Los Angeles County Grand Jury • 1982-1983 • Agency Response

Final Report 1982 -1983*

Published: February 09, 2010 105 pages Consolidated Report
View Original PDF

Note: Missing finding numbers detected: F21, F22, F24, F29, F33, F39, F50, F54, F55, F56, F57, F58, F61, F62, F63

Findings 62 findings

F1
FORMALLY ADOPT A COMPREHENSIVE STATEMENT OF POLICIES WHICH GOVERN THE PROGRAM FOR PROPOSITION A CONTRACTING. THIS STATEMENT SHOULD BE FORMALLY AMENDED WHEN NECESSARY AND KEPT UP TO DATE AT ALL TIMES. Administrative Mechanisms Since 1978, administrative responsibility for Proposition A contracting has been lodged in the Chief Administrative Office. However, it has been assigned to five different divisions over that period. The contracting unit prepared a set of written contracting procedures in 1979, but they have never been updated. Each department has been encouraged to develop its own contracting program with minimal guidance, supervision or coordination. The inconsistencies which have resulted have caused a number of problems in various aspects of the program.
F2
OFFICE EXERCISE SUBSTANTIALLY MORE RESPONSIBILITY AND BE HELD ACCOUNTABLE FOR THE DIRECTION AND COORDINATION OF THE \# "CONTRACTING OUT" PROGRAM.
F3
OFFICE PROVIDE TO THE VARIOUS DEPARTMENTS UP-TO-DATE WRITTEN PROCEDURES FOR THE "CONTRACTING OUT" PROCESS AND TECHNICAL ASSISTANCE ON THE VARIOUS ASPECTS OF THE PROGRAM AS NEEDED.
F4
OFFICE UNDERTAKE A COMPREHENSIVE REAPPRAISAL OF EXISTING PROPOSITION A PROCEDURES TO DETERMINE WHETHER EXISTING REVIEW STEPS ARE STILL NECESSARY AND USEFUL.
F5
OFFICE ESTABLISH TIME FRAMES FOR THE REVIEW AND APPROVAL OF SOLICIT PROPOSALS DEPARTMENTAL REQUESTS TO AND AWARD CONTRACTS, THE CHIEF ADMINISTRATIVE OFFICE SHOULD MONITOR THE MOVEMENT OF REQUESTS THROUGH THE PROCESS TO IDENTIFY ROAD- BLOCKS AND ELIMINATE UNNECESSARY DELAYS. Projecting County Costs and Savings Because of various inconsistencies resulting from inadequate administrative direction and coordination, each department exercised its own judgment, and used its own devices to determine whether or not a contracting opportunity was cost effective. In addition, the same inconsistencies have been applied to projections of cost savings. As a result, some departments have calculated costs using budgeted positions, while others have used estimated actual positions. Some departments have included the costs of conducting feasibility studies, monitoring contractors, and restraining county employees, while others have omitted such costs from their calculations. The savings which have been projected by departments wishing to contract have rarely been verified, and projections continue to be reported as actual savings, when in many cases they are not. Finally, the county has consistently issued public reports claiming savings from Proposition A contracting when, in fact, at least 53 percent of those savings did not result from Proposition A, if they were achieved at all. The county has been slow to correct and clarify the record.
F6
OFFICE, WITH ASSISTANCE FROM THE AUDITOR-CONTROLLER, ISSUE AN UPDATED, COMPREHENSIVE SET OF GUIDELINES FOR CONDUCTING COST COMPARISON ANALYSES.
F7
ASSIGNED RESPONSIBILITY FOR CENTRAL REVIEW OF ALL COST COMPARISON ANALYSES TO ASSURE THAT GUIDELINES ARE FOLLOWED CONSISTENTLY BY ALL DEPARTMENTS.
F8
OF EXISTING 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.
