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Extraído del Informe Consolidado

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Los Angeles County Grand Jury • 1982-1983

Environmental Concerns Committee

71 pages
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Note: Missing finding numbers detected: F10, F13, F14, F18, F19, F20, F21, F22, F29, F39, F50, F54, F55, F56, F57, F58, F61, F62, F63

Findings 58 findings

F1
contracts with over 52 organizations. Serving as a booking agent, MPAC scheduled and presented an estimated 350 performances at parks, community centers, schools, museums and probation camps in the five county districts. Those impacted by the public supported programs include the elderly, handicapped, low income, and student groups. Grants have been made to orchestras, bands, opera companies, 72
F2
An annual Christmas Music Program has been presented for the past 23 years. From 9:00 a.m. to 9:00 p.m., continuous programs are in progress, often with 3,000 people participating. The public is invited free of charge, and with free parking, to enjoy fine choral and instrumental music presented by 35 performing groups from the entire county.
F3
Thirty jazz concerts and dance festivals were given in 1982 at John Anson Ford Theater, which is operated by the commission. The programs were free of charge and well-received by the public. ASSESSED N Each tax-supported event was attended by a commissioner who was responsible for filing a confidential evaluation report to be used as a reference for future grant consideration. There are no volunteers other than commissioners in the organization because there are no funds to hire a volunteer coordinator or to provide additional office space. So far, the commission has received no financial support from the private sector. Ten years ago, the MPAC had a budget of $1.06 million. The budget for 1982-83 is only $848,000. Of that amount, 72 percent is grant money; 16 percent is for administration; 9 percent is for probation camps, special performances and youth orchestra conductors, and 3 percent is in a contingency fund. The largest recipients of the grant money (38 percent of the budget) were the Los Angeles Philharmonic Orchestra and the Center Theater Group. It should be emphasized that these recipients were responsible for giving free performances OUTSIDE the Music Center in places such as schools, parks, and community centers. We believe that the county appropriation is inadequate for important social services that provide culture to the citizens. Under the present economic constraint, MPAC, with a small, efficient staff, has been able to provide an impressive array of programs through various performing groups. 73
F4
undertake a comprehensive reappraisal of existing Proposition A procedures 12 to determine whether existing review steps are still necessary and useful..... 10.00
F5
establish time frames for the review and approval of departmental requests to solicit proposals and award contracts. The Chief Administrative Office should monitor the movement of requests through the process to identify roadblocks 12 and eliminate unnecessary delays................. Andrew Sidesings
F6
assistance from the Auditor-Controller, issue an updated, comprehensive set 12 of guidelines for conducting cost comparison analysis. . . . . . . . . . . . . . . . . . .
F7
The Grand Jury recommends that the Auditor-Controller be assigned responsibility for central review of all cost comparison analyses to assure that 12 guidelines are followed consistently by all departments............
F8
K. Proposition A contracting procedures, the Chief Administrative Office develop a manual which sets forth all current policies, procedures and guidelines, including cost comparison guidelines. The manual should be issued to all department heads and other appropriate county personnel, then periodically updated as a one-source document on developing Proposition A contracts. . . . 12 89 Spiriting pa Page
F9
of dollar savings from Proposition A contracting be corrected and clarified. Among the factors to be considered are that savings data are projections, not actual savings; and that expenses such as monitoring, retraining, and feasibility study costs have not always been included in the calculations because of 13 inconsistent cost comparison practices....................................
F11
The Grand Jury recommends that the Board of Supervisors establish a program, including possible set-asides, to encourage minority contractors to 14 bid on Proposition A contracts......
F12
The Grand Jury recommends that the Chief Administrative Office encourage and experiment with various contracting competition models. Such models should aid in monitoring and evaluating contractor performance, challenge the productivity of county employees providing the same services, 14 and guard against contractor dependency....................................
F15
The Grand Jury recommends that the Board of Supervisors ensure that the Chief Administrative Office has their full support in enforcing compliance with conflict of interest regulations in all contracting activities. Vigorous action in this area will help bolster public confidence in the contracting 15 program. . . . . . . . . . . . . . . . . . .
F16
The Grand Jury recommends that the Los Angeles County Board of Supervisors add substantially to monies budgeted for essential protective services for abused and neglected children..... 20 90 Page
F17
The Grand Jury recommends that audit reports conducted by the Auditor-Controller go through the same Board process as do the audits from MSD. They should be presented to the entire Board of Supervisors at a public session as agency items and the audited department should report back to the Board within 60 days as to the action it plans to take relative to the recom- 23 mendations.....
