The purpose of the Commission is to examine any function of county government at the request of the Board of Supervisors, on its own initiative, or as suggested by others and adopted, and to submit recommendations to the Board which will improve local government economy, efficiency, and effectiveness.
Robert H. Philibosian
Ronal K. Ikejiri
Clayton R. Anderson
Jonathan S. Fuhrman
Jaclyn Tilley Hill
Chun Y. Lee
Royal F. Oakes
William J. Petak
William A. Sullivan
Bruce J. Staniforth
Who We Are...
In 1964 the Los Angeles County Board
of Supervisors adopted County Ordinance 3.16 which established the Los Angeles
County Citizens' Economy and Efficiency Committee. After nine years, the Board
re-designated the Committee as a Commission. The
The commissioners, as recognized leaders within the public service, corporate, legal and academic segments of society, bring a uniquely focused perspective to the Commission's review and analysis of local government policy, management and operations. Capitalizing on their experience in these diverse backgrounds, the commissioners are able to provide local government with a distinctive and valuable advisory resource, while acting as a vital bridge between local government and its citizens.
What We Do...
The Economy and Efficiency Commission has been established to examine any function of County government at the request of the Board of Supervisors, on it's own initiative, or as suggested by others. The Commission conducts reviews of all aspects of local government policy management, and operations. Upon the completion of these reviews, the Commission submits its recommendations to the Los Angeles County Board of Supervisors. The objective of these recommendations is to improve the economy, efficiency and effectiveness of local government.
Throughout it's history the
Commission has conducted research and undertaken studies on how to best improve
local government, The Commission has published 163 reports, position paper,
letters and associated documents on various issues covering the following
areas: Organizations, Operations, Real Asset Management, Risk Management,
Legislation, Courts, Contracting, Local Government Policy,
How We Do It...
More than at any other time in history, local government is faced with increasing demands for services, while being continually challenged by changes in available resources. As a result of these pressures, it is more critical than ever that the Economy and Efficiency Commission provides local government with purposeful citizen input to assist in: seeking the most effective means of utilizing its resources; improving local government service delivery; recognizing the imperatives of innovation; seeking techniques for improved accountability; and retaining the respect and trust of its citizens. In accomplishing these objectives the Economy and Efficiency Commission has achieved a distinguished reputation for excellence and has become a national and international model for citizen involvement in local government.
Each commissioner contributes to this effort on a voluntary basis through attendance at Commission meetings held throughout the year during which issues are discussed. Commissioners also serve on one or more issue focused task forces that meet as needed. In total, these individuals volunteer hundreds of hours annually with the objective of improving local government and advancing the cause of citizen participation.
The information on the following pages catalogs the documents produced by the Economy and Efficiency Commission since its inception in 1964. The documents in this synopsis are divided into two sections; first, a chronological listing and second, a section that chronologically lists the summaries of each document within each of the ten project categories. The ten project categories of the Commission are identified below under statistical information.
This publication has been developed to assist those persons interested in the work of the Commission in finding those documents that may be useful to them. Copies of any document listed herein may be obtained from the Commission's web site (http://eec.co.la.ca.us) or by contacting the Economy and Efficiency Commission Office.
A legend has been placed immediately below the title of each document as a reference for the reader. The caption provides:
-- The month and year the document was published,
-- The Reference Number of each document indicating it's sequence of issuance,
-- A code identifying the type of document, as follows,
S Study conducted by the Commission with or without the support of consultants.
P A Position Paper in which the Economy and Efficiency Commission states a position
regarding an initiative, proposition, or issue of concern.
L A Letter of the Economy and Efficiency Commission.