F9
REPORTED CLAIMS OF DOLLAR SAVINGS FROM PROPOSITION A CONTRACT- ING 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 INCONSISTENT COST COMPARISON PRACTICES. Impact of Contracting on Employees The county claims that during the first four years of Proposition A contracting program, through December 1982, only 82 employees have been laid off as a result of the program. (That compares with some 10,000 or more county employees laid off during the same period for reasons of budget reduction, program curtailment, etc.) The county says that 536 budgeted positions were eliminated as the result of contracting between July 1, 1981 and December 31, 1982, but it has no records of budgeted positions eliminated prior to fiscal year 1981-82. Impact of Contracting on Minorities Of the 82 county workers laid off as a result of Proposition A contracting, 95 percent are members of black or brown minorities. Contemplated future contracts will continue to heavily impact minority employees. This situation prevails because of the types of work the county has chosen to contract out.
F10
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS ENCOURAGE THE IMPLEMENTATION OF PROPOSITION A CONTRACTING SO THAT IT ENCOMPASSES A BROADER RANGE OF JOB CLASSIFICATIONS. (This
F11
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS ESTABLISH A PROGRAM, INCLUDING POSSIBLE SET-ASIDES, TO ENCOURAGE MINORITY CONTRACTORS TO BID ON PROPOSITION A CONTRACTS. Monitoring the Contractor Again, because of inadequate administrative direction and coordination, each department has been left to its own devices concerning such matters as contractual language, ensuring against contractor dependency, and monitoring the contractor. Some departments have handled these matters extremely well, using a variety of innovations.
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 CONTRACTOR PERFORMANCE, THE EVALUATING CHALLENGE PRODUCTIVITY OF COUNTY EMPLOYEES PROVIDING THE SAME SERVICES. AND GUARD AGAINST CONTRACTOR DEPENDENCY.
F13
THE GRAND JURY RECOMMENDS THAT THE CHIEF ADMINISTRATIVE OFFICE, WITH ASSISTANCE FROM COUNTY COUNSEL, ESTABLISH UNIFORM CONTRACTING PROCEDURES AND CONTRACTUAL LANGUAGE FOR ALL DEPARTMENTS PARTICIPATING IN THE PROPOSITION A PROGRAM. Temptations and Dangers of Contracting Concerns have been raised about the degree to which contracting out of services has increased the temptations available to public officials and employees in the form of bribes, gifts, questionable campaign contributions, loans, conflict of interest, etc. While Proposition A contracting may add incentives for the unethical and provide a challenge to public confidence, such temptations were present prior to the adoption of Proposition A. It would be folly to say that because contracting out might encourage some individuals to behave unethically or illegally, contracting out is, per se, evil. What is required instead is greater public awareness and surveillance of any activities which smack of efforts to improperly influence the awarding of a contract.
F14
THE GRAND JURY RECOMMENDS THAT THE COUNTY ENACT A LOBBYIST REGISTRATION ORDINANCE SIMILAR TO LAWS NOW IN FORCE FOR THE CITY OF LOS ANGELES AND THE STATE OF CALIFORNIA.
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 PROGRAM. 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 CONCLUSIONS It is our conclusion that contracting out for services previously provided by county workers can be an effective management strategy and should be continued. The 577666 Proposition A contracting program has the potential for saving the county money; however, it should not be viewed as a panacea for all the county's ills. We on the Grand Jury are concerned about the economic and social implications of PartiesStereogy contracting. To some degree, the problems offset the management advantages the program offers. We believe that by implementing our recommendations, the county will come closer to realizing the goals and benefits of Proposition A contracting as originally envisioned. SERVICE SERVICES Sandra Klasky, Chair Maycie Herrington Sissilia Jean Hitchcock Edwin Kwoh Patricia Lofland STATE AND STATE OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PARTY OF THE PART Lidia Roth Eduardo Valdiviez
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. Judy Richardson, Chair Juan Godoy Maycie Herrington Roberta Reddick Lidia Roth AUDIT COMMITTEE ISSUE: MANAGEMENT AUDITS LOS ANGELES COUNTY IS PERCEIVED TO BE EXPENDING SUBSTANTIAL AMOUNTS OF MONEY ANNUALLY FOR MANAGEMENT AUDITS AND REVIEWS. WHAT BENEFIT DOES THE COUNTY DERIVE FROM THESE AUDITS?
