Final Report 1973*

Recommendations 27

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  Child Support Collection Program The Child Support Collection Program (CSCP) is a complex series of subsystems administered by ten Governmental agencies, with the principal roles being performed Superior and Municipal Courts District Attorney (DA) Department of Public Social Services (DPSS) Auditor-Controller/Court Trustee (CT) Data Processing Department (DPD) The following participate in this program to a lesser degree: Probation, Marshall, Sheriff, Bureau of Resources and Collections, and County Clerk. On May 29, 1973 the Board of Supervisors approved the recommendation of the Chief Administrative Officer (CAO) to transfer the Child Support Collection Program en- forcement activities from DPSS to the District Attorney. The DA will begin absorbing DPSS child support unit offices at the rate of one or two offices per month over the next 18 months. By 1975, 26 offices will be absorbed. It is believed that centralized leadership and coordination of the departments involved by the DA are important factors in the success of the program. Full support in terms of the commitment of County resources will be required. An annual review of this program by auditors appointed by the Grand Jury is provided for in Section 10602.5 of the Welfare and Institutions Code of the California Welfare Reform Act of 1971. As instructed by the State Department of Social Welfare, the report on this review is to be presented in two parts: A systems report, briefly outlining the County agencies involved and their re- sponsibilities and performances in the program. A Statistical report (form CA344) for the fiscal year ended June 30, 1973. The current year's review concentrated upon the following three major activities of Case establishment procedures Payment collection and distribution procedures Delinquency identification and processing procedures. In addition, an investigation was made as to the status of the recommendations made by the 1972 Contract Auditor. In this connection, the affected agency's comments and an indication of action taken were included in the 1973 report, and all significant recommendations not resolved have been included as 1973 recommendations. The Contract Auditor's 1973 report concluded that the County's Child Support Collection Program is not operating effectively and efficiently, and specified: "Delinquent payments are not being identified and collected on a systematic Oleveno. Procedures which are susceptible to automation (and cost reduction) are being Data flows are subject to errors and processing delays, and
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  Martin Luther King Jr. General Hospital The first patient was admitted to this hospital in March 1972, and, as expected, there were many initial problems of organization and staffing which normally exist at the inception of a large institution. The Audit Committee selected this unit for review, at this early stage, in the hope that the Contract Auditor would find constructive recom- mendations to assist in the attainment of maximum efficiency. The objective was not to compare operations and statistics in a critical manner with other more mature organizations. The hospital renders services to recipients of public assistance and to the indigent and aged. In early 1972 it was designated as a community hospital. It has also entered into an operating agreement for medical teaching services with Charles R. Drew Postgradu- ate Medical School. Once the organizational phase is completed and the hospital is operating at full capacity, the rates charged are intended to equal the cost of the The initial plans of the hospital provided for a capacity of 394 beds, and the initial availability was 105 beds which has gradually increased to 356 beds as of June 30,
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  Road Department The Road Department is responsible for the construction and maintenance of all roads, bridges, and appurtenance facilities in the unincorporated portions of Los Angeles County and in Contract Cities which have street maintenance agreements with the County. The Department is also responsible for the installation and maintenance of traffic signals and administration and maintenance of County Lighting and Lighting Maintenance Districts. Approximately 5,600 miles of streets and highways are main- tained by the Department, including 1,400 miles within Contract Cities. Revenues and expenditures of the Road Department for the three years ended June Year ended June 30 1971 1972 1973 Revenues $69,189,225 Expenditures $74,751,587 $71,828,607 75,804,609 71,546,803 Deficit 71,931,667 $ 6,615,384 $ (3,204,784) 103,060 In all three years both revenue and expenditures were substantially less than the totals budgeted, and in each year the actual excess of expenditures over revenue was less The scope of the examination was confined to a review by the Contract Auditor of the cost system, cost allocation procedures, inventory controls, equipment management and maintenance, salary and contract expenditures, contract awards and revenue On July 23, 1973 the Department, with the prior approval of the Board of Supervisors, awarded a contract costing $1.5 million for the design and implementation of a "Management Information System." This system which is intended to provide a full spectrum of management reports, will be implemented over a three-year period, and is expected to have applications usable by other departments. Several recommendations were made regarding current reports which include the A monthly computer report of completed work orders showing estimated and actual costs is important for management control. However, the auditors were in- formed that this report was discontinued or delayed by the Data Processing Di- vision, and the last report processed was for December 1972. It is recommended that this report be reinstated, and that it be issued on a timely basis each month, - Several instances were disclosed in which the computer generated reports appear There were a number of recommendations related to inventory control which include the following: Under present practice the various divisions and warehouses each operate autonomously as to items carried and stock levels. It is recommended that the department consider the practicality of central control of all inventories. Criteria should be developed to establish inventory levels, reorder points and economic order quantities. Steps should be taken to improve the physical security of inventories in the central warehouse. An investigation should be made for possible inventory reduction through closer coordination with the Purchasing and Stores Department. The Road Department has 1,448 units of equipment which represent signficiant problems of utilization, repairs and maintenance. Some of the more pertinent recom- mendations in the report are: As equipment reports are prepared for management as to each unit of equipment there should be an organized routine review as to the utilization and operating costs of each major unit. Comprehensive equipment purchase and replacement formulas should be de- veloped to assist decision making. A copy of the job order should be used in scheduling equipment maintenance to allocate man hours, materials and equipment needed so that all factors, including priorities, may be considered. The department should investigate the feasibility of establishing a night shift for preventive maintenance and minor repairs to minimize "out of service" time. Other recommendations made by the Contract Auditor include: Quarterly rather than annual review of administrative overhead rates, more current updating of depreciation rates, automation of account receivable and monthly statements and past due notices, improvement of controls and review responsibilities over the processing of vendors' invoices, receivers and purchase orders, and the enforcement of procedures for the approval of journal vouchers.