-- The number of pages in the document
-- Category of the Document
A sample of this legend would be: March 1972 (24, L, pp. 2) and (Organization)
|SOURCE OF PROJECT INITIATION||PROJECT CATEGORIES|
|108||Projects completed at the request of the Board of Supervisors.||44||County Organization|
|57||Projects resulting from Commission actions.||38||County Operations|
|2||Projects undertaken at the request of a Department||8||Asset Management|
|NUMBERS OF TYPES OF PROJECTS||5||Contracting|
|167||Jun||Executive Succession Management in Los Angeles County||(Operations)|
|166||Jun||Synopsis of Publications 1965-2005, Citizens' Economy and Efficiency Commission||(Commission)|
|165||Nov||Video Arraignment and its Potential for use in the County Criminal Justice System||(Operations)|
|164||Sep||Addressing Workers Compensation Fraud in Los Angeles County||(Operations)|
|163||Jul||Synopsis of Publications 1965-2003, Citizens' Economy and Efficiency Commission||(Commission)|
|162||Apr||Response to E-mail on Hall of Records Lighting Conditions||(Operations)|
|161||Jan||Review and Recommendations for Master County Event Calendar||(Operations)|
|160||Dec||Report to the Board of Supervisors on the Activities of the Los Angeles County Citizens' Economy & Efficiency Commission||(Commission)|
|159||Nov||Commission's Position on the Los Angeles County Administrative Systems (LACAS)||(Operations)|
|158||Nov||Monitoring Current Audit Recommendations||(Operations)|
|157||Jul||Synopsis of Publications 1965-2002, Citizens' Economy and Efficiency Commission||(Commission)|
|156||Feb||A Review of Emancipation Services||(Operations)|
|155||Jul||Review of the Effectiveness of the Los Angeles County Grand Jury||(Courts)|
|154||Apr||Review of the Actions in Response to "Accountability and Municipal Service Delivery to Unincorporated Areas" Report||(Operations)|
|153||Feb||Synopsis of Publications 1965-1998, Citizens' Economy and Efficiency Commission||(Commission)|
|152||Dec||Economy and Efficiency Commission Report Writing Guide||(Commission)|
|151||Aug||Evaluation of Receivables Tracking and Collections Systems: A Blueprint for Change||(Operations)|
|150||Jun||EEC Follow-up to the 1996-97 Grand Jury Recommendation Concerning expanding the Services Provided by the Office of the Ombudsman||(Operations)|
|149||Mar||Synopsis of Publications 1965-1997, Citizens' Economy and Efficiency Commission||(Commission)|
|148||Nov||An Investigation into the Processing of an Employee's Suggestion||(Operations)|
|147||Feb||Review of the Relationship between Los Angeles County and State Government||(Policy)|
|146||Jan||Synopsis of Publications 1965-1996, Citizens' Economy and Efficiency Commission||(Commission)|
|145||Oct||Internal Services Department (ISD) Restructuring Review||(Organization)|
|144||Jul||Accountability and Municipal Services Delivery to Unincorporated Areas||(Operations)|
|143||Jan||A Review of the Report Issued by the Health Crisis Manager Entitled “Governance of the Department of Health Services”||(Organization)|
|142||Jan||Synopsis of Publications 1965-1995, Citizens' Economy and Efficiency Commission||(Commission)|
|141||Oct||Reengineering Patient Care at Los Angeles County's Department of Health Services||(Organization)|
|140||Sep||Asset Management Strategies for the Los Angeles County Real Estate Portfolio||(Real Asset Management)|
|139||Aug||Report on the Consolidation of the Department of Health Services Human Resources Function with the Department of Human Resources||(Organization)|
|138||Jun||Review of the Proposed Restructuring of the Internal Services Department||(Organization)|
|137||May||Risk Management and Liability Cost Study Follow-Up||(Risk Management)|
|136||Apr||Analysis of the Collections and Collection-Based Activities of the Natural History Museum of Los Angeles County||(Organization)|
|135||Mar||Legislative Reform: Addressing Critical Economic Issues||(Legislation)|
|134||Dec||The Management of Juries within Los Angeles County||(Courts)|
|133||Jun||Synopsis of Publications 1965-1993, Citizens' Economy and Efficiency Commission||(Commission)|
|132||Mar||A Model to Evaluate the Performance & Objectives of Los Angeles County Commissions, Committees, & Task Forces||(Operations)|
|131||Mar||1993 Annual Report, Citizens' Economy and Efficiency Commission||(Commission)|
|130||Sep||Los Angeles County Risk Management Program Review||(Risk Management)|
|129||Sep||A Strategy to Reduce Retirement Costs within Los Angeles County||(Operations)|
|128||Jul||Development of Los Angeles County Cafeteria Plan Design Strategies to Reduce Retirement Costs||(Operations)|
|127||Jun||A Review of Actions Taken by Los Angeles County on Proposition “A” Contracting Requirements||(Contracting)|
|126||May||County Budget and Economic Growth||(Legislation)|
|125||Mar||Synopsis of Publications 1965-1992, Citizens' Economy and Efficiency Commission||(Commission)|
|124||Mar||1992 Annual Report, Citizens' Economy and Efficiency Commission||(Commission)|
|123||Nov||Los Angeles County Policies and Practices Governing Retirement Eligible Benefits||(Operations)|
|122||Jul||Public Access to Decision Making - Los Angeles County Board of Supervisors||(Policy)|