F23
The Grand Jury recommends that the medical records abstract system in Šå 29 the hospitals be under computer capability. . . . . . . . . . . . . . . . . . .
F24
The Grand Jury recommends that health facility administrators give closer attention to the staff's need for information regarding anticipated 29 changes.................................... Page
F25
The Grand Jury recommends that funding be identified for cost effective, long-range planning programs to include preventive health care. It is projected by futurists that the Los Angeles County area will be the most populous in the United States around the year 2000. Geriatric needs must be met as well as other health care phenomena which must be included in projected 29 planning.....
F26
The Grand Jury recommends that the Board of Supervisors accept the support program presented by the County Solid Waste Management Committee and immediately allocate funds to insure its execution. . . . . . . . 32
F27
The Grand Jury recommends that the Board of Supervisors direct the CoSWMP Committee's support program to address the issue of coordinating efforts for the siting and permitting of landfills...... 32
F28
The Grand Jury recommends that the Los Angeles County Sheriff's Office and all law enforcement agencies within the County make complaint forms available to the public at accessible locations in city halls and public libraries. . . . . . . . . . . . . . . . . . . 37
F30
The Grand Jury recommends to the Los Angeles County Sheriff's Office and all law enforcement agencies within the county that allegations of misconduct by police officers be investigated by personnel other than the officers' immediate superiors in order to insure optimum objectivity...... 37
F31
The Grand Jury recommends that all law enforcement agencies within the county provide psychological counseling services to all officers involved in the use of force and/or firearms resulting in death or serious injury...... 37
F32
THE GRAND JURY RECOMMENDS THAT THE COUNTY CONTINUE TO SEEK REFORM OF STATE WORKERS' COMPENSATION LEGISLATION IN ORDER TO COMBAT RISING COSTS AND TO HELP IDENTIFY AND ELIMINATE LOOPHOLES THAT COULD PERMIT ABUSES IN WORKERS' COMPENSATION BENEFITS. Contracting Out The report of the Los Angeles County programs for contracting out of services under provisions of Proposition A can be found in the Major Issues section of this report. 40
F33
The Grand Jury recommends that fiscal investigations of incorporated cities under the authority of Penal Code section 925a be vigorously pursued by future grand juries. . . . . . . . . . . . . . . . . . . 41 92 Page
F34
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS PURSUE PASSAGE OF SB 924 SO THAT THE AUTHORITY FOR INVESTIGATIONS OF INCORPORATED CITIES CAN BE EXPANDED TO INCLUDE WATCHDOG FUNCTIONS. Sandra Klasky, Chair Maycie Herrington Jean Hitchcock 8.8 Edwin Kwoh Patricia Lofland Lidia Roth Eduardo Valdiviez 41
F35
The Grand Jury recommends that 1983-84 and future grand juries place more emphasis on investigating fiscal mismanagement within cities of the 43 county......
F36
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS INITIATE LEGISLATION WHICH PROMULGATES PROVEN CITIZENSHIP ELIGIBILITY FOR CALIFORNIA VOTERS. COURT SUPPORT VIDEO SYSTEM The Criminal Justice Committee was made aware of the problems of congested calen- dars affecting the courts. Committee attention was directed to a modern technology which has successfully operated in the County of Santa Barbara since August 1981, known as the Court Support Video System. This two-way circuit television system enables probation officers and public defenders to communicate visually and audibly, within a five-mile radius, with defendants in custody at the Santa Barbara county jail. The efficiency and effectiveness of the system is evident in the county jail where inmate conferees are easily escorted to a holding tank adjacent to the video booth where the closed circuit television interviews are held. According to published reports, the Santa Barbara County Public Defender stated that the system exceeded expectations with respect to convenience and economy. Other officials of that county have been enthusiastic in supporting the use of the system. The estimated time saved through use of the video system amounts to one hour per staff person for each average investigation. Such a system is presently under study and consideration for use in Los Angeles County. Despite a lag due to some unresolved technical licensing, budgeting, legal, and procedural issues, we believe that early implementation would be of benefit to the county.
F37
THE GRAND JURY RECOMMENDS THE UTILIZATION OF SUCH A VIDEO SYSTEM IN THE LOS ANGELES COUNTY COURT SYSTEM. 44
F38
The Grand Jury recommends continued efforts toward reducing such delays consistent with the protection of the rights of the accused. This would 45 prove significantly beneficial in cost savings to the courts. . . . . . . . . . . . . . . . . . .