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  Purchasing and Stores Department In the early months of 1973 the Audit Committee undertook an investigation of a substantial renewal contract awarded by the Purchasing and Stores Department for lamps, based on negotiation rather than by competitive bid. The report on the investi- gation which was filed with the Board of Supervisors recommended, among other things, that the Contract Auditor be instructed to further review the implementation of purchasing policies and procedures, and the documentation for contracts made or renewed on methods other than by formal bid. The review and report by the Contract Auditor was made in compliance with a request by the Board of Supervisors addressed to the Grand Jury. The scope of the review of this department was limited to the areas described above, and in addition a review of purchases when other than the low bidder was selected. It is the stated policy of the department that formal bid procedure is the preferred method of purchase, and that any other means shall be used only in instances when the best interests of the County will be served by using other methods in the carefully considered opinion of the buyer. During the fiscal year ended June 30, 1973, the Purchasing and Stores Department issued 170,866 purchase orders amounting to approximately $127 million and as of February 1973 there were 2,259 actual contracts of which 524 were issued on other than a formal bid (negotiated) basis, as summarized below from an analysis by the Percent to Estimated 1972-1973
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  Department of Public Social Services The Department of Public Social Services (DPSS) is responsible for the administration of categorized and indigent aid and other social welfare programs in accordance with Federal and State laws and County ordinances. DPSS maintains 35 district offices and other sub-offices, and for the year ended June 30, 1973 accounted for 40% of the County's appropriations and 19% of the total County employees funded. The following is a summary of "direct aid payments" with the participation therein, the number of such cases, and administrative expenditures for the three years ended Year Ended June 30, 1971 1972 1973 Participation in direct aid: Federal $355,888,592 $408,224,814 $398,160,021 State 271,688,757 302,172,040 288,071,068 County 166,040,166 146,805,771 153,812,922 Total direct aid $793,617,515 $857,202,625 $840,044,011 Number of direct aid cases 5,060,028 5,138,232 4,926,205 Administrative expenditures $135,149,547 $143,179,034 $154,809,780 After considerable research, in recognition of an urgent need for a highly sophisticated data processing system, the Welfare Case Management and Information System (WCMIS) was designed and approved by the Board of Supervisors on January 18, 1972. The implementation of this system is in progress; however, the passage of H.R.1 by Con- gress has necessitated a change in implementation priorities. H.R. 1 provides for the transfer of administrative responsibility for Adult Aid Programs to the Federal Social Security Administration effective January 1, 1974. A County interdepartmental task force was organized in November 1972 to supervise implementa- tion in the following general areas: case conversion, facilities to be vacated, budget determinations and required legislation. According to information received by the Contract Auditor this project is progressing on schedule. The scope of the Contract Auditor's examination was confined to a review of the systems and procedures involved in determining and disbursing categorical aid payments in the Aid to Families with Dependent Children (AFDC), overpayments and duplicate payments of categorical aid, and a limited review of the status and implementation of certain recommendations directed to the Food Stamp Program by the Auditor- Properly documented case files of the recipients of aid are essential to the effective operations of DPSS. Based upon a random selection of cases in eight district offices, it was determined that vital documentation was missing or incorrect. It is therefore recommended that DPSS enforce its policies and procedures related to the maintenance of recipients' case files, make appropriate revisions and strengthen procedures for
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  Mechanical Department The Mechanical Department's responsibilities include: Repairs, maintenance and security of all County owned and leased buildings and related equipment, excluding hospitals. If estimated costs of a repair or improve- ment exceed $6,500 for labor and/or $3,500 for materials the work must be Repair and maintenance of all County motor vehicles, except those of the Road Department and the Flood Control Disctrict. Maintenance of office machines. Operation of County parking facilities. A variety of other unrelated services including operation of sewage treatment plants, departmental messenger service, motor pool, security and crowd control There are approximately 1,560 building facilities totaling 23 million square feet and 5,133 automotive vehicles and related equipment. The Department has a main facility housing administration, central warehouse, craft shop, and vehicle service, plus five warehouses, and seven vehicle service facilities throughout the County. Revenues and expenditures are summarized below for the three years ended June 30, Year Ended June 30, 1971 1972 Revenue 1973 $ 1,512,734 $ 2,703,491 Expenditures: 2,618,628 Salaries, services, supplies and equipment (less costs transferred to other General Fund Departments) Fire apparatus and motor vehicles 16,439,893 18,630,799 Utilities (net) 1,680,300 19,890,194 2,850,453 7,536,537 1,493,950 8,949,309 25,656,730 10,433,513 30,430,561 Excess of expenditures 31,817,657 over revenue $24,143,996 $27,727,070 The excess of expenditures over revenue in each of the years was substantially less than the net amounts appropriated in the budgets for the respective years. On July 17, 1973 the Board of Supervisors approved the Road Department's request to contract for the design and implementation of a "Management Information System". The Mechanical Department has been requested to work with the Road Department so The scope of the examination by the Contract Auditor was confined to cost allocation procedures, inventory controls, manpower utilization, maintenance systems, salary administration, purchasing and revenue controls. It was observed that some operational data is now available to the managers at various levels of the Department. However, it is recommended that a structure of management "reports by exception" be developed so that each manager may regularly evaluate his own unit's performance in terms of productivity, scheduling and resource utilization. The auditor has made a number of recommendations involving more effective use of the computer which include: Application of correct administrative overhead to all jobs, conversion of all billings now done manually, simplification of various payroll procedures, elimination of manually prepared inventory records, and the automation of a quantitative vehicle history report. High Colons In order to improve inventory controls it is recommended that quantified goals regard- ing rates of turnover and service levels be established, supplemented by the formuliza- tion of procedures to determine minimum stock levels and reorder points. A significant portion of the work performed by the building crafts divisions, involving building and equipment maintenance and special services, is not presently controlled through the issuance of work orders. Also, most of the work done is not formally estimated. The combination of uniformly prepared work orders and formal estimates would provide information which could be utilized in determining cost variances, backlog and completion requirements, and scheduling. By advance planning of equipment maintenance requirements, downtime and the number of back-up vehicles needed could be minimized. It has been suggested that preventive maintenance and minor repairs might be done in a night shift, which would increase the utilization of the equipment during daytime operating hours. While re- placement decisions are generally based on replacement schedules considering age, usage maintenance costs, etc. the County may benefit from the development of com- prehensive formulas which include all equipment cost and replacement factors. The Contract Auditor has made the following recommendations which involve evalua- tions by the Chief Administrative Officer: Reduction of the number of County garages Consolidation into the Mechanical Department of the maintenance responsibility and facilities for all County passenger vehicles. Transferring all passenger vehicles to the County fleet. Standardizing County business machine requirements and consolidating purchases and maintenance into annual contracts. The responsibility for control of approximately 600 gasoline credit cards currently issued to County employees was recently transferred to the Business Division of the Mechanical Department. It is recommended that policy guidelines be formalized to limit and control the issuance and use of these cards.