|120||Aug||Recommendations for the Internal Services Department (ISD)||(Organization)|
|119||Aug||Real Property Management & Development in Los Angeles County||(Real Asset Management)|
|118||Jul||Contracting Task Force Report and Recommendations||(Contracting)|
|117||Jun||Report of the Task Force on Sunset Alternatives||(Commission)|
|116||Oct||Security Systems in Los Angeles County Government||(Security)|
|115||Jul||The Position of Deputy to the County Executive||(Organization)|
|114||Jul||Report on the Executive Structure of Los Angeles County Government||(Organization)|
|113||Feb||Family Services in Los Angeles County Government - Vol. II||(Organization)|
|112||Feb||Family Services in Los Angeles County Government - Vol. I||(Organization)|
|111||Dec||Role of the Chief Administrative Office and Asset Management in Los Angeles County||(Organization)|
|110||Oct||A Joint Organizational and Process Study of the Department of Beaches and Harbors, Parks and Recreation, Public Library and Facilities Management Department||(Organization)|
|109||Oct||Adopted Contracting Policies||(Contracting)|
|108||Jun||Report on Children's Social Services in Los Angeles County - Vol. II||(Organization)|
|107||Jun||Report on Children's Social Services in Los Angeles County - Vol. I||(Organization)|
|106||Aug||Report on Contracting Policy in Los Angeles County Government||(Contracting)|
|105||Dec||Property Management in Los Angeles County Government||(Real Asset Management)|
|104||Aug||Implementation of Commission Recommendations Concerning Security Systems||(Security)|
|103||Jul||Hearing Procedures of Regional Planning||(Operations)|
|102||Jun||Implementation of County Reorganization and Systems Improvements: Agricultural Commissioner/ Weights and Measures||(Operations)|
|101||Dec||Implementation of County Reorganization and Systems Improvements||(Operations)|
|99||Apr||Facilities Management Department Organizational and Development Study||(Organization)|
|98||Oct||Security Systems in Los Angeles County Government||(Security)|
|97||Jun||Decision Making and Organization - Los Angeles County Government - Vol. III||(Operations)|
|96||Jun||Decision Making and Organization - Los Angeles County Government - Vol. II||(Operations)|
|95||Jun||Decision Making and Organization - Los Angeles County Government - Vol. I||(Operations)|
|93||Jun||Status of Economy and Efficiency Commission Recommendations on Court System (REVISED)||(Courts)|
|92||May||Status of Economy and Efficiency Commission Recommendations on Court System||(Courts)|
|91||Jan||Inventory and Materials Management||(Real Asset Management)|
|90||Oct||Materials Management and Inventory Control||(Operations)|
|89||Oct||Report on the Court System Vol. 2 - Los Angeles County||(Courts)|
|88||Oct||Report on the Court System Vol. 1 - Los Angeles County||(Courts)|
|87||Jul||Selected Current Civil Service Issues||(Operations)|
|86||Jun||Attachment B - Report on the Economy & Efficiency Commission||(Commission)|
|85||Feb||Proposition 13 in Los Angeles County - Before and After||(Legislation)|
|84||Sep||Contracting for Security Services||(Security)|
|83||Jan||Challenge for the 1980's: Can We Govern Ourselves?||(Policy)|
|82||Oct||Statement on County Proposition "A" Contracting with Private Firms||(Contracting)|
|81||Aug||Cost Reduction in Los Angeles County Government||(Operations)|
|80||Jul||Report on the Economy and Efficiency Commission, 1976-1977||(Commission)|
|79||May||Statement on Proposition 8 and Senate Bill 1, the Behr Bill||(Legislation)|
|78||May||Impact of New County Formation||(Organization)|
|77||Apr||Statement on Proposition 13, The Jarvis-Gann Initiative||(Legislation)|
|76||Apr||Statement on Proposed County Charter Amendment "A" Deletion of the Prevailing Wage Clause||(Legislation)|
|75||Dec||Arbitration and Appeals Function of the Paramedic Commission||(Legislation)|
|74||Jun||The Los Angeles County Budget - Selected Issues and Recommendations||(Operations)|
|73||Apr||Request for Legislation Providing for the Appointment of 34 Additional Superior Court Judges||(Legislation)|
|72||Feb||Recommendations on the Prevailing Wage Clause and the Automatic Salary Step Increase Plan||(Policy)|
|71||Dec||Operation of the West Los Angeles County Resource Conservation District||(Operations)|
|70||Oct||Formation of Canyon County||(Policy)|
|69||Oct||County Propositions "A" and "B" Elected Mayor and Size of the Board of Supervisors||(Legislation)|
|68||Sep||Pros and Cons on Proposition "A" and Proposition "B"||(Legislation)|
|67||Sep||Summary Report on the Activities of the Economy & Efficiency Commission||(Commission)|
|66||Sep||Eliminating Automatic Step Increases and Controlling Supervisory Costs in Los Angeles County Government||(Operations)|
|65||Jun||County Proposition “B"||(Legislation)|
|64||Jun||Commission Structure for the Department of Public Social Services||(Organization)|
|63||May||The New York City Crisis and Los Angeles County Government: Organization, Employment and Compensation||(Organization)|
|62||May||Report on the Economy & Efficiency Commission - 1975||(Commission)|