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 AGENDA 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- WENDATIONS. IMPLEMENTATION OF RECOMMENDATIONS The ability of an audited department to out-of-hand reject the recommendations of an audit with no explanation is a weakness in the process. This is not to suggest that audits should be accepted without question. Presently, the Auditor-Controller delivers a report but has no authority to enforce its recommendations or findings - whereas the MSD Per Pro- tries to overcome this problem by "negotiating" with the department ahead of time over its findings and recommendations. The "negotiating" process may influence the high implementation rate of recommendations.
F18
THE GRAND JURY RECOMMENDS THAT THE BOARD OF SUPERVISORS FORMALLY ESTABLISH AN AUDIT COMMITTEE WHOSE RESPONSIBILITY SHALL BE TO REVIEW ALL AUDITS AND RELATED REPORTS ISSUED BY THE MANAGEMENT SERVICES DIVISION, THE AUDITOR-CONTROLLER, AND THE GRAND JURY; MONITOR THE RESPONSES AND IMPLEMENTATION ACTIONS OF THE AUDITED DEPARTMENTS; MEDIATE DIFFERENCES OF OPINIONS BETWEEN THE AUDIT AGENCY AND THE AUDITEE. (Alternative compositions of an Audit Committee are presented in the full audit report.)
F19
THE GRAND JURY RECOMMENDS THAT THE COUNTY ALTER ITS BUDGETING POLICY AND ALLOCATE TO THE MANAGEMENT SERVICES DIVISION AND THE AUDITOR-CONTROLLER EACH YEAR THE FUNDS NECESSARY TO CONDUCT ALL APPROVED MANAGEMENT (AND OTHER) AUDITS. PROVISIONS SHOULD BE MADE FOR THE REIMBURSEMENT OF AUDIT COSTS FROM OTHER FUNDING SOURCES, E.G., FEDERAL OR STATE, WHERE APPROPRIATE.
F20
THE GRAND JURY RECOMMENDS THAT THE MANAGEMENT SERVICES DIVISION OF THE CHIEF ADMINISTRATIVE OFFICE TAKE RESPONSIBILITY TO MAINTAIN A LIBRARY OF AUDIT REPORTS AND DISSEMINATE AUDIT INFORMATION AMONG THE VARIOUS DEPARTMENTS. Sandra Klasky, Chair Maycie Herrington Jean Hitchcock Edwin Kwoh Patricia Lofland Lidia Roth Eduardo Valdiviez . HEALTH COMMITTEE ISSUE: MEDICALLY INDIGENT ADULTS THE ADMINISTRATION OF HEALTH CARE FOR MEDICALLY INDIGENT ADULTS HAS UNDERGONE SIGNIFICANT CHANGE. HAS THE DELIVERY OF HEALTH CARE BEEN IMPAIRED? The Health Committee studied the feasibility of Los Angeles County contracting with the State of California to deliver total health care to approximately 86,000 people. These people are between the ages of 18 and 64 — the working poor or unemployed who are unable to pay for their medical care. They are referred to as MIAs, Medically Indigent Adults. The committee was concerned that quality health care delivery would be impaired due to the fiscal shortfall which had already affected the services provided by the Department of Health.