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  Department of Real Estate Management The Real Estate Management Department (REM) has had the responsibilities for: Purchasing or leasing real property. Administering leases of real property from others. Disposing of excess, vacated or abandoned real property. Locating facilities and providing assistance to relocating persons displaced by a Negotiating and administering leases, concessions or franchises awarded to others. Developing, administering, maintaining and providing law enforcement to County Rendering assistance to the Chief Administrative Officer (CAO) in site selection of capital projects. Joint management of the construction of new facilities along with the CAO and the County Engineer. In 1972 studies were made by the Economy and Efficiency Committee, the CAO, the County Engineer, the Real Estate Management Department and several other depart- ments to investigate the problems of County construction programs and facilities management. The recommendations contained in the resulting CAO report were approved by the Board of Supervisors on November 28, 1972. The approved plan is called the Facilities Acquisition and Management System (FAMS) and provides, among other things, for a new Facilities Department whose responsibilities will include the assumption of the REM functions of real property acquisition, sale and leasing services as well as those related to County small craft harbors. The planning and control requirements are to be defined by each of the departments and submitted to the Facilities Department. In order to implement the plan as soon as possible the CAO is serving as the focal point until a director of the new department is selected. It is intended that FAMS will provide a comprehensive inventory and management computer system to serve the Facilities Department. The net expenditures of the REM department for the three years ended June 30, 1973 are listed below: SECTION AND ADDRESS OF Year Ended June 30, 1971 1972 1973 100 Total expenditures $2,048,696 $2,173,528 $2,458,998 Costs applied to other non- Southern out general fund departments 1,461,297 1,612,031 1,770,462 Revenue 4,730 44,807 104,536 Net expenditures 582,669 516,690 584,000 Net appropriations 792,802 769,547 805,783 The scope of the examination by the Contract Auditor was limited to: control and
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  Consolidated Fire Protection District The County Forester and Fire Warden is charged with the duty of supervising all County fire protection districts. The Consolidated Fire Protection District was es- tablished in 1949 by combining various separate districts, and others have been an- nexed since that date. The Consolidated District operates 136 engine companies, 18 truck companies and 27 rescue squads which are located in 128 fire stations. The Consolidated District serves 710 square miles of a total area of 2,169 square miles. The following is a summary of revenue and expenditures for the three years ended Year Ended June 30, 1971 1972 Revenue 1973 $25,205,709 $30,039,027 Expenditures $31,994,069 26,201,171 30,571,984 Excess of expenditures 33,467,690 over revenue 995,462 $ 532,957 The most significant source of revenue is the annual tax levy upon secured and un- secured property located within the Consolidated District. The excess of expenditures over revenues for each of the years was less than the net appropriations in the budget. The scope of the examination was limited to a review of cost allocation procedures, inventory controls, procedures for payroll and purchasing and revenue procedures and The Fire Department, along with other County departments, is reviewing its require- ments to determine the extent to which the Road Department's new Management Information System, particularly automation, can be utilized. As an alternative, an evaluation should be made to determine whether computerized applications are practi- cal using Data Processing Department facilities to replace current manual systems. The Contract Auditor had several recommendations regarding payroll including the suggestion to investigate the replacement of manual payroll records by using a com- plete computer application. There have been two sets of perpetual inventory records. It is recommended that the one kept in the warehouse be eliminated and the other be reconciled to the control account on a regular basis. Small value items should be expensed when purchased and not carried in inventory. Procedures should be established to simplify the review and approval of purchase requisitions.
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  Probation Department The Probation Department is generally performing investigative and supervisory services of juveniles or adults for the judicial branch of government. This Department is the largest in the nation with 4,253 budgeted employees of which 1,842 are Deputy Proba- tion Officers, and as of June 30, 1973 there were 15,051 juveniles and 51,968 adults under probation supervision. The Department operates 4 Field Service Divisions having 17 area offices and 4 specialized offices, 3 Juvenile Halls with detention facilities, 9 camps for boys, 1 girls' school and the Administrative Services Division. The Field Service Division perform two primary functions for both children and adults; they are: Investigation to determine the need for Court action as to disposition of the case. Supervision by Deputy Probation Officers of individuals place on probation by the court. Two of the Juvenile Detention Facilities provide detention, care and treatment of delinquent juveniles, while the third provides such services for dependent and neglected children. A fourth facility, San Fernando Valley Juvenile Hall, was destroyed in the earthquake of February 9, 1971 and has not been replaced to date. Although efforts are being made for both temporary and permanent replacement by the Real Estate Management Department and the Capital Projects Division of the CAO's office re- spectively, it should be noted that over 2-1/2 years have elapsed. The two halls housing delinquent juveniles have a combined capacity of 837 beds, and as of June 30, 1973 the population had increased to 1,149 beds, or 37% over-capacity. In April 1973, the Board of Supervisors approved a master plan of expansion, and to strengthen security, which would: (a) increase capacity of the two halls by 91 beds in 1975 and an additional 411 beds in 1977, (b) provide 200 beds by 1975 for the third hall housing dependent and neglected children, (c) authorize other local facilities for detention of hard-core offenders and (d) replace boys' residence buildings at Central Juvenile Hall by 1976. Based upon the proposals of the Ad Hoc Committee on Delinquency Prevention and Community Action Planning, the Board of Supervisors on April 7, 1973 approved the creation of a new Department of Human Services. This proposal involved the merger of several County departments, including Probation, and was approved at that time by all of the department heads. Subsequently, the original plan became a matter of concern in certain areas. As a result, the Board of Supervisors referred the matter back to the Ad Hoc Committee for further study. The Audit Committee feels that delinquency prevention (both adult and juvenile) should be a vital part of the objectives and activities of the Probation Department, and that these activities should be co- ordinated with all departments involved in the County. The following is a summary of revenues and expenditures of the Probation Department for the three years ended June 30, 1973: Year Ended June 30, 1971 1973 1972 Revenues: State aid $ 8,836,803 $ 8,673,852 $10,007,555 Federal aid 306,285 446,640 361,388 Forfeitures, penalties and other 1,811,957 1,810,320 1,935,581 10,790,457 11,095,400 12,304,524 Expenditures (less reimburse- ments by other County departments) 50,057,753 52,504,865 49,786,314 Excess of expenditures over $38,962,353 $41,714,408 $37,481,790 revenue The Scope of the examination by the Contract Auditor was confined to administrative and program services, personnel and payroll, appropriations