|61||Feb||Proposed Charter Amendment to Remove Department Heads and Chief Deputies from Civil Service Status||(Legislation)|
|60||Jan||The New York City Crisis and Los Angeles County Government||(Organization)|
|59||Dec||Report on the Department of Facilities||(Organization)|
|58||Nov||Report on Commissions and Committee Assigned to the Department of Public Social Services (DPSS)||(Organization)|
|57||Nov||Filling Vacant Elective Offices in Los Angeles County||(Policy)|
|56||Aug||Report on the Paramedic Committee||(Organization)|
|55||Jun||Establishment of Commissions and Committees in Los Angeles County Government||(Policy)|
|54||May||Request to Review Recommendations for Change in the Arboreta and Botanic Gardens Ordinance||(Organization)|
|53||Apr||Report on a Separate Auditor Department||(Organization)|
|52||Apr||Recommendations on the Authority of the Employee Relations Commission||(Policy)|
|51||Feb||Report on the Committee on Emergency Medical Care||(Organization)|
|50||Dec||Progress Report on a Separate Auditor Department||(Organization)|
|49||Dec||Progress Report on Strengthening the Emergency Medical Care Committee||(Organization)|
|48||Dec||Report on the Economy & Efficiency Commission - 1974||(Commission)|
|47||Nov||Commission and Committee Compensation in Los Angeles County Government||(Policy)|
|46||Oct||Correcting Problems in the Present Civil Service System||(Organization)|
|45||Oct||Report on the Business License Commission||(Organization)|
|44||Sep||Operation of the Museum of Natural History||(Organization)|
|43||Jul||County Chief Executive and Size of the Board of Supervisors||(Organization)|
|42||Jul||Special Investigative and Management Audit Agency||(Organization)|
|41||Jun||Appointing Authority and Operating Responsibility of the Arboreta and Botanic Gardens and the Otis Art Institute||(Organization)|
|40||Mar||Appointment and Supervision of the Director of Regional Planning||(Organization)|
|39||Jan||Appointment of County Department Heads||(Policy)|
|38||Dec||Civil Service and Collective Bargaining in Los Angeles County Government||(Policy)|
|37||Aug||Request that the California Sate Assembly Conduct an Interim Committee Study Regarding Assembly Bill 1480 - Sheriff-Marshal Consolidation||(Policy)|
|36||Aug||Consolidated Facilities Department||(Organization)|
|35||Aug||Charter Proposals for the 1973 Special Election||(Legislation)|
|34||Jun||Summary Report - E & E Commission - 1973||(Commission)|
|33||May||Charter Study Issues||(Legislation)|
|32||Apr||Audit Function for the Board of Supervisors||(Operations)|
|31||Jan||Design and Construction of the Criminal Courts Building||(Real Asset Management)|
|30||Nov||Summary Report - E & E Commission - 1972||(Commission)|
|29||Nov||Chief Administrative Officer's Recommended Construction Improvements Program||(Real Asset Management)|
|28||Sep||Management of Construction Projects / Los Angeles County - Vol. II||(Real Asset Management)|
|27||Sep||Management of Construction Projects / Los Angeles County - Vol. I||(Real Asset Management)|
|26||Aug||Proposed Charter Amendments||(Legislation)|
|25||Jun||Fire Protection Services in Los Angeles County||(Operations)|
|24||Apr||Summary Report - E & E Commission - 1971||(Commission)|
|23||Mar||Amendments to the Report on the Department of Public Administrator-Public Guardian||(Organization)|
|22||Feb||Report on the Department of Public Administrator - Public Guardian||(Organization)|
|21||Jul||Employee Relations and Salary Determination in Los Angeles County||(Policy)|
|20||May||Consolidation of County Departments and Centralization of Public Information Function||(Organization)|
|19||Feb||Summary Report - E & E Commission - 1970||(Commission)|
|18||Jul||Study of the Los Angeles County Charter||(Legislation)|
|17||Mar||County Architectural Services||(Operations)|
|16||Nov||Advisory Commissions and Committees||(Operations)|
|15||Aug||Changes to the Committee's Executive Salary Recommendations||(Operations)|
|14||May||Executive Compensation in Los Angeles County Government||(Policy)|
|13||Feb||Executive Compensation Study Evaluation||(Policy)|
|12||Sep||Consolidation of Sheriff-Marshal Bailiff and Civil Process Functions in Los Angeles County||(Organization)|
|11||Apr||Executive Compensation Study||(Policy)|
|10||Nov||Recommended Board Action on County Compensation Policies and Practices Report||(Policy)|
|9||Aug||County Compensation Policies and Practices||(Policy)|
|8||Aug||Charter Amendment on Personnel Functions||(Legislation)|
|7||Jul||Civil Services Recommendations||(Organization)|
|6||May||Organization Planning in County Government||(Organization)|
|5||May||Report on Civil Service Operations||(Operations)|
|4||Feb||Preliminary Report on the Feasibility of the Propose Reorganization of the Department of Charities Contained in the Board Order 114, dated January 4, 1966||(Operations)|
|3||Nov||Civil Service Operations||(Operations)|
|2||Oct||Productivity in County Departments||(Operations)|
|1||Jun||Validity of the Joint Salary Survey of March 1, 1965||(Policy)|
This Section presents a chronological listing of documents that address organizational issues within the County, such as a county department reorganization.