F40
SYSTEM BE INSTALLED ON EACH LEVEL OF CELL ROWS AND DAY ROOMS IN CENTRAL JAIL TO MONITOR INMATE ACTIVITIES. In a follow-up of last year's Grand Jury report, the committee found that there is still a very serious need for additional holding cells in the Criminal Courts Building. It found that the space for these cells is available on three floors and was planned for this purpose in the initial construction. The requirement for these added cells grows out of various mandates with regard to mixing prisoners; i.e., men and women must not be mixed; juveniles must be kept separate from adults; the mentally ill must be separated; gang members, informants, homosexuals, highrisk and persons in the news all must be kept apart from other prisoners to protect them and/or other prisoners.
F41
CELLS BE PROVIDED IN THE CRIMINAL COURTS BUILDING BY OPENING UP SPACE WHICH IS NOW SEALED OFF. The freight elevator at Central Jail is used to carry food to maximum security inmates and also to transport garbage. At the time of the inspection, the elevator was filthy and emitted a foul odor.
F42
CENTRAL JAIL BE GIVEN A THOROUGH AND REGULARLY SCHEDULED CLEAN- ING, INCLUDING STEAM CLEANING, WIRE BRUSHING, AND DEODORIZING. After seven prisoners escaped from a Sheriff's Department bus while being transported to Peter Pitchess Honor Rancho, the Sheriff's Department indicated it would undertake alterations as each bus is scheduled for servicing or repairs. The alterations are to include installation of solid vertical bars over existing horizontal bars on rear windows, the side windows replaced with metal plates, and the repositioning of a second deputy's seat to allow full view of inmates as well as the road. 48
F43
TOR THE IMPLEMENTATION OF THESE ALTERATIONS TO THE BUSES IN FUTURE JAIL INSPECTIONS. The custodial maintenance at some municipal jails is done by civilian personnel and indi- 1 2 cates a distinct lack of quality when compared to the same type of maintenance performed by trustees from the Sheriff's Department. · CrustonMinimum Inspection of the following facilities indicated unacceptable conditions: Harbor Division, Huntington Park jail, Maywood jail, Southeast Division, and Hollywood Division. There was extensive graffiti, vermin, and dirt-encrusted corners where mops cannot clean the sharp angles; light colored baseboards collect and keep the filth from the mopping. All of this reflects the generally poor maintenance. Similar conditions at both Southeast and Hollywood Divisions of the City of Los Angeles were noted by last year's Grand Jury. These conditions have been noted by previous grand juries and seem to point out the poor quality of services that the city receives from its custodial maintenance contractors.
F44
HOLLYWOOD, AND SOUTHEAST DIVISION FACILITIES OF THE CITY OF LOS ANGELES BE CORRECTED IMMEDIATELY.
F45
MAYWOOD JAILS EMPLOY EXTERMINATION SERVICES FOR ERADICATION OF COCKROACHES AND OTHER VERMIN. A GENERAL CLEANING IS NECESSARY FOR WALLS, FLOORS, AND SHOWERS. A SECOND VISIT WAS MADE TO THESE JAILS AND IT WAS FOUND THAT IMPROVEMENTS HAD NOT BEEN MADE EVEN THOUGH UNSANITARY CONDITIONS HAD BEEN POINTED OUT TO JAIL PERSON- NEL ON THE FIRST VISIT. Prisoners brought to the Santa Monica Courthouse are unloaded from the bus at a door adjacent to the public parking lot. No fence or wall separates the unloading of prisoners from the public parking lot, an indication of poor security.