and expenditures, area offices, facilities operations and data processing. The criteria employed by the Department to measure its effectiveness appear to be quantitative, such as the percentage of occupancy of detention facilities, or the number of cases handled during a period. A committee has been formed within the department to develop a measurement program; however qualitative standards have not been de- veloped. It is the opinion of the Contract Auditor that this program should be developed and implemented, and that qualitative as well as quantitative standards be included therein. The Audit Committee feels that the department's stated major objective of rehabilita- tion is most important, but that a tremendous contribution to delinquency prevention can and should be made by the Probation Department. Attitude changes as well as training will be required within the Department to implement this objective. The Probation Department is at present considering the elimination of the Volunteers in Services to Officers (VISTO) program. The reason given is reductions in budgeted funds, although there is some question as to whether this elimiantion would materially reduce overall expenditures since it is carried on by community volunteers with limited coordination and supervision by the Department. The Audit Committee feels that this program should be retained as being consistent with the concept that Probation should be actively involved in delinquency prevention, as well as rehabilitation. It is possible that this program fits in very well with the goals of the Ad Hoc Committee on De- linquency Prevention and Community Action Planning, as discussed above. If it does, it should not be an independent project of Probation, but should be coordinated with The review disclosed that there is not a mandatory training program for the professional staff, and that duplications of training programs exist in the department divisions STATE OF THE PARTY OF where each administers its own program. The division chiefs are currently reviewing and formalizing their training programs to avoid duplication. It is recommended that this project be completed on a centralized and coordinated basis, and that a policy be HONORAN established that requires all professionals to have a specified number of hours of train- ing each year. The largest source of revenue for the Department is through the State Aid to Probation Services Program which makes funds available for community treatment of offenders who would otherwise be sent to State institutions. The maximum annual subsidy per Special section of individual is $4,000 based upon 1963-1964 costs of the California Youth Authority (CYA). Because costs have increased substantially since 1964, it is suggested that action be taken to encourage State legislation required to affect an increase in these The Department provides temporary care for juveniles committed by the Court to CYA and CYA wards and parolees from State correctional institutions. Under existing law, the County assumes the related costs, which are estimated to be $350,000 for
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  Auditor-Controller, Audit Division The scope of the Contract Auditor's examination was confined to the operations of the Audit Division of the Auditor-Controller Department. The functioning of this division is designed to provide a significant internal control over the various units of County government. The examination comprised a review of: organization, audit coverage, staffing, budgeting and scheduling, auditing procedures, timeliness of reports, The Contract Auditor has made several recommendations regarding changes in the ratios of personnel at the various staff levels, as well as an increase in the overall size of the field audit group. These recommendations are designed to enable the Audit Division to fulfill its responsibility to examine a wider segment of the constantly growing County operations each year, and to follow its policy of expanding the scope of its examinations into areas of operational as well as financial auditing. It is recommended that a new position of assistant chief of the Audit Division be established to assist the chief in the performance of certain duties. This is consistent with, for example, the ratio of partners of a public accounting firm to the staff. It is felt that three assistant chiefs would create a better ratio of top supervision and ad- ministration to the number of field auditors contemplated. It is further suggested that 臺 the role of senior accountant be changed to place him in the field for all of his pro- ductive time, and to be "in-charge" of audit supervision and on-the-job training. Projection of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person of the Person o Using the example of the public accounting firm, it would be logical to increase the proportions of the more experienced individuals throughout the staff into the follow- mulinum. Chief to assistant chief . . . . . . . . . . . . . . . . . . . 1 to 3 Assistant chief to principal . . . . . . . To State of 1 to 3 Principal to senior . . . . . . . . . . . . . . . . . . . 1 to 3 Senior to intermediate and Riverson auditor-accountant . . . . . . . . . . . . . . . . 1 to 2 The Contract Auditor has made an estimate of the annual field hours now required to adequately complete the work which should be scheduled. This estimate amounted to 174,000 hours, as compared with 146,000 hours actually expended in the fiscal year 1972-1973. It is therefore recommended by the Contract Auditor that the size of the field audit staff be increased from 73 to 111. This would have the following budgetary effect: Additional funding required without including the proposed changed in the existing organization structure $397,140 Additional funding applicable to the proposed change in organizational structure 153,586 $550,726 Because of existing recruitment problems, or for other reasons, it may be considered necessary to phase-in this increase over 2 or more years. However, if this process should be spread over too long a period, the audit staff requirements due to the growth of County operations would negate the effect of the increase. The review disclosed that reports have been issued within a range of 90 days to a year after the end of the field work. This situation greatly reduces the impact of the find- ings, comments and recommendations contained in the reports. The following recom- mendations are intended to eliminate this problem: Establish a policy of assigning sufficient personnel to audits so that the duration thereof does not exceed 10 weeks. Adhere to a policy of budgeting hours for each phase of an audit in order to control its progress in terms of total budgeted hours. Enforce a policy of scheduling deadline dates for the issuance of reports after The Audit Division has started to implement "operational auditing" in its programs; however, most examinations follow a format of placing all or most emphasis upon revenue and expenditures and the related internal controls. Accordingly, the Contract Auditor suggests that more emphasis be placed on determining whether the various County units are: Achieving the goals for which they were authorized, and for which funds were appropriated. Accomplishing a maximum of economy and efficiency in their operations. Complying with all pertinent laws, regulations and administrative policies and The effective implementation of this concept of auditing is very much dependent upon adequate staffing in terms of both numbers and quality. It is also dependent upon a well conceived training and development program. In the review of audit workpapers the Contract Auditor has made several im- portant recommendations for improvement which include: The preparation of audit programs and the approval thereof in advance of the The "signing off" of each phase of the audit program when completed - this would then be a guide as to progress. Uniformity in the maintenance of permanent files, so that such data is more The enforcement of Audit Division policy for standard documentation of the Completion of the new Audit Division Procedures Manual.