October 1996 (145, S, pp. 11)
This report evaluates the restructuring of the Internal Services
Department (ISD) as recommended by the Economy and Efficiency Commission and
January 1996 (143, S, pp. 11)
October 1995 (141, S, pp. 136)
This study explores strategies for revisions of urgent care services
August 1995 (139, S, pp. 32)
This report presents a discussion of the Commission's position on the appropriateness of actions proposing the transfer of human resource functions to the Department of Human Resources (DHR). The report makes alternative recommendations to increase the effectiveness of the Department and the County organizational structure. The issue addressed was how to best utilize the services of the DHR within the County structure.
June 1995 (138, S, pp. 44)
This report considers the current operations of the Internal Services Department (ISD) in light of recommendations made by the Chief Administrative Office and provides the Board of Supervisors with an analysis of the recommendations being proposed. Where the Commission felt it necessary, alternative or additional recommendations were made to increase the effectiveness of the Department and the County organizational structure. Emphasis is placed on the most appropriate structure with which to accomplish the functions currently assigned to ISD.
April 1995 (136, S, pp. 63)
This study makes public policy recommendations concerning the donation
August 1991 (120, L, pp. 7)
This letter was prepared in response to the Board's instruction to the Commission to reexamine the Board's policy controlling the funding of the ISD. The Commission recommended continuance of the existing policy of funding ISD through payments of those using its services.
July 1990 (115, L, pp. 1)
This letter strongly suggests that
the Charter Amendment proposing the election of a
Report on the Executive Structure of
July 1990 (114, S, pp. 62)
This report reviews the Charter Amendments for the November, 1990
ballot. The Commission recommends that
the Board submit a Charter amendment to the voters at the November 1990
election, creating the position of
Family Services in
February 1989 (113, S, pp. 143)
Contains working papers and reference material that were used during the preparation of the Family Services in Los Angeles County Government, Vol. I.
Family Services in
February 1989 (112, S, pp. 90)
This study reviewed various
organizations created by
Role of the Chief Administrative
Office and Asset Management in
December 1988 (111, S, pp. 94)
The Commission evaluates the status of reorganization programs, with attention to recent actions affecting the role of the Chief Administrative Office, current vacancies in department head positions, and the status of system development. The Commission recommended that the Board: separate the operational responsibility for Facilities Management, Communications, Purchasing and Stores, Data Processing and Asset Development from the Chief Administrative Office; create an Internal Services Department by merging these departments, and appointing a director to manage the centralized functions. Additionally, the report recommends consolidating the Department of Beaches and the Department of Parks and Recreation.
October 1988 (110, S, pp. 64)
As a result of the Board's interest in reducing the number of reporting departments, and the Commission's earlier suggestion that current department head vacancies might provide opportunities for reorganization, the Board authorized a joint project between the Commission and several departments to undertake a study of those departments.
June 1988 (108, S, pp. 110)
Contains various working papers, data and other materials that the task force reviewed in the course of preparing Vol. I June 1988 (107, S, pp. 60).
June 1988 (107, S, pp. 60)
Vol. I of this report summarizes the Commission's recommendations to improve services. The report recommends that the Board reorganize the County departmental structure for delivering protective services and reorganize the system of multi-jurisdictional councils working in fields affecting children's welfare. It also recommends that an adopted ordinance specify the scope and role of the Children's Advisory Commission, focus accountability for the results of County social services for children and families in a single individual, and curtail the potential for future actions which might tend to increase fragmentation, duplication, or confusion.
June 1985 (100, S, pp. 4)
The Board instructed the Chief Administrative Office and the Commission
to review the study by Carol Beck, et al, entitled “Morale and Motivation in
April 1985 (99, S, pp. 45)
This report contains recommendations for phased-in development of the overall organizational structure that was required for the Facilities Management Department to succeed. That Department had been formed through consolidation of several departments, based on Economy and Efficiency Commission recommendations. The major issues covered are affirmative action, training and development, management style, delivery of service, mission and organizational structure.
June 1982 (94, S, pp. 14)
The Economy and Efficiency Commission worked with the Chief Administrative Office in monitoring the implementation of past recommendations to improve operations of the Mechanical Department. The report states that the Department is over audited and recommended that the Board cease additional audits for at least 18 months, to give the Department time to plan, organize and accomplish the implementation of recommended improvements. It also recommended that the Board and department head place top priority on the effective use of current controls and management information systems, rather than on new systems development or applications of contemporary systems technology.
May 1978 (78, S, pp. 53)
The Commission's report involved AB
333, legislation which would divide the County into two or more counties, and
on the various secession movements now taking place or under consideration
Commission Structure for the Department of Public Social Services
June 1976 (64, S, pp. 13)
The Commission report studied the citizens commissions assigned to the Department of Public Social Services (DPSS). Those Commissions are: the Public Social Services Commission (PSSC), the Commission to Review Public Social Services (CRPSS), and the Special General Relief Review Committee (SGRRC). The Economy and Efficiency Commission recommended that: the Board abolish the PSSC and the CRPSS, and replace them with a single Commission to be called the Commission for Public Social Service; the SGRRC be discontinued after completing its work in August, 1976; and, that County Counsel submit an ordinance amending the Administrative Code to establish new Commissions according to the Economy and Efficiency Commissions recommendations.