F46
CLOSURE BE PROVIDED ABUTTING THE SOUTH SIDE OF THE SANTA MONICA COURTHOUSE TO ENSURE FULL SECURITY FOR THIS PROCEDURE. METAL ROLL-UP GATES AT EAST AND WEST EXTREMITIES OF THE ENCLOSURE SHOULD BE INCLUDED. The holding tanks at the Santa Monica Courthouse have no monitoring system for observa- tion of inmate activity within the tank and some of the doors are of wood construction. This condition represents an undue threat to the courtroom personnel and security of inmates. 49
F47
THE GRAND JURY RECOMMENDS THAT ELECTRONIC MONITORING SCAN- NERS BE INSTALLED SO THAT ALL HOLDING TANKS MAY BE VIEWED INDIVID- . UALLY FROM A CENTRAL STATION. WOODEN DOORS OF HOLDING TANKS SHOULD BE REPLACED BY METAL DOORS. Orlando Sloan, Chair William Cassius Celia Delgado Helene Eller Leo George Jennie Kerr Lori Kraus John Wisda - 50
F48
THE GRAND JURY RECOMMENDS THAT THE COUNTY OFFICIALS ENDORSE A RECYCLING POLICY AND ENCOURAGE OTHER CITIES IN THE COUNTY TO INITIATE RECYCLING PROGRAMS. Resource Recovery The Environmental Concerns Committee reviewed studies that have been made by the County Sanitation District, County Engineer, and private business interests engaged in waste disposal; then inspected two prototype facilities (BKK and Puente Hills) to find out the process involved in the recovery system. At the BKK Landfill in West Covina, the committee was given a detailed explanation of the process of capturing methane gas and converting it to electricity. At that time, gas was being burned at a high temperature to eliminate any possibility of contamination which would result in smog. The facility is also employing new techniques to recover from heavy metals and plating the materials which can be reused. At both the BKK and Puente Hills landfill sites, the committee saw massive installation of pipelines with the aggregate bed on which pipes must lay to put into operation the recovery of gas. Despite the enormous cost of the pipelines, it is generally recognized to be necessary for health, safety, and noxious odor control that we begin to think in terms of a resource recovery system. Though the facility for conversion of methane gas to electricity is in only partial production at Puente Hills, both BKK and Puente Hills are operating recovery systems fully endorsed by the Environmental Concerns Committee.
F49
THE GRAND JURY RECOMMENDS THAT A BASIC CONDITION FOR ISSUANCE OF OPERATING PERMITS FOR NEW LANDFILL SITES, AS WELL AS THOSE CURRENTLY IN OPERATION, BE THE INSTALLATION OF A GAS RECOVERY SYSTEM TO BE OPERATED UNDER SPECIFIED RULES AND REGULATIONS. Air Pollution The committee met several times with officials of the South Coast Air Quality Manage- ment District, toured their laboratory, and attended their hearings on infractions of air . 52 .
F51
THE GRAND JURY RECOMMENDS SERIOUS CONSIDERATION BE GIVEN AGAIN TO REVIVING OPERATIONS AT TOYON CANYON AND CALABASSAS BY THE CITY AND COUNTY OF LOS ANGELES AS A JOINT EFFORT IN THIS GROW- ING CRISIS.
F52
THE GRAND JURY RECOMMENDS THAT AN EXTENSION OF TIME BE PERMITTED FOR THE CONTINUED OPERATION AND EXPANSION OF THE PUENTE HILLS FACILITY. SUSPENSION OF THIS AREA WOULD PLACE THE COUNTY IN AN EXTREMELY CRITICAL POSITION AS A RESULT OF SHORTAGE OF LANDFILL DISPOSAL CAPACITY.
F53
THE GRAND JURY RECOMMENDS THAT THE LICENSING OF BKK WEST COVINA BE CONTINUED SINCE THIS IS THE ONLY CLASS I LANDFILL AVAIL. ABLE FOR USE IN THIS SOUTHERN CALIFORNIA AREA. CLOSURE OF THIS OPERATION WOULD HAVE SERIOUS IMPACT ON THE DISPOSAL OF HAZARDOUS AND TOXIC MATERIALS. CONCLUSION The recent news which brought attention to the serious mismanagement in the Federal Environment Protection Agency has done little to assuage public distrust and lack of confidence in landfills. Technical expertise and adequate enforcement is a must before the public will accept waste disposal facilities. No city can stand alone in the waste 54
F59
The Grand Jury recommends that the Health Department devise and monitor a fiscal management system which provides the county its full reim- 62 bursement. . . . . . . . . . . . . . . . . . .
F60
The Grand Jury recommends that the plethora of involved advisors and/or commissions be coordinated to speak through one voice to the Director of the OAAA.................................. 62
F64
The Grand Jury recommends that funds be designated to increase the total number of Children's Services Workers and commensurate support staff to 65 increase the quality and quantity of services provided.......
F65
THE GRAND JURY RECOMMENDS THAT CAPITAL FUNDS BE PROVIDED FOR NEW LIBRARIES TO BE CONSTRUCTED IN HIGH POPULATION GROWTH AREAS TO MEET THE EDUCATIONAL AND CULTURAL NEEDS OF RESIDENTS. The activity level in libraries is very high. The Library has more than 5 million books, 865,000 registered adult and children borrowers, 10 million items of materials circulated, and 6.4 million calls for staff-answered reference questions. Emphasizing the Affirmative Action Program, the Library has increased the number of minority workers among full-time library staff positions. This includes 54 percent White, 26 percent Black, 14 percent Hispanic, 5 percent Asian, and 1 percent American Indian and Filipino. Among full-time staff, male employees comprise 31 percent and female SECONDO STATE employees 69 percent. A Master's degree in Library Science is required for all librarians. Based on a salary comparison survey made by county library staff in 1982, the salary scale for higher level library management employees, mostly women, was determined to be not competitive with other county departments.