F23
The Grand Jury recommends that the medical records abstract system in Šå 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. Management Audits The report on Los Angeles County practices concerning the conduct and outcome of management audits and reviews can be found in the Major Issues section of this report. 1000 Incorporated Cities Under existing law, a grand jury may examine the books and records of any incorporated city within the county if the inquiry pertains to fiscal matters (Penal Code section 925a). Although the law permits a grand jury to function in the capacity of watchdog over county government, it does not permit the same with incorporated cities. This limitation seriously restricts the grand jury's ability to address local problems for citizens of the incorporated cities. There is a legislative bill pending, Senate Bill 924 (SB 924), which expands grand jury authority to include watchdog functions going beyond the present authority to inspect the financial books and records of said cities. The fiscal audits conducted on the three incorporated cities indicate that the audit 1 controls for all three cities should be strengthened. Better procedures for budgeting should be in place. Budgets should be prepared on an annual basis to show all sources of income and expenditures. These figures should be made available to the general public. Full audit reports on the aforementioned subjects can be found under separate cover in the Grand Jury office or any of the following public libraries: City of Los Angeles Public Library, County of Los Angeles Public Library, and the County of Los Angeles Law Library.
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 CRIMINAL JUSTICE COMMITTEE PURPOSE A function of the Criminal Justice Committee is the evaluation of criminal cases presented to the Grand Jury by the District Attorney for investigative and indictment hearings. The committee also has authority to examine areas of the criminal justice system of the county to identify aspects which may benefit from suggested improvements in its service delivery. A major function of the committee is the review of correspondence and citizen complaints directed to the Grand Jury alleging policy, procedural or law violations; and when warranted, initiate investigations in such matters. The committee also reviews requests for Grand Jury subpoenas. AREAS OF REVIEW Screening of Cases 0 Review of Correspondence • Voting Irregularities . Court Support Video System • Preliminary Hearing Continuances . Investigation of Officer-Involved Citizen Deaths . METHOD OF INVESTIGATION The Criminal Justice Committee reviewed reports and publications relating to areas of concerns. It also interviewed officials responsible for the functions identified in this report. SCREENING OF CASES The Criminal Justice Committee reviews in secrecy the cases presented by the District Attorney to determine whether a Grand Jury investigative or indictment hearing is justified. This process of review is called "screening." Some of the standards the committee used to qualify a case for a Grand Jury hearing were: The case involves allegations of misconduct by a public official; The case requires testimony from witnesses who are non-residents of the county; There is difficulty interviewing a hostile witness whose testimony may prove • vital to the prosecution; A case of unusual complexity; The case requires secrecy in its investigation and presentation. Through May 20, 1983, the Criminal Justice Committee screened and recommended that the Grand Jury hold ten investigative hearings and three indictment hearings. 2000 REVIEW OF CORRESPONDENCE The Criminal Justice Committee reviewed 41 items of Grand Jury correspondence from citizens alleging varied complaints against officials of the county, city, schools, and law enforcement officers. Complaints included allegations of fiscal irregularities in cities within the county, conflict of interest in the awarding of contracts, prosecutor filing and investigative irregularities, inadequate courtroom procedures, criminal negligence by private medical providers, irregularities in coroner investigations and Election Code violations. Fiscal management within cities of the county is one area of concern that previous grand juries have not addressed. The committee was made aware of this late in our term through grand jury correspondence. Two complaints of fiscal mismanagement were referred to the Audit Committee for appropriate action. Under Section 925a of the California Penal Code, the Grand Jury has authority to make fiscal audits of incorporated cities within Los Angeles County.
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. PRELIMINARY HEARING CONTINUANCES A frequently discussed subject is the backlog of cases in the court system within Los Angeles County, Although over the past year there has been a general decline in delay of cases, there is still concern due to the high cost of operating the courts. According to a study conducted by the Superior Court Executive Officer, the daily cost of operation of a criminal court is $3,791. With this perspective, the Criminal Justice Committee inter- viewed judges and visited sessions of the Municipal and Superior Courts. Particular attention was given to the number of requests for continuances. The committee elected to make a cursory examination to discover the impact of the rate of continuances of felony preliminary hearings. With the assistance of the Grand Jury Legal Advisor and the Municipal Court Coordinator, 1,000 court cases were reviewed. Findings were that 84 percent of the cases required at least one or two continuances.