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  Follow-up of 1972 Contract Auditor's Recommendations The Contract Auditor has reviewed the status of the recommendations which were included in the 1972 Contract Auditor's Report Number 10, "Open matters carried forward to 1973". The 1973 Contract Auditor has summarized in his report the af- fected County Agencies' comments and action taken to date, and where appropriate, has provided his comments on current status and applicability to the current programs. All significant recommendations which have not been resolved have been included as 1973 recommendations. The information and recommendations with respect to the Child Support Collection Program have been included in Report No. 1 rather than Report No. 11. II. COMMENTS AND RECOMMENDATIONS BY THE AUDIT COMMITTEE APPROVED BY THE GRAND JURY A. An Independent Audit Department One of the most important ingredients of the audit function should be the element of independence. This applies to government as well as private industry. There should be no external or organizational factors which could restrict the auditor's ability to form independent and objective opinions and conclusions. He should not be restricted in his selection of areas to examine, his selection of audit procedures, or the assignment of his personnel. There should be no activity to influence his judgment or limitations DESCRIPTION . placed upon the time required to perform his work. To achieve maximum independence, the audit organization not only should report to the highest possible echelon within the government, but should be organizationally located outside the line-management function. At the present time, the primary audit function within Los Angeles County govern- ment is placed as one of the divisions under the Auditor-Controller Department. Other divisions within this department are involved with the County's accounting functions, including the approval and disbursement of County funds. This internal audit organization in the County is not in the independent position described in the first paragraph above. In the opinion of the Audit Committee, the audit organization should be removed from the Auditor-Controller department and should report as a separate department directly to the Board of Supervisors. This department should be headed by an individual capable of building a unit which could effectively and independently advise the Board as to financial operations, economy and efficiency and the achievement of financial objectives within County depart- ments. The pure concept of audit independence would be to completely remove the audit function from the executive function of government, because it is this branch that it is responsible to investigate. For example, the General Accounting Office at the Federal level is truly independent since it reports to the legislature only. The change which the Audit Committee advocates, as described above, would not achieve complete inde- pendence for the newly created internal audit department because it would be report- ing directly to the Board of Supervisors which has the executive power in this County. However, in the absence of any change in that regard, the audit department would be at least reporting to the highest echelon of our County government. IT IS RECOMMENDED THAT NECESSARY LEGAL ACTION BE TAKEN TO TRANSFER THE INTERNAL AUDIT FUNCTION FROM THE AUDITOR-CON- TROLLER DEPARTMENT AND GIVE IT FULL DEPARTMENTAL STATUS, REPORTING DIRECTLY TO THE ENTIRE BOARD OF SUPERVISORS. B. Revision of the Law Regarding Grand Jury Investigations and Employment The code sections governing examinations by the Grand Jury which involve the em- ployment of outside experts such as auditors or their assistants are indicated below: Penal Code Section 925: The Grand Jury shall annually make a careful and complete examina- tion of the accounts and records, especially those pertaining to revenue, of all the officers of the County, and report as to the facts it has found, with such recommendations as it may deem proper and fit. Penal Code Section 925a: The Grand Jury may at any time examine the books and records of any incorporated city located in the County, which pertain to fiscal matters. In addition, - the Grand Jury may investigate and report upon the fiscal matters of any such city and make such recommendations as it may deem proper and fit. Penal Code Section 933.5: A Grand Jury may at any time examine the books and records of any special purpose assessing or taxing district - and, - may investigate and report upon the method or system of performing the duties of Welfare and Institutions Code Section 10602.5: An auditor appointed by the Grand Jury shall annually review the Child Support Collection Program of the County and comment in writing upon the performance of the duties involved therein by any County agency so concerned. It shall cause a copy of such report to be trans- mitted to the Board of Supervisors and the department. The present authority to employ outside experts under the Penal Code is limited by Section 926, as amended, which provides: If in the judgment of the Grand Jury, the services of an expert are necessary for the purposes of Sections 925, 925a, or 933.5 or any of them, the Grand Jury may employ one or more experts at an agreed compensation, to be first approved by the Court. Expenditures for the services of experts and assistants for the purposes of Section 933.5 shall not exceed the sum of $25,000 annually, unless such expenditures shall also be approved by the Board of Supervisors. There is, however, another section of the Penal Code involving investigations by the surper less Grand Jury which does not permit the employment of experts. This section is as follows: ACCIONACION. Penal Code Section 928: Every Grand Jury shall investigate and report upon the needs of all SECTION OF SECTION County officers in the County, including the abolition or creation of offices and the equipment for, or the method or system of performing the duties of, the several offices. It shall cause a copy of such report Schartstern. to be transmitted to each member of the Board of Supervisors of the County. randominals. In past years, the various audit committees and the Contract Auditors employed by them have given a liberal interpretation to Penal Code Sections 925 and 933.5, and their assumptions appear to have included the following: There was no need to make an examination and render a report "annually" as to "all" officers of the County. The scope of the services need not represent a "careful and complete" examina- tion in each case. Examinations may differ according to the individual circum- stances and the discretion of the Grand Jury, the Judge of the Superior Court, and the Contract Auditor. The review may result in observations, comments and recommendations regard- ing the effectiveness of the processes within each department examined. In this connection, it should be noted that Section 10602.5 of the Welfare and Institu- tions Code, which was added in 1971, has taken the more liberal view by providing for the examination to include a review and comments by the auditor "upon the perfor- mance of the duties involved". IT IS RECOMMENDED THAT THE EXISTING LAW IN CONNECTION WITH GRAND JURY INVESTIGATIONS, INCLUDING THE EMPLOY- MENT OF OUTSIDE EXPERTS, BE REVISED TO INCLUDE THE FOL- LOWING POWERS OF INVESTIGATION TO BE PERFORMED SE- LECTIVELY AT THE DISCRETION OF THE GRAND JURY: INVESTIGATION OF ALL OFFICES OF COUNTY GOVERNMENT, SPECIAL PURPOSE ASSESSING