services. 4-21 4-22 The District should develop desk top policies and procedures manuals specific to the District's fiscal operations. 4-23 The District should reevaluate the effectiveness of the centralized purchasing policy. 4-24 The District should develop and implement a marketing program to make use of its surplus property. 4-25 The District should consider the automation of its centralized disbursements process. 4-26 The District should reassign the internal audit sections to the Chancellor's office. 4-27 The District should reorganize central "business" services. 4-28 In the short-term, the Data Processing Branch should strive to stabilize its operations. 4-29 In the long-term, the District should develop a long-range data processing plan. 4-30 The District should implement a chargeback system for data processing. 4-31 The District should establish microcomputer, other advanced systems, policies, standards and central coordinating authority. 4-32 The District should implement a formal policy for the generation of feasibility/business plan studies for all major systems projects. 4-33 The District should implement a cost management system. 4-34 The District should develop and implement an energy management or energy cost containment program. 4-35 The District should undertake a telecommunications study. 4-36 Reevaluate the number, role, and responsibilities of campus administrators. 4-37 Reevaluate staffing levels for support personnel at campus sites. 4-38 Evaluate the feasibility of contracting for security services. 4-39 The Board of Trustees should close Mission College. 4-40 The District should reevaluate its commitment to Southwest College. FISCAL IMPACT OF FOREIGN STUDENTS WITH F-1 VISAS IN PUBLIC ADULT SCHOOLS RECOMMENDATIONS 5-1 The Board of Supervisors should support state legislation to change the Education Code and permit non-resident tuition fees for F-1 students. 5-2 The County Counsel should seek an opinion regarding whether the Supreme Court decision applies to adult schools. 5-3 The State Department of Education should determine the extent to which districts are currently charging F-1 students fees for ESL Programs and collecting ADA for these same students, and take appropriate action. 5-4 The State Department of Education should develop systems to monitor the number of F-1 Visa Students at the school level. 5-5 The State Department of Education and the Chancellor's Office of the Community Colleges should review the delivery of English as a second language classes for possible duplication of services. . CITY MANAGEMENT EMPLOYMENT PRACTICES RECOMMENDATIONS 6-1 Cities retaining outside assistance through contract public officials should develop a clearly defined performance work statement. 6-2 Where appropriate, cities should include provisions in their professional services contracts that require contractors to identify or restrict other local agency clients which may interfere with their responsibilities. 6-3 Where one individual serves as both the City Manager and City Attorney, the City Council should adopt guidelines for using outside counsel in cases where an inherent conflict may exist between the two positions. 6-4 Cities should adopt a policy and procedure to monitor the holding of additional positions which are potentially incompatible with individuals' primary public employment. 6-5 Each city should evaluate the use of executive search firms and their impact on recruitment and selection of professionals in executive-level municipal positions. 6-6 Each city should periodically update its Conflict of Interest Code. 6-7 The Fair Political Practices Commission should perform spot checks to assess cities' currency of and compliance with local codes. 6-8 Each city should assist the Fair Political Practices Commission in performing spot checks of local codes, encourage the use of each cities' annual independent audit to review local compliance with the Political Reform Act. 6-9 Each city should revise the definition of "consultant" under the Political Reform Act. 6 - 10 Cities should maintain up-to-date job classifications to define official duties and responsibilities. 6-11 Employment agreements, personnel rules and/or related means should be adopted by city councils to formalize the employment relationship with key city management employees. THE PROJECT MANAGEMENT AND ARCHITECT/ENGINEER DIVISIONS OF THE FACILITIES MANAGEMENT DEPARTMENT RECOMMENDATIONS 7-1 The Department should implement a formal Project Manager Apprenticeship Program. 7-2 The County should conduct a salary survey regarding compensation levels for County inspectors. 7-3 The Architect/Engineer Division should upgrade its control over access to the plan room. 7-4 The Project Management Division should be combined on one floor of the Facilities Department Building. 7-5 The Project Management Division should continue to use county personnel supplemented as necessary by Project Manager Consultants for large construction projects. 7-6 The County should consider increasing the use of contracted inspectors for specific inspection services. 