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.
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.
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 - ENVIRONMENTAL CONCERNS COMMITTEE PURPOSE The Environmental Concerns Committee was formed by this Grand Jury to investigate the progress made in waste management since the 1981-82 Grand Jury Report. AREAS OF REVIEW Recycling Resource Recovery Air Pollution Transportation of Hazardous Materials Landfills METHODS OF INVESTIGATION The committee conducted interviews with officials and private citizens concerned with the problem of waste disposal. It inspected various sites and facilities and attended meetings with groups representative of both government and private business. A complete list of persons interviewed, sites and facilities inspected, and group meetings attended can be found at the conclusion of this report. FINDINGS AND RECOMMENDATIONS Recycling The committee visited the Owen-Illinois Glass facilities to which glass is brought in by the public. It is sorted by color, crushed, and then conveyed to hoppers to be mixed with other ingredients used in bottle making. After being melted down in furnaces, the batch is formed into bottles with varied shapes and sizes to be sold as new products. The whole operation takes just minutes to produce new containers from old and there is considerable savings of raw materials and energy. 1.3 The Cities of Santa Monica and Burbank have started recycling programs in conjunction with private business interests. Glass containers, metal and aluminum cans and newspapers are items being handled at the present time. Santa Monica provides the facility for a private recycling business, Ecolo-Haul. Burbank has purchased two trucks golystoticitorydescriptory with state grant funds — the city will own the trucks when the grant runs out. It contracts with a private firm to run this business. These programs reduce by sizeable amounts the goods and materials discarded as waste.
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 . quality standards. We also reviewed with these officials other facets of their governing body and their powers. This appears to be a well-organized and properly administered body. Solar energy is readily available as a new source of electricity which can be utilized in homes and commercial buildings along with conventional power sources. Although initial installation costs are high, modern technology is promising new materials and know-how. Future costs are expected to become lower as new methods are developed.
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 management crisis. It must be a countywide venture. Though county and city officials recognize the magnitude of the disposal problem, the public does not realize it has reached crisis proportions. 2011/11/072011/07/07/07 . . James L. Land, Chair $1000 miles William Cassius Leo George Sandra Klasky A STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE . Section 1999 Motor and a second 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
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 SECONDALINASECONDALINA 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
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. Special services are provided to the minority populations in the county, including Hispanic in East Los Angeles, Blacks in Compton, Asians in Montebello, and American Indians in Huntington Park. These four Ethnic Resource Centers provide reference and referral services for the general public. Another helpful library service is the Consumer Health Information Program and Services (CHIPS) which provides health advice by phone. Cooperating with Harbor-UCLA Medical Center Libraries, answers in English and Spanish are given on tapes which are prepared by physicians. However, these tapes are not to be used to diagnose illness or to replace the family doctor. The Community Access Library Line (CALL) answers telephone questions on human services, community organizations, community events, government offices, and officials' names. The committee was favorably impressed by the fine performance of the library services. Indeed, the library offers more than just books. We would like to see special efforts made by the library staff to promote all available services for the people in our community. Children's Services The library has four major goals regarding library services for children: To provide quality library service to children to meet their particular educational, recreational, and cultural needs; To make the children, parents, and community members aware of the library 9 functions; To create a positive image of the library to children, adults, and teachers; 0 To encourage reading and library use among children and parents. These goals can be achieved through careful offerings of library services, cooperation with teachers, and outreach activities with parents and community members. According to California educational statistics, children from zero to 14 years of age make up 20 percent of the county population. The library seems to be moving toward a balance between service to preschoolers and school-age children. The nearly 3.1 million in materials used by children represent one-third of the total library circulation. During the summer of 1981, 175,000 children attended a successful children's story hour and reading program. Other popular programs include: Book Marker
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.
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 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 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." 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. $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
F74
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.
F75
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
F76
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
F77
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.....

Recommendations 68

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