OR TAXING DISTRICTS AND OFFICERS OF THE COUNTY IN THEIR EX OFFICIO CAPACITY CREATED PURSUANT TO STATE LAWS. INVESTIGATION OF THE NEEDS, EQUIPMENT AND THE METHOD OR SYSTEM OF PERFORMING THE DUTIES OF THE SEVERAL COUNTY OFFICES AND DISTRICTS. INVESTIGATION WITHOUT REQUIREMENT OF APPROVAL BY THE BOARD OF SUPERVISORS IN CONNECTION WITH AN AUDIT OF THE COUNTY ASSESSOR. EXAMINATION OF THE BOOKS AND RECORDS PERTAINING TO FISCAL MATTERS OF ANY INCORPORATED CITY LOCATED IN THE COUNTY. SUBMISSION OF A REPORT UPON ANY INVESTIGATION IN- CLUDING SUCH RECOMMENDATIONS AS ARE DEEMED PROPER. THE POWER TO EMPLOY OUTSIDE EXPERTS TO PERFORM ANY OF THE INVESTIGATIONS INDICATED ABOVE. I. SUMMARY OF RECOMMENDATIONS OF THE CONTRACT AUDITOR The following recommendations have been taken verbatin from the individual reports submitted by the Contract Auditor and approved by the Audit Committee and the Grand Jury. However, the recommendations have been rearranged according to that department or official to whom they are addressed for action. In numbering these recommendations, the first digit refers to the report number in the 1973 report of the Contract Auditor. AUDITOR-CONTROLLER/COURT TRUSTEE (No. 1-1) Court Trustee continue to improve document processing procedures to eliminate unprocessed document backlog (Child Support Collection Program). (No. 1-7) The Auditor-Controller/Court Trustee, in conjunction with the Municipal and Superior Courts and the DA, determine the feasibility of issuing identification cards to all payors at the time an agreement is taken or court order rendered. (No. 1-8) All terminated cases be eliminated from Court Trustee Master File and stored on hard copy, microfilm or other media. (No. 1-9) Court Trustee establish accounting controls over undeposited checks. (No. 1-10) Court Trustee document reconciliation of deposit total with total of remittances processed into case master files and submit reconciliation to Head of Court Trustee for review. (No. 1-11) Court Trustee complete reconciliation of the Trust Fund account and the total of suspense account balances. (No. 1-12) Court Trustee devote greater effort to "snag" investigations. (No. 1-13) Court Trustee establish independent review procedures to ensure propriety of suspense account releases. (No. 1-17) The Auditor-Controller/Court Trustee, in conjunction with DPD, establish the feasibility and, if possible, implement automation of Demand Letter and Order to Show Cause Affidavit preparation. (No. 1-18) The Auditor-Controller/Court Trustee establish control reviews of the Mediana. delinquency listing to ensure timely issuance of Demand Letters to all delinquent accounts. (Refer also to recommendations addressed to the District Attorney, Numbers: 1-4, 1-16, 1-19, 1-20, 1-21). AUDITOR-CONTROLLER/AUDIT DIVISION (No. 1-27) The Auditor-Controller/Audit Division perform periodic Child Support Collection program audits. (No. 5-9) Audit Division of the Auditor-Controller monitor internal control procedures for manual check disbursements processed at the district level and review these controls on a regular basis. (No. 5-3) Audit Division of the Auditor-Controller conduct a continuous review to determine the degree to which recipients' case files adhere to current policies and procedures and take steps necessary to correct deficiencies defined during that review. (No. 5-17) Audit Division of the Auditor-Controller perform an audit of procedures at district offices and the Finance Division for adherence to Administrative Directive No. 1890. (No. 5-25) Audit Division of the Auditor-Controller in conjunction with DPSS initiate procedures for prompt follow-up and disposition of recommendations resulting from audits of district operations. (No. 5-26) Audit Division of the Auditor-Controller in conjunction with DPSS conduct a brief orientation program to acquaint new auditors with district office operations. (No. 5-35) Audit Division of the Auditor-Controller continue to evaluate the imple- mentation and the effectiveness of the corrective actions reported as implemented (in Food Stamp Program). (No. 5-36) Audit Division of the Auditor-Controller continue to verify that newly issued food stamp directives, procedures and memoranda are being followed. (No. 10-1) Establish assistant chief position within the Audit Division to approve and sign reports. (No. 10-2) Assign the in-charge responsibility for field work to the senior staff level. (No. 10-3) Maintain lower ratios between Audit Division staff levels. (No. 10-4) The Auditor-Controller request funding of additional positions required to fully staff the Audit Division. (No. 10-5) Accelerate the implementation of operational auditing. (No. 10-6) Enforce Audit Division policy which requires the seniors and principals to have their reviews completed on a timely basis. (No. 10-7) Enforce Division policy for scheduling work performance dates and setting deadline dates for issuance of reports. (No. 10-8) Establish Division staffing policy so that the duration of audit field work is limited to ten weeks for any specific audit. (No. 10-9) Enforce Audit Division policy of budgeting hours for each specific audit section to control audit scope and provide a basis for determining audit progress. (No. 10-10) Enforce Audit Division policy for review documentation standards. (No. 10-11) Audit Division to include staff development critique in review documenta- tion standards. (No. 10-12) Enforce Audit Division policy for permanent file requirements. (No. 10-13) Enforce Audit Division policy requiring reviewer initials on each audit (No. 10-14) Audit Division to utilize an audit control checklist. (No. 10-15) Prepare and approve audit programs prior to the start of audits in con- formity with Audit Division policy. (No. 10-16) Enforce Audit Division policy of requiring that the audit program for any particular job be signed off as each section of the work is completed. (No. 10-17) Audit Division renew attempts to recruit experienced personnel from out- side the County for needed senior and principal level positions. (No. 11-8) Audit Division of Auditor-Controller to review and evaluate the progress of the task force regarding implementation of district aid controls (DPSS). AUDITOR-CONTROLLER (No. 11-7) Tax Collector and Auditor-Controller determine if, for underassessments of less than $5, it is cost effective to rebill the tax. (No. 11-15) The Auditor-Controller make an in-depth review of the effectiveness of the control procedures (USC-Medical Center). (Refer also to recommendations addressed to: Martin Luther King, Jr. General Hospital No. 2-17 and Road Department Numbers 3-30 and 3-31). DATA PROCESSING DEPARTMENT (No. 1-3) The Data Processing Department develop a computer program to audit the Court Trustee Master File, listing all cases with missing data fields. (No. 1-28) The DPD provide a mechanism for coordinating systems changes where more than one data center is affected. (No. 1-29) DPD modify the computer program to eliminate zero balance accounts from delinquency listings. (No. 1-30) DPD immediately develop and implement detailed corrective actions to reduce the causes of CRT downtime. (No. 1-31) DPD standardize a logging procedure for computer operating problems. (No. 1-32) DPD review and update computer operator instructions. (Refer also to recommendations addressed to: DPSS No. 5-40 and District Attorney Numbers 1-16 and 1-20). CHILD SUPPORT PROGRAM STEERING COMMITTEE (No. 1-34) The Child Support Program Steering Committee act solely in an advisory capacity to the DA.