May 1976 (63, S, pp. 40)
The report proposed changes to improve the County's control of employment, compensation, and organization. It recommended that the Chief Administrative Office be delegated the authority to hire and/or dismiss, and be responsible, subject to Board approval, for direct supervision of the Building Services, Communications, Data Processing, Facilities, Mechanical, Personnel, and Purchasing Departments. Additionally, it recommended that a compensation review committee be established to annually review the County's compensation recommendations.
January 1976 (60, S, pp. 6)
The Commission reviewed the factors
leading to the financial crisis in
Report on the Department of Facilities
December 1975 (59, S, pp. 11)
The Board adopted and implemented the recommendations from the Commission's study, “Management of Construction Projects/Los Angeles County - Vol. II” September, 1972 (25, S, pp. 247), establishing a Facilities Department under one head and consolidating all major functions involved in the planning design and acquisition of County facilities. The Board subsequently requested the Commission to monitor the activities of the Department. After two years of operation the Department submitted its first annual report, which the Economy and Efficiency Commission reviewed. The Commission concludes that the Department has made substantial progress in two years, successfully implementing major recommendations from the Commission's report, and that $39.9 million has been saved through reprogramming or redesign of projects.
November 1975 (58, S, pp. 6)
The Economy and Efficiency Commission reviewed commissions and committees assigned to the Department of Public Social Services (DPSS). This report is the result of a request from the DPSS to the Board to approve the extension of two staff members' contracts on the Review Commission for two more years. The Economy and Efficiency Commission recommends that the Review Commission continue for one additional year to complete its current work and that the Chief Administrative Office and County Counsel negotiate and prepare the necessary contracts. It also recommends that, in the interim, the Chief Administrative Office, and Economy and Efficiency Commission conduct a detailed study of the work of the DPSS Commissions to determine the most appropriate commission structure for the DPSS.
August 1975 (56, S, pp. 51)
This is the Commission's addendum report to the “Report on the Committee on Emergency Medical Care” February, 1975 (43, S, pp. 39). This report examines the composition and functions of the Paramedic Committee. It recommends that the Board amend the ordinance to dissolve the Paramedic Committee and establish by ordinance a Paramedic Commission. Such a commission would promote fair treatment of all sectors of the community with an interest in providing paramedic training, services, and high quality paramedic care.
May 1975 (54, S, pp. 5)
April 1975 (53, S, pp. 31)
February 1975 (51, S, pp. 39)
The Commission's report contains final conclusions and recommendations on the role of the Committee on Emergency Care. These included a list of responsibilities, principles of operation, composition and method of appointment of members, relationship to the paramedic committee, and communications with other groups.
December 1974 (50, S, pp. 3)
The Economy and Efficiency Commission
presents findings in their report on the Grand Jury's recommendation that the
Audit Division of the Auditor-Controller's Office be made a separate
department. The Commission recommended, in light of the crossover of duties of
the Auditor and Controller in state law that changes needed to be made to the
December 1974 (49, S, pp. 8)
This progress report lists two preliminary recommendations to strengthen the Emergency Medical Care Committee. The first recommendation is to include in the County's legislative program amendments to the Health and Safety Code provisions enabling the Emergency Medical Care Committee to act in an advisory capacity. The second recommends that the Board request individual members of each committee or commission, with a role related to the provision of emergency medical services, to support the legislation.
October 1974 (46, L, pp. 4)
October 1974 (45, S, pp. 27)
This is the fourth in a series of reports concerning departments. It recommends that ordinances should be amended to reflect a reduction in the maximum number of annual Commission meetings from 80 to a maximum of 36. It suggests that the stipend for Commission members be reduced from $100 per meeting to $25, the appointment of an executive officer, and, the discontinuance of the Commission's responsibilities in the inspection of hospitals and other health facilities.
September 1974 (44, S, pp. 10)
This is the third in a series of
reports concerning departments. This
report makes recommendations to amend the ordinance governing the operation of
July 1974 (43, S, pp. 52)
Two amendments to the
July 1974 (42, S, pp. 11)
The Commission studied a proposal by Supervisor Hays to establish a Special Investigative and Management Audit Agency within the department of the Board of Supervisors. The Commission recommends that this agency be established and that it reports directly to the Board. The report also recommends that the agency be empowered to investigate any area of County government upon direction of the Board or on its own initiative.
June 1974 (41, S, pp. 19)
This is the second in a series of reports regarding departments. This report deals with the Arboreta and Botanic Gardens and the Otis Art Institute. Recommendations are made to clarify authority and responsibility for each recreational facility.