7-7 The County should continue existing policy to ensure subcontractors are paid. 7-8 The County should consider providing automation assistance to the Project Manager for budgetary and scheduling tasks. 7-9 The County should modify the revised rules and by laws for AEB to allow PMD to recommend a particular architectural or engineering firm for inclusion on the AEB list. 7-10 The County should include past performance records as a criteria for selecting architectural and engineer firms. 7-11 The County should consider legislative changes which would enable performance records to be considered as a criteria for selecting a contractor. The County should investigate the feasibility and benefits of developing a new 7-12 program that would reward or penalize a contractor for schedule performance. 7-13 The County should limit the number of scope changes made to projects after the construction contract is awarded. 7-14 The Department should adopt a cost/schedule control system reporting format. . USE OF CIVILIAN PERSONNEL IN THE SHERIFF'S DEPARTMENT RECOMMENDATIONS . . 8-1 The Department should continue to phase out the positions in the correction officer classification. The Department should fill as many of the budgeted deputy positions as possible. 8-2 8-3 The Department should assess the feasibility of creating a non-sworn entry level classification leading to deputy. . . REVIEW OF THE MANAGEMENT OF MEDICAL MALPRACTICE DEFENSE COSTS IN LOS ANGELES COUNTY RECOMMENDATIONS 9-1 The County should formalize its relationship with Professional Risk Management. 9-2 The County should track defense costs both within the County and in other governmental jurisdictions. 9-3 The County should explore the feasibility of maintaining in-house malpractice defense expertise and auditing legal defense procedures. 9-4 A standardized billing format should be instituted. 9-5 The County should institute a program of auditing the bills submitted for legal defense counsel costs and fees. 9-6 Timeliness and format of management reports provided by Professional Risk Management should be improved. 9-7 The funds placed in trust accounts should be held in an interest-bearing account. 9-8 The trust accounts should be established and maintained by the Auditor-Controller in accordance with county policy. 9-9 The County should explore means to improve recovery of legal defense costs. LOS ANGELES COUNTY OFFICE OF EDUCATION RECOMMENDATIONS 10-1 The Los Angeles County Office of Education (LACOE) should seek to reduce expenditures as part of its 1986-87 budget. 10-2 The LACOE should develop criteria for discontinuing or charging cost recovery fees for a discretionary service. 10-3 Educational programs and services should develop and implement a time management information system. 10-4 Educational programs and services should reorganize its division. 10-5 The LACOE should establish a cost accounting system for services to districts. 10-6 The LACOE should evaluate the feasibility of contracting for management and data processing consulting services. 10-7 The LACOE should reorganize financial and data processing services. 10-8 The LACOE should implement controls to limit data processing facilities access to authorized personnel. 10-9 The LACOE should establish policies and standards for the acquisition of advanced office system and microcomputer technologies. 10-10 The County should develop a systems architecture and strategy. 10-11 The LACOE should establish a central coordinating authority charged with responsibility for the Office's systems architecture and managing office automation technologies. 10-12 The Regional Data Processing Center should assume comprehensive responsibility for the development of systems to be maintained by the center. 10-13 The Regional Data Processing Center should implement a chargeback system and assume responsibility for its own cost recovery. 10-14 The Regional Data Processing Center should implement a cost management system. 10-15 The Regional Data Processing Center should enhance its present systems development methodology. 10-16 Internal Financial Services should develop work standards and performance expectations. 10-17 Internal Financial Services should update the Board of Education Policies, Rules and Regulations Handbook. 10-18 Internal Financial Services should prepare desk manuals to define office practices and procedures. 10-19 Internal Financial Services should evaluate maximum petty cash limit of $25.00. 10-20 The LACOE should augment the role of the Audit Analyst Section. 10-21 The LACOE should establish a policy for minimum value purchases. 10-22 The Purchasing Section should revise and publish current desk top procedures manual. 10-23 The LACOE should automate the purchasing process. 10-24 The Purchasing Section should evaluate current procedures for stocking standard items. 10-25 The LACOE should consolidate purchasing and warehouse functions. 10-26 The Building Services Section should conduct comprehensive contracting out and service delivery analysis for custodial activities. 10-27 Future bidding for master agreements with crafts vendors should permit companies with less than countywide service capabilities to compete for contracts. 