F66
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS AUTHORIZE A STUDY OF THE SALARY SCALE AMONG HIGHER LEVEL EMPLOYEES OF OTHER COUNTY DEPARTMENTS AND COMPARE THE FINDINGS WITH THE SALARIES PAID TO COMPARABLE EMPLOYEES IN THE 1.3 LIBRARY SYSTEM, REMUNERATION FOR LIBRARY STAFF SHOULD BE COMPETITIVE IN ORDER TO SECURE AND MAINTAIN WELL-TRAINED PERSONNEL. September 5 Michigan Control On. 67
F67
THE GRAND JURY RECOMMENDS THAT THE LIBRARY SHOW THE FILMS UNDER THE SPONSORSHIP OF FRIENDS OF THE LIBRARY GROUPS SO THAT DONATIONS CAN BE SOLICITED FOR THE PURPOSE OF SUPPORTING LIBRARY SERVICES. 68
F68
THE GRAND JURY RECOMMENDS THE APPOINTMENT OF MORE CHILDREN'S LIBRARIANS IN THE LOS ANGELES COUNTY LIBRARY SYSTEM SO THAT OUR CHILDREN CAN BE BETTER SERVED IN MEETING THEIR EDUCATIONAL AND RECREATIONAL NEEDS. Cost-Effective Measures The committee reviewed various cost-effective measures to reduce expenses connected with providing efficient library services. As 63 percent of library budget is being spent on salaries, there has been a reduction of personnel in the library system. Library hours are being shortened. Large libraries are open an average of 64 hours and small libraries 29 hours weekly. Book theft detection systems have been installed in 14 libraries through the use of a magnetized strip inserted into selected volumes which sets off an alarm if the book is not properly checked out. Fines and fees are increased by 32 percent to defray cost of postage and supplies. For training part-time staff and volunteers, the libraries use videotaped training programs. The relocation of the library headquarters will improve efficiency by consolidating library administrative services into one facility. Increased automation has resulted in a machine-produced catalogue, a book-ordering computer, a budget and fiscal control system, and a computer to locate books in other libraries. Plans are being made to increase the automation facilities, including the automated circulation system and on-line data bases as an alternative to costly reference books and business materials. But, the library is in need of $3 million for purchasing major computer equipment. When the necessary automation improvement is made, the savings on labor costs will come to 9 percent of the budget. The use of outside contractors is another cost-effective measure. The library has contracted with the Library of Congress to catalogue 90 percent of its books, and with major book vendors to prepare books with plastic jacket covers and check-out forms. Two contracts on cleaning services have been awarded to outside contractors with a savings claim of $203,000. 70 .
F69
THE GRAND JURY RECOMMENDS THAT A WORK MEASUREMENT STUDY BE MADE BY LIBRARY MANAGEMENT TO ASCERTAIN WAYS TO IMPROVE PRODUCTIVITY OF LIBRARY PERSONNEL. Community Support Support to the library from the private sector has been greatly increased as the users come to realize that contributions of money, time and talent enhance the quality of library services when public money is in short supply. Volunteers are involved in shelving books, answering requests for information, serving as guides for children's programs, and doing clerical work. Under the direction of a volunteer coordinator, 722 volunteers contributed $162,000 in labor costs. Fifty-two groups of the Friends of the Library with a membership of 4,000, contributed $80,000 to be used for materials and equipment. The Los Angeles County Public Library Foundation was recently founded to seek support from the business community and civil groups for funding to provide high quality programs, service, and material collections for our people.