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  Apprenticeship programs The above are some of the parts of an entire career educational concept which was presented by Dr. Wayne Butterbaugh, Director of the Southern California Regional Occupational Center, at a meeting of the 33rd District of the California Parent-Teachers Association on February 1, 1973. A statement by the California Career Education Task Force follows: (2) "Western Conference" - 1966, sponsored by the Great Cities Program for School Improvement. "A COMPREHENSIVE EDUCATIONAL PROGRAM FOCUSED ON CA- REERS, BEGINNING IN EARLY CHILDHOOD AND CONTINUING THROUGHOUT THE ADULT YEARS. IT PROVIDES FOR A BROAD APPROACH TO PREPARATION FOR CITIZENSHIP, CAREER DEVELOP- MENT AND FOR LIFE IN A WORLD WHERE LEISURE TIME IS IN- CREASING. IT INVOLVES ALL STUDENTS AND EDUCATORS. THE EMPHASIS IS ON INDIVIDUALIZED INSTRUCTION, ARTICULATED FROM GRADE LEVEL TO GRADE LEVEL. CAREER EDUCATION PERMITS EACH STUDENT TO REALISTICALLY ASSESS PERSONAL ATTRIBUTES AND ASPIRATIONS, EXPLORE OCCUPATIONAL OP- PORTUNITIES, MAKE A REALISTIC OCCUPATIONAL CHOICE, AND RECEIVE THE NECESSARY INSTRUCTION TO DEVELOP "SALEABLE SKILLS" FOR ENTRY INTO THE WORLD OF WORK."(3) The California Legislature adopted the following statement of policy, which was signed by the Governor on August 24, 1972, adding Section 7504 to the Education Code . . . "THE LEGISLATURE HEREBY RECOGNIZES THAT IT IS THE POLICY OF THE PEOPLE OF THE STATE OF CALIFORNIA TO PROVIDE AN EDUCATIONAL OPPORTUNITY TO EVERY INDIVIDUAL TO THE END THATEVERY STUDENT LEAVING SCHOOL SHOULD BE PREPARED TO ENTER THE WORLD OF WORK; THAT EVERY STUDENT WHO GRADU- ATES FROM ANY STATE-SUPPORTED EDUCATIONAL INSTITUTION SHOULD HAVE SUFFICIENT MARKETABLE SKILLS FOR LEGITIMATE REMUNERATIVE EMPLOYMENT; AND THAT EVERY QUALIFIED AND ELIGIBLE ADULT CITIZEN SHOULD BE AFFORDED AN EDU- CATIONAL OPPORTUNITY TO BECOME SUITABLY EMPLOYED IN SOME REMUNERATIVE FIELD OF EMPLOYMENT." THE GRAND JURY RECOMMENDS TO THE COUNTY BOARD OF EDUCATION THAT SECTION 7504 OF THE EDUCATION CODE AS GIVEN IN THIS REPORT ON VOCATIONAL EDUCATION BE IMPLE- MENTED AND ENCOURAGED. Investigations were conducted as regards occupational skills and vocational training. The high cost of vocational training or education makes it difficult for the typical individual city school district to offer an adequate program for youth interested in obtaining a marketable skill. Visits were made by members of the Grand Jury to the Southern California Regional Occupational Center in Torrance, and the A.B.C. School District. Facilities and equipment for job training were found to be of the very best. Six school districts utilize the Torrance facility and thus support the Southern Cali- fornia Regional Center. Students retain affiliation with their own local high schools and fulfill other requirements there. The Center provides 30 areas where skills can be (3) California Career Education Task Force, developed by the State Director of Vocational Education. acquired in daily three-hour sessions from one semester to a year. Students who com- plete the courses are earning from $2 to $8 per hour shortly after graduation with a certificate of proficiency in one of the 30 skills offered for training. The experience of the Southern California Regional Occupational Center during 1967- 68 in its first year of operation with only 349 students, showed a $1,200.82 cost per student trained. This cost has steadily declined until in the school year 1973-74, with about 4,550 students, the cost per student trained has been reduced to $422.21. Eventually, the state should recoup this expenditure in the form of personal taxes from employed graduates. The time has arrived when a high school graduate should be employable upon gradu- ation. The regional occupational center seems to be the best solution to this problem. A skill is a necessity for everyone in today's culture and the educational system should provide it. The Occupational Center issues only Certificates of Proficiency. The student receives his diploma from his home high school, one of 32 private and public high schools which send students to the center three hours per day during their senior year. An alphabetical listing of programs for the 1973-74 school year follows, showing what can be offered to public school students at a reasonable cost to the taxpayer when neighboring districts unite their resources and pupils in a cooperative investment in occupational skill training. SOUTHERN CALIFORNIA REGIONAL OCCUPATIONAL CENTER 2300 Crenshaw Blvd., Torrance 90501 ALPHABETICAL LISTING OF PROGRAMS – 1973-74 SCHOOL YEAR
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  Data Processing/Equipment Operation
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  Data Processing Programming
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  Dental Assisting – Classroom 202
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  Dental Assisting – Classroom 203
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  Environmental Landscaping
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  Industrial Electronics
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  Machine Tool Operation
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  Major Appliance Repair
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  Marine Engine Repair
• R25
  Medical Assisting/Back Office
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  Medical Assisting/Front Office
• R27
  Medical Office Procedures
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  Refrigeration & Air-conditioning
• R32
  Secretarial Services
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  Welding In view of the foregoing viewpoints on Career Education and the facts presented on vocational education preceding high school graduation, the Grand Jury recommends to the County Board of Education: THAT THE REGIONAL OCCUPATIONAL CENTER CONCEPT BE EX- AMINED BY COUNTY EDUCATIONAL LEADERS AND SCHOOL BOARDS IN LOS ANGELES COUNTY IN ORDER TO PROVIDE JUNIOR AND SENIOR HIGH SCHOOL STUDENTS THE OPPORTUNITY TO LEARN MARKETABLE SKILLS. THAT ADJACENT SCHOOL DISTRICTS CONSIDER COMBINING RE- SOURCES, WHENEVER FEASIBLE, IN ORDER TO DEVELOP RE- GIONAL OCCUPATIONAL CENTERS, THEREBY TAKING ADVANTAGE OF THE BROADER SCOPE OF OFFERINGS THAT CAN RESULT FROM LARGER TEACHER-PUPIL RATIOS. THAT REGIONAL VOCATIONAL CENTERS PROVIDE STUDENTS WITH A DAILY MINIMUM OF THREE HOURS INSTRUCTION IN A GIVEN SKILL BY EXPERTS IN THAT SKILL, IT IS RECOMMENDED THAT LIMITATION OF AGE OR GRADE GROUPS BE FLEXIBLE. Speakers were invited to appear before the Grand Jury, followed by meetings with the Education Committee. The Superintendent of Los Angeles County Schools and the Superintendent of Los Angeles City Schools addressed the Jury, reporting on directions and plans to be considered in their respective jurisdictions, both immediate and long range. Each also presented financial, personnel and curriculum problems facing public education today. The Education Committee, at the invitation of the County Superin- tendent of Schools, met with Dr. Wilson Riles, State Superintendent of Public Instruc- tion, and