10-28 The work order system for maintenance services should be fully implemented so that all essential management information is captured. 10-29 Warehouse Services should review and standardize inventory controls. 10-30 Warehouse Services should automate the inventory management and warehousing functions. 10 - 31 Warehouse Services should revise and publish current procedures. 10-32 Warehouse Services should evaluate the use of the warehouse truck. 10-33 Warehouse Services should improve the cataloging of the warehouse. 10-34 Warehouse Services should conduct periodic item turnover evaluations. 10-35 The LACOE should develop a comprehensive records management program including policy and procedure guidelines. 10-36 Work standards and performance expectations should be developed for records management employees. 10-37 Office Services should establish work standards for forms control personnel and enhance production reporting with time-in-backlog statistics. 10-38 Reprographics Services should establish a management information system to collect operational and productivity data. 10-39 Once the management information system is operational, Reprographics Services should review current staffing levels and resource deployment practices. 10-40 Bidding cycles for the four geographical service areas should be on a staggered schedule. 10-41 Transportation Services should revise monthly workload reports. 10-42 Transportation Services should include Regional Occupation Program (ROP) transportation schedules in monthly workload report. 10-43 Transportation Services should automate the production of monthly activity reports. 10-44 Transportation Services should evaluate the level of staffing. 10-45 Transportation Services should assess the approach used to charge external agencies for computer time. 10-46 Transportation Services should prepare a policies and procedures manual. 10-47 Transportation Services should enforce the use of telephone logs. 10-48 Transportation Services should ensure that ROP transportation bills are itemized. 10-49 Personnel Services should institute monthly activity reports reflecting the full scope of its activities. 10-50 The Personnel Commission should broaden job classifications for classified employees. 10-51 The LACOE should revise agreement with workers compensation contract administrator to define performance standards and service level requirements. 10-52 The LACOE should monitor sick leave use and enforce leave procedures. 10-53 The LACOE should centralize the procurement of personnel. 10-54 Personnel Services should enhance the Performance Appraisal Program. 10-55 The LACOE should centralize staff training and development authority. The LACOE should consolidate the Personnel Services, Employee Relations 10-56 and Personnel Commission Sections. 10-57 The LACOE should reorganize its internal structure. . - - REVIEW OF SELECTED CONTRACT CITIES REIMBURSEMENT RECOMMENDATIONS 11-1 The County should evaluate the Animal Care Control Department Housing Services rates to determine if full recovery of costs is being achieved. 11-2 The County should expand the management reporting available to contract cities. 11-3 The County should reevaluate policy of county paying for detective investigation of Part I crimes which occur in contract cities. 11-4 The County should record detective hours on a positive time reporting basis. 11-5 Sheriff stations' costs should be allocated to contract cities. 11-6 The overhead review process for both the County Engineer and Road Elements of the Public Works Department should be reviewed and documented by the Auditor-Controller. 11-7 Annual contract cities' rates should be formalized and sent to appropriate cities. . LOS ANGELES CONVENTION CENTER EXPANSION PROJECT RECOMMENDATIONS The 1986-87 Grand Jury should review selected LACC expansion issues. 12-1 . . . PRELIMINARY REVIEW OF MARINA DEL REY SLIP ASSIGNMENT AND SLIP FEE POLICY RECOMMENDATIONS 13-1 The 1986-87 Grand Jury should review the demand and rates for slips after the slip fees are allowed to go to market level. 13-2 The 1986-87 Grand Jury should review the appraisal process already initiated and review the procedures which determine the percentages of rents payable to the County. FOLLOW-UP STUDY OF THE MANAGEMENT OF POLICE AND FIRE DEPARTMENT STRESS DISABILITY PENSIONS RECOMMENDATIONS 14-1 The City should aggressively pursue appropriate charter changes. 14-2 The Board of Pension Commissioners should continue the recently started self-evaluation process. 14-3 The Personnel Department of the City should contract with an outside consultant to conduct a comprehensive study of the policies and procedures within the Workers' Compensation Division. 14-4 The General Manager of the Pension Department should take the appropriate steps to allow the Pension Department staff to make recommendations to the Pension Board of Commissioners as to the record and facts of disability claims. 14-5 The solution to the space allocation problems in the Workers' Compensation Division should be a high priority for the City's facilities planners. 14-6 The City should assess the appropriateness of crediting pensioner earned wages pension costs. 200700000 ***** .... Alin,