March 1974 (40, S, pp. 10)
The Commission studied the seven commissions operating as the head of the department and appointment authority of the executive. The report considers Supervisor Ward's proposal to establish a department of Regional Planning under a director of Regional Planning who would be appointed by and report to the Board. This is the first of a series of reports concerning departments and their respective commissions.
August 1973 (36, L, pp. 2)
March 1972 (23, L, pp. 2)
The Commission responded to a Board's request for changes in the composition and role of the Policy and Management Commission. It recommends that five, instead of four commissioners, be selected from outside the County. The fifth commissioner would be nominated by the State and Local Government Committee of the Los Angeles Area Chamber of Commerce. The Public Administrator-Public Guardian would act as a sixth member of the Commission, but would have no vote.
February 1972 (22, S, pp. 7)
At the request of the Board, the Commission submitted recommendations to establish an effective management control system that would effectively deal with departmental problems, mismanagement, waste and delays. The report recommends the establishment of a Policy and Management Commission to institute an effectively functioning department of Public Administrator-Public Guardian through the creation of proper systems, procedures, and controls.
May 1971 (20, S, pp. 20)
The Commission responded to proposals from the Board by offering a number of recommendations. These included the following: that department heads from Mental Health, Hospitals, and the Health Departments, be consolidated under one department head; that the Marshal's Department of the Municipal Court with the Superior Court Bailiffs be consolidated; and that all Public Information and Personnel functions be incorporated into the Chief Administrative Office.
Consolidation of Sheriff-Marshal
Bailiff and Civil Process Functions in
September 1967 (12, S, pp. 51)
The Commission studied the feasibility of combining the bailiff and civil process functions of the Marshal and the Sheriff. The Commission felt there was no justification for continuing these duplicate functions, and estimates that consolidation of the two organizations would result in a net reduction of 110 positions and annual personnel cost savings of $1,433,616. The Commission recommends that the Board take all necessary action to secure legislation to enable the County to consolidate the bailiff and civil process functions under the Sheriff.
July 1966 (7, S, pp.11)
This document is the EEC Committee memo regarding the lack of action in
our previous recommendations covering the Civil Service Department and has
attached a report on the consolidation of the personnel functions in
May 1966 (6, S, pp. 26)
The Commission believes potential savings in manpower, money, and equipment could be realized in County government through effective coordination, if implemented gradually. The report addressed four areas for organizational improvements: span of control, grouping of activities-consolidation and separation, advisory boards, committees and commissions, and, delegation of authority and responsibility. The report made recommendations for improving the County's organizational structure. This included a formalized Organization Planning Function within the Chief Administrative Office to direct continuous coordination and improvement efforts.
This Section presents a chronological listing of documents that address operations within the County structure and its departments, such as how to manage the follow up to audit recommendations.
June 2005 (167, S, pp. 30)
The Commission, in conjunction with the Director of Personnel, was tasked by the Board of Supervisors to review current programs that exist which develop and mentor managers into leadership positions and make recommendations on improving the process. The report makes twelve recommendations that are intended to build upon the advances that have been made by the current county programs and processes. The goal of this report was to provide the County with a foundation for the development of an executive succession management program that will prepare qualified individuals to meet the challenges and assume the responsibilities of senior management positions within the County.
The report considers how video technology has been used
successfully nationwide by numerous jurisdictions and within
Workers Compensation Fraud in
September 2004 (164, S, pp. 59)
This report reviews the history and the
current status of the workers compensation system in
Response to E-mail on Hall of Records Lighting Conditions
April 2003 (162, L, pp. 22)
This letter was in response to an e-mail to Supervisor Antonovich concerning the lights being left on in the Hall of Records during hours of non-operation. The Economy and Efficiency Commission reviewed the lighting conditions within this building and found that the circumstances as described in the e-mail have proven to be correct. This letter includes several other recommendations by the Commission to improve the working conditions and safety of County employees.
Review and Recommendations for Master County Event Calendar
January 2003 (161, S, pp. 11)
It appears to the Commission that the
development of a master events calendar would provide the county with an
effective tool to enhance communication, encourage broadly based participation
in the processes of governing, and contribute in a meaningful manner to furthering
the openness of government. The Economy and Efficiency Commission recommended
that the Board of Supervisors support expanding the
Position on the
November 2002 (159, L, pp. 2)
This letter presents the Commission's position on LACAS. This position, which is supportive and advocates the project's conceptual approach and its overall objectives of improving the management of the County's data assets and departmental operations, also points out that the contract should be closely monitored.
Monitoring Current Audit Recommendations November 2002 (158, S, pp. 22)
February 2002 (156, S, pp. 26)
This review was initiated by the Commission to consider problems with
the delivery of emancipation services to the young adults of
April 2001 (154, S, pp. 5)
This review was initiated in the context of other actions that have been
taken in response to issues raised in the unincorporated areas of
August 1998 (151, S, pp. 158)
This study, which was requested by the Board of Supervisors, was initiated to evaluate the County's individual and commercial debt tracking and collections systems and to improve the management of its receivable delinquencies and accounts receivable program. The study identifies numerous opportunities to improve collections, reduce delinquencies, minimize errors, and increase efficiency. The study also points out that these opportunities for improvement are impacted by the policies, procedures, available technology, resources, organization, and level of commitment to the collection process.