F70
THE GRAND JURY RECOMMENDS THAT A DIVISION FOR COMMUNITY RELATIONS BE ESTABLISHED IN AN EFFORT TO CREATE PUBLIC AWARENESS OF LIBRARY SERVICES AND CITIZENS' RESPONSIBILITY FOR SUPPORTING THE LIBRARY SYSTEM. To strengthen the volunteers, the Friends' groups, and the Library Foundation, we suggest the use of low-cost neighborhood papers and Public Affairs television ads (usually free) for promoting library services. We further suggest the formation of a Speakers' Bureau to provide library speakers for community meetings in order to achieve a higher degree of community involvement in the service of the library. CONCLUDING REMARKS A sense of dedication with eagerness to serve is a common characteristic among the well-trained library staff whom we interviewed. Their services have made the library a proud institution in our county. THE MUSIC AND PERFORMING ARTS COMMISSION THE MUSIC CENTER OPERATING COMPANY THE PERFORMING ARTS COUNCIL OF THE MUSIC CENTER PURPOSE Presenting musical functions at the Music Center and other county facilities is an important vehicle for disseminating our cultural resources. The committee undertook a study to broaden its understanding of the means used to provide for the cultural needs of an economically diverse population. AREAS OF REVIEW The committee has undertaken a limited review of two county departments, the Music and Performing Arts Commission and the Music Center Operating Company. It also reviewed a nongovernmental organization, the Performing Arts Council of the Music Center. These three independent organizations are interwoven in a common purpose of providing culture to the community. It is our intent to review their cultural services with respect to goals, outreach, human and financial resources, the latter of which is now limited by decreased support from public funds. METHODS OF INVESTIGATION The committee conducted interviews with officials and volunteers working with the three organizations. It was present at meetings of the Music and Performing Arts Commission, reviewed documents, and attended some performing arts events. THE MUSIC AND PERFORMING ARTS COMMISSION The Music and Performing Arts Commission (MPAC), established in 1947, has 15 members. Three members are appointed by the supervisor of each of five districts of the county for a three-year term. Under a mandate from the Board of Supervisors, this commission controls and regulates policies, functions and services as follows: Financial assistance is provided annually to more than 500 cultural events by county
F71
THE GRAND JURY RECOMMENDS THAT A LETTER OF COMMENDATION BE SENT TO HELEN KENNEDY FOR HER 22 YEARS OF OUTSTANDING LEADERSHIP AND HER DEDICATED SERVICE AS A MEMBER AND PRESIDENT OF THE MUSIC AND PERFORMING ARTS COMMISSION.
F72
THE GRAND JURY RECOMMENDS THAT FUNDING BE ALLOCATED TO DEVELOP A VOLUNTEER PROGRAM, THIS IS ESPECIALLY NEEDED IN THE AREAS OF PUBLICITY, PROMOTION AND FUND RAISING FROM THE PRIVATE SECTOR. THE MUSIC CENTER OPERATING COMPANY The Music Center Operating Company (MCOC), a nonprofit tax-exempt corporation which reports to the Chief Administrative Office, is organized for the purpose of operating the Music Center for and on behalf of Los Angeles County. Under the terms of an agreement with the county, the company pays an annual rental equal to the net revenue. All assets of the company, after discharge of its liability, are to be distributed to the county upon expiration of the lease on December 6, 2004. The Music Center, built on county property, was opened in 1964 at a construction cost of approximately $35 million, for which the private sector, under the able leadership of Mrs. Dorothy Chandler, contributed $19.5 million. The balance of the cost was financed through a revenue bond issue. The Music Center has become one of the outstanding cultural centers in the nation. Its facilities cannot be used for religious services, sporting events or political meetings. The property is maintained by County Parks, Building Services, and Mechanical Departments. The county appropriated $5.2 million during 1981-82 for the Music Center to cover the costs of general maintenance, janitorial services, utilities, and security. The county received $1.8 million from rents and concessions, including parking revenues, of which $945,000 was used to meet bond obligations for construction. The balance of $855,000 went to the County General Fund. The company received in 1981-82 a total of $1.21 million as operating income (67 percent of it from theater rental). Its operating cost of $1.22 million left a deficit of $8,084, which was covered by the reserve fund. A 5 percent facility user's fee is collected on all ticket sales. This covers the cost of major furnishings and equipment replacements such as carpets, draperies and lights. The company has one volunteer group called the Symphonians. They are trained to conduct tours of the Music Center at no charge to the public. THE PERFORMING ARTS COUNCIL OF THE MUSIC CENTER The Performing Arts Council of the Music Center (PACMC) is a nonprofit tax-exempt corporation composed of 58 representatives from resident performing groups and civic organizations. Each year almost 2 million people have enjoyed the performances and community services offered by the Music Center. Within the council, the following groups are most outstanding: The EDUCATION DIVISION was established three years ago to "broaden
F73