R10-10: The County should develop a systems architecture and strategy.

R10-11: The LACOE should establish a central coordinating authority charged with responsibility for the Office's systems architecture and managing office automation technologies.

R10-12: The Regional Data Processing Center should assume comprehensive responsibility for the development of systems to be maintained by the center.

R10-13: The Regional Data Processing Center should implement a chargeback system and assume responsibility for its own cost recovery.

R10-14: The Regional Data Processing Center should implement a cost management system.

R10-15: The Regional Data Processing Center should enhance its present systems development methodology.

R10-16: Internal Financial Services should develop work standards and performance expectations.

R10-17: Internal Financial Services should update the Board of Education Policies, Rules and Regulations Handbook.

R10-18: Internal Financial Services should prepare desk manuals to define office practices and procedures.

R10-19: Internal Financial Services should evaluate maximum petty cash limit of $25.00.

R10-20: The LACOE should augment the role of the Audit Analyst Section.

R10-21: The LACOE should establish a policy for minimum value purchases.

R10-22: The Purchasing Section should revise and publish current desk top procedures manual.

R10-23: The LACOE should automate the purchasing process.

R10-24: The Purchasing Section should evaluate current procedures for stocking standard items.

R10-25: The LACOE should consolidate purchasing and warehouse functions.

R10-26: The Building Services Section should conduct comprehensive contracting out and service delivery analysis for custodial activities.

R10-27: Future bidding for master agreements with crafts vendors should permit companies with less than countywide service capabilities to compete for contracts.

R10-28: The work order system for maintenance services should be fully implemented so that all essential management information is captured.

R10-29: Warehouse Services should review and standardize inventory controls.

R10-30: Warehouse Services should automate the inventory management and warehousing functions. 10 - 31 Warehouse Services should revise and publish current procedures.

R10-32: Warehouse Services should evaluate the use of the warehouse truck.

R10-33: Warehouse Services should improve the cataloging of the warehouse.

R10-34: Warehouse Services should conduct periodic item turnover evaluations.

R10-35: The LACOE should develop a comprehensive records management program including policy and procedure guidelines.

R10-36: Work standards and performance expectations should be developed for records management employees.

R10-37: Office Services should establish work standards for forms control personnel and enhance production reporting with time-in-backlog statistics.

R10-38: Reprographics Services should establish a management information system to collect operational and productivity data.

R10-39: Once the management information system is operational, Reprographics Services should review current staffing levels and resource deployment practices.

R10-40: Bidding cycles for the four geographical service areas should be on a staggered schedule.

R10-41: Transportation Services should revise monthly workload reports.

R10-42: Transportation Services should include Regional Occupation Program (ROP) transportation schedules in monthly workload report.

R10-43: Transportation Services should automate the production of monthly activity reports.

R10-44: Transportation Services should evaluate the level of staffing.

R10-45: Transportation Services should assess the approach used to charge external agencies for computer time.

R10-46: Transportation Services should prepare a policies and procedures manual.

R10-47: Transportation Services should enforce the use of telephone logs.

R10-48: Transportation Services should ensure that ROP transportation bills are itemized.

R10-49: Personnel Services should institute monthly activity reports reflecting the full scope of its activities.

R10-50: The Personnel Commission should broaden job classifications for classified employees.

R10-51: The LACOE should revise agreement with workers compensation contract administrator to define performance standards and service level requirements.

R10-52: The LACOE should monitor sick leave use and enforce leave procedures.

R10-53: The LACOE should centralize the procurement of personnel.

R10-54: Personnel Services should enhance the Performance Appraisal Program.

R10-55: The LACOE should centralize staff training and development authority. The LACOE should consolidate the Personnel Services, Employee Relations

R10-56: and Personnel Commission Sections.

R10-57: The LACOE should reorganize its internal structure. . - - REVIEW OF SELECTED CONTRACT CITIES REIMBURSEMENT RECOMMENDATIONS 11-1 The County should evaluate the Animal Care Control Department Housing Services rates to determine if full recovery of costs is being achieved. 11-2 The County should expand the management reporting available to contract cities. 11-3 The County should reevaluate policy of county paying for detective investigation of Part I crimes which occur in contract cities. 11-4 The County should record detective hours on a positive time reporting basis. 11-5 Sheriff stations' costs should be allocated to contract cities. 11-6 The overhead review process for both the County Engineer and Road Elements of the Public Works Department should be reviewed and documented by the Auditor-Controller. 11-7 Annual contract cities' rates should be formalized and sent to appropriate cities. . LOS ANGELES CONVENTION CENTER EXPANSION PROJECT RECOMMENDATIONS The 1986-87 Grand Jury should review selected LACC expansion issues. 12-1