members of the County Schools staff. The second major objective for the 1973 Grand Jury's Education Committee was the encouragement of early counseling for children and parents involved or about to be involved in the elementary schools. We commend those school districts which have employed and re-employed elementary counselors for the year 1973-74. We commend the training institutions for recognizing the need for supplying multidisciplinary train- ing for such counselors. Dr. Edward Lenoski, Director, Pediatric Emergency Center, Los Angeles County-USC Medical Center, discussed with the Grand Jury the problems within this County relat- ing to THE ABUSED CHILD. He emphasized education and the necessity for the availability of early counseling for parents. He felt the public schools should accept responsibility for such a positive program, reinforcing the second objective of the Education Committee. A panel of juvenile court officers, including the Presiding Judge, discussed the causes and attendant problems of juvenile crime with the members of the Grand Jury. One of their pleas was for more available counseling for young parents and others, and early identification of the deterrents to normal development of children. This would also involve identification and rectification of physical and emotional problems, with guidance to parents as regards to proper supervision, control and attitudes. It is realized the "battered child syndrome", crime, physical and mental health and welfare problems are related. THE GRAND JURY RECOMMENDS THAT THERE BE EMPHASIS ON ELEMENTARY (PARTICULARLY EARLY PARENT AND CHILD) COUNSELING IN ALL SCHOOL DISTRICTS TOWARD MORE DEFINITE AND CONSISTENT DISCIPLINARY OBJECTIVES AND THAT PARENTS BE ENCOURAGED TO REALIZE THAT RESPECT FOR LAW AND ORDER BEGINS VERY EARLY IN A CHILD'S LIFE. THE GRAND JURY FURTHER RECOMMENDS THAT SCHOOL DIS- TRICTS ESTABLISH A CONSISTENT DISCIPLINARY PROCEDURE WITHIN THE FRAMEWORK OF THE EDUCATION CODE. THE GRAND JURY RECOMMENDS TO THE COUNTY BOARD OF EDUCATION THAT ENCOURAGEMENT BE GIVEN TO SCHOOL DIS- TRICTS TO EMPLOY COUNSELORS FOR THE EARLY CHILDHOOD EDUCATION PROGRAM. The third goal of the Education Committee involves communications and public aware- ness of school needs, requirements, problems and objectives now being implemented in California. The Grand Jury attended a meeting of a representative community group in Torrance, California. A similar program initiated in the Burbank Unified School District termed the Parent Education Workshop was discussed. The effect of these Community and Parent Councils has been accepted and proven most satisfactory for many years. Edu- cational councils in Torrance and Burbank have been operating successfully for over a quarter of a century. For this reason, the Grand Jury believes it may be a promising technique of community relations for all school districts. Following the study of lay-professional cooperation in establishing good school-com- munity relations, the Los Angeles County Grand Jury believes: That school administrators and board members should maintain constant and close contact with the community; That a channel of communication should be established between the school and the community; That a balanced viewpoint should be maintained with regard to the expressed opinions of the various members of the communities in which the schools are located; That there should be some thinking and planning of the educational program with the community and acceptance of the community as a partner in school problems. This would provide a safety valve so that urgent matters can be thought through before they become explosive pressure points; That a clearing center should be established for educational thinking in the community - possibly preliminary to the immediate pressure of decision making in a board meeting. Recongizing the need for proven procedures for successful intercommunications be- tween schools and their communities, the Grand Jury reviewed and studied the various community councils which have long been in operation. THE GRAND JURY RECOMMENDS THAT SCHOOL DISTRICTS IN LOS ANGELES COUNTY SEND STAFF AND BOARD MEMBERS TO STUDY ORGANIZATIONS WHERE LAY-PROFESSIONAL EDUCATIONAL COUNCILS HAVE BEEN IN SUCCESSFUL OPERATION FOR MANY YEARS WITH THE VIEW OF INCORPORATING PROVEN PRACTICES. YOUTH AND THE OFFICER Animosity exists in some neighborhoods between youth and police officers. This hostility exists due to the violent attitude of a percentage of the population toward the police, and the attitudes and actions of some officers toward youth. Conflict is often generated by inflamatory conversation in groups, newspaper articles, and television shows. It is also recognized that public relation officers of the various law enforcement groups in the City and County and informative programs such as "Youth and the Law", "Ride- Along" and others are serving to relieve the tension, but are not reaching all troubled youth. There is further need for officers and youth to seek empathy with each other. The Los Angeles County Grand Jury at this time commends the Sheriff's Department, the Los Angeles Police Department and all law enforcement groups now in operation for their efforts. THE GRAND JURY RECOMMENDS TO THE COUNTY BOARD OF EDUCATION THAT IN ORDER TO BUILD BETTER RAPPORT AND COMMUNICATION BETWEEN POLICE OFFICERS AND YOUNG PEOPLE, SCHOOLS WORK CLOSELY WITH THEIR COMMUNITY LAW ENFORCE- MENT OFFICIALS. Camps staff - Special Schools Camps staff - Special Schools Central administration — Central administration – ì Central administration -- Central administration Central administration Central administration Central administration Responsible Group(s) Special Schools Special Schools Special Schools Special Schools Special Schools Special Schools Special Schools Secondary: Secondary: Primary: Primary: Primary: Primary: Primary: Primary: Primary: Medium Medium Medium Medium Priority High High High should be reexamined to determine their relevance and appropriateness Optional high school courses now included in camp school curriculum A study should be conducted to determine what courses from the regular high school curriculum should be adapted for students in the restricted to those students with the demonstrated potential to perform and GED programs should be retained but to motivate an increased interest in reading. These considered basically expendable, with little purchase paperbacks appropriate to the camp terms of student interest. Camps should be allowed The inventory of books maintained in the camp libraries should be student population. Textbooks should not be The proportion of the school day devoted to intensive remedial limited to those on hand and purchased by the State if, indeed, they do available to seek out and purchase, or develop, determine the most effective and practical ratio patterns for best responsive to identified needs and interests of Teacher/pupil ratios in basic skills classes should be explored to instruction should be limited to 2½ to 3 hours per day. not serve the purpose of the Special Schools programs. control exercised over their use by teachers. for the camp school population.