THE GRAND JURY RECOMMENDS THAT SUFFICIENT FREE PARKING AREA BE RESERVED FOR MUSEUM VISITORS ON COLISEUM EVENT DAYS. THE MUSEUM AS AN EDUCATIONAL INSTITUTION The Museum is divided into three curatorial divisions: Earth Sciences, Life Sciences, and History. In addition, there is an Education Division, an Exhibitions Divisions, and the Museum Support Services which include the library, registrar, security, janitorial service, and the business office. The Museum is operated by 151 county employees and 35 positions under the Proposition A outside contracting program. In addition, hundreds of volunteers serve with the Museum Foundation, the Alliance membership, and the Docent programs. There are more than 20 permanent exhibits representing the three curatorial divisions. The extensive collection of fossils from the Rancho LaBrea Tar Pits and gems from the E. Hadley Stuart Hall of Gems and Minerals are well known in the nation. Under the direction of curators, the Museum has rendered outstanding contributions in its research and educational activities. Some of its attractions are: The Museum is an official fossil repository for county, state, and federal • agencies. Its laboratory and fossil specimens are used by researchers throughout the world. Staff field trips are conducted regularly for research and collection. Gemologists worldwide come to study the collections of gems and minerals, 8.8 which include some of the world's finest specimens of naturally occurring mineral formations. They are also permitted to use the Museum's mineral laboratory. SCANIEMERCEN 79 MarcoccostaMarcoccas The Museum has five mammal exhibit halls with more than 200 animals in 83 0 realistic native habitat scenes. Workshops and library, laboratory and taxidermy facilities in the Museum are open to scientists and students from around the world. Seven of the Museum's exhibit halls are devoted to separate historical eras 0 (such as American history to 1815, 1865-1914, California and Southwest United States 1540-1940). Galleries and archive collections are available for study by historians and students. In the field of archaeology-ethnology, the Museum archaeologists have 0 documented existence of prehistoric peoples off the coast of Southern California. The Museum has extensive collections of fish fossils, plants, shells and insects 9 available for study by students and scientists. The most visible service has been the program of school tours. Over 3,000 school classes with about 100,000 students are scheduled for docent-guided tours each school year. These tours create interest and appreciation of our culture and a desire for learning among the young. The Museum Lending Service has placed objects of museum quality in 22 school districts in Los Angeles County and others in Orange, Riverside, San Bernardino and Ventura Counties. About 25,000 museum objects are loaned to school teachers each year for use as teaching aids in classrooms. An estimated 2,200 teachers participate in this program. In addition, "packages" of about 600 museum objects are rented to school districts for the entire school year. Twenty-one packages are currently on loan. Saturday classes in science and history are available to outstanding high school students. Museum films are shown at public libraries and schools. In cooperation with the County Music and Performing Arts Commission, musical concerts are performed at the Museum's theatre without charge. Travel tours for specific areas of study are being offered. An attractive and informative magazine, TERRA, is published quarterly. Indeed, the Museum has numerous educational and scientific services for the people of this county. As mentioned previously, the "20th Century Dinosaur" exhibit is a great success. Although the dinosaur is nothing new, it is a brilliant innovation in that all the dinosaurs on exhibit are made from discarded auto parts. It is difficult for the public to become aware of the vast services and contributions of the Museum as only 15 percent of its functions are visible. In order to remove a common stigma that the Museum is an unchanging institution, there is a need to accent the Museum needs to strengthen its public relations work with a constant flow of information 80 on the changing services for our citizens. Greater cooperation with schools and community organizations should be used to increase attendance. Furthermore, we believe that any changing exhibits should demonstrate things from the past in relation to present life situations and environment. For example, an exhibit could be organized on a theme of the evolution on material and style of clothing, or the history of jazz music and its instruments. Los Angeles will host the Olympics in 1984. The Museum should use this opportunity to attract more visitors from home and abroad. An interesting theme for a special exhibit could be the history of the Olympics and the evolution of sporting equipment. VOLUNTEER ORGANIZATIONS The Museum of Natural History Foundation The Museum of Natural History Foundation (the Foundation) was established and incorporated in 1965 to "solicit, receive and distribute funds for the benefit of, encourage broad community participation in, and to provide permanent exhibition in support of the charitable activities of the Los Angeles County Museum of Natural History." As the support from tax money declines, it is evident that the Museum's high standard of cultural contribution to society cannot be maintained without private sector support. The Foundation is governed by a 35-member Board of Trustees which meet every three months. The Foundation contributes to the Museum about half a million dollars yearly. A significant contribution has been funding for 97 full or part-time employees to staff the Museum shops and the accounting, public relations, grants, and contracts management offices. The Foundation also makes funds available for exhibits such as the current dinosaur exhibit. The financial statement of the Foundation for 1981-82 listed its major assets, which indicate the extent of its fiscal strength. Foundation-owned Collections $11.9 million $ 1.9 million Permanent Endowment Restricted Funds $ 1.3 million The Alliance Membership Program (Alliance) as an auxiliary membership organization of the Museum Foundation was established "to foster public goodwill toward the Museum, to solicit funds through the Museum membership program, and to provide benefits as an educational institution to its members and to the public." 81 The 8,500 Alliance memberships comprise the following categories: $100 per Year Patron $ 50 per Year Contributing $ 25 per Year Active $ 15 per Year Students, Seniors Benefits include free admission for members and their families at both the Museum of Natural History and the Page Museum; discounts at the Gift and Book Shops, film showings, travel programs, classes, publications, and special events. For each member the Museum spends $21 in services. In 1981-82, $238,000 was raised through memberships. The Docents The Docent program, under the Education Division, was begun in 1962. Each year, 25 people are chosen to be trained as volunteer docents. After the basic training period of one year, the docents are expected to offer their services to the Museum for the following two years. Their dedication has made this program successful. Many have remained at the Museum for ten or more years of service. The docent training program includes gallery lectures, teaching techniques, films, science classes, and visits to the Museum's various divisions. In 1981-82, 218 docents contributed 45,000 hours of service, which is equivalent to the labor of 21.5 full-time employees. The docents assist mainly in conducting school class tours and giving assistance in curators' laboratories. CONCLUDING REMARKS The Museum should be commended for its efforts in organizing the volunteers to maintain a high standard of performance. One of the major concerns to come out of this review is the drop of attendance from 2.7 million in 1977-78 to 1.3 million in 1982-83; however, we believe that the admission fee to the Museum is not the only cause for the serious decline. We suggest that the Museum place renewed emphasis on ascertaining the types of exhibits and programs of interest to the people and promoting those for better attendance. The current "20th Century Dinosaur" exhibit is a good example of marketing and promotion. 82 $100 PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS STATE OF THE PERSONS . ManaganashManaganash While favorably impressed by the Museum's services and contributions, we uphold our Section Control conviction that the Museum of Natural History is a "People's" Museum. Let more people appreciate and enjoy it! $50,000,000$50,000,000$50,000,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$50,000$5 Edwin Kwoh, Chair Celia Delgado Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of the Section of t Lori Kraus Sarah Oropeza Orlando Sloan Section Secretarians John Wisda Market Control $5000000000000000000000000000000000000
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THE GRAND JURY RECOMMENDS THAT THE 1983-84 GRAND JURY MONITOR THE IMPLEMENTATION OF THE AUDIT RECOMMENDATIONS ON THE CONTRACTING OUT POLICY AND THEIR IMPACT ON THE DEPARTMENT OF BUILDING SERVICES. Department of Purchasing and Stores The charter for Los Angeles County gives the Purchasing Agent exclusive legal responsibility for the purchase of all equipment and supplies. In addition, he supervises 290,000 square feet of warehouse with an inventory of $6 to $7 million. There is a high degree of public interest in department responsibility for large expenditures of govern- 8.8 ment money. Purchasing and Stores has been the object of a great many audits. Grand juries alone have conducted either full or partial audits in eight out of the last ten years. The implementation of audit recommendations is a vital part of an audit. In our review of the 1981-82 Grand Jury audit, the committee did not find adequate justification to support the Purchasing Agent's decision not to implement some of the recommendations. For example, several recommendations of the 1981-82 Grand Jury audit were concerned with the conflict of interest exposure that exists among employees. This Grand Jury concludes that the guidelines for employees remain vaguely defined. The Purchasing Agent has indicated an intention to revise the guidelines and expand disclosure forms in the Personnel Policy Manual.
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THE GRAND JURY RECOMMENDS THAT THE 1983-84 GRAND JURY PURSUE THE IMPLEMENTATION OF THE REVISION OF THE PERSONNEL POLICY MANUAL IN THE DEPARTMENT OF PURCHASING AND STORES. Office of Public Administrator-Public Guardian The 1981-82 Grand Jury completed an audit of this department and made 19
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THE GRAND JURY RECOMMENDS THAT THE CHIEF ADMINISTRATIVE OFFICE, UPON COMPLETION OF ITS CURRENT AUDIT, MONITOR THE IMPLEMENTATION OF RECOMMENDATIONS OF ALL EXISTING AUDITS BEFORE AUTHORIZING NEW AUDITS. Department of Adoptions This Grand Jury accepts the responses of the Department of Adoptions to the
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THE GRAND JURY COMMENDS THE LOS ANGELES COUNTY BOARD OF SUPERVISORS FOR ITS LEGISLATIVE POSITION AND RECOMMENDS THAT IT DILIGENTLY PURSUE THE PROPOSAL OF THE 1981-82 GRAND JURY. 87

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