This letter discusses the purpose of augmenting the responsibilities the Ombudsman to influence the attitude of county residents toward the county positively, to encourage the participation of residents in local government, and to respond to the concerns of the ". . . disinterested citizenry and distraught minorities." The adoption of the Commission's recommendations, developed to support the recommendation made by the 1996-97 Grand Jury, would provide a focus for county officials to the need for an increased "customer oriented approach" within government. This strategy has proven itself to be both substantive and successful within other governmental jurisdictions and private sector firms.
November 1997 (148, S, pp. 32)
At the request of Supervisor Antonovich, the Commission conducted an investigation into the processing of a suggestion made by a County employee. This investigation of the program's procedures resulted in the development of sixteen (16) findings and forty-two (42) recommendations to strengthen how the County manages and evaluates employee suggestions. Although the investigation was not designed as an overall evaluation of the County's Employee Suggestion Awards (ESA) Program, the findings and recommendations can be used as a foundation for the performance of an overall program review.
July 1996 (144, S, pp. 78)
This study highlights the complexities involved in the delivery of municipal services through the use of a service delivery model. An understanding of how these systems work improves the analysis and evaluation of alternative means of delivering municipal services. The conclusions of this study recognize the need for the development of county strategies to address effectively the problems associated with the delivery of municipal services. It is anticipated that the approach proposed in this study will assist decision-makers in improving the equitability, efficiency, effectiveness, and accountability for municipal service delivery.
March 1994 (132, S, pp. 9)
This report was undertaken in response to a request by the Board of Supervisors to evaluate the performance and objectives of the commissions, committees and task forces defined under Chapter 1 and Chapter 4 or the Los Angeles County Committee Book. The report presents the requested methodology and ten recommendations the Commission feels will significantly improve how these organizations are created, how they are structured, and how they operate.
September 1993 (129, S, pp. 19)
This study examines the viability of measures to cap or reduce the County's liability to its pension system. This is achieved by freezing or reducing the cash available option in cafeteria-style flexible benefit plans. The Commission report makes recommendations to revise pension procedures, and reviews alternatives. It recommends an examination of the County's cafeteria benefit plans to achieve improvements enhancing equity, and reducing costs without reducing the employee's ability to obtain adequate benefits, or the County's ability to attract and retain qualified personnel. The study is supported by a W.F. Corroon, Inc. study entitled “Development of Los Angeles County Cafeteria Plan Design Strategies to Reduce Retirement Costs.” This study also incorporates a legal opinion prepared by independent counsel.
This is a report that was contracted by the Commission with the W. F. Corroon Corporation to reduce retirement costs associated with the County's Cafeteria Plan. It addresses how to a develop and evaluate previous recommendations in this area and evaluates the cafeteria plan design changes necessary to implement these recommendations. The body of the report focuses on the evaluations, and supporting documentation is provided in the appendices.
November 1992 (123, S, pp. 48)
This study applies material presented in an evaluation prepared by W.F. Corroon, entitled “Comparability Analysis of Los Angeles County Employees' Retirement Benefits.” It considers issues pertaining to the decision-making process of retirement system design, the appropriateness of the inclusion of a number of specific items within the current benefit structure, and the operation of the entire retirement system. A follow-on report was requested by the Board to be completed in 1993.
July 1986 (103, S, pp. 2)
The Board modified the case processing procedures of the Regional Planning Commission to permit certain cases to be considered by a hearing officer employed by the Department of Regional Planning rather than by the Regional Planning Commission. In its report, the Economy & Efficiency Commission discusses the effectiveness of the new procedures. The Commission concludes that the hearing officer system was a sound improvement over the prior method of hearing cases. The Commission recommends that the Board continue the case processing procedures and direct the Director of Regional Planning to work with the Commission to increase the scope and rate of deliberations on County-wide planning and policy issues.
June 1986 (102, L, pp. 11)
December 1985 (101, L, pp. 14)
The Commission's letter to the Board concerns the progress of the Chief Administrative Office in implementing the recommendations of the Commission study, “Decision-Making and Organization - Los Angeles County Government-Vol. I” June, 1983 (83, S, pp. 15). The letter recommends that the Board adjust the priority of implementation of the Commission's 1983 recommendations, and that the Chief Administrative Office should have a systematic plan and approach to county-wide management issues and systems each year.
June 1983 (97, S, pp. 94)
Vol. III is the report of the field study team from the UCLA Graduate School of Management. The economic impacts of reorganizing the seven general services departments into a single consolidated entity are examined. The report finds that there are substantive economies of scale possible through consolidation.
June 1983 (96, S, pp. 213)
Vol. II contains an expanded summary of conclusions and recommendations,
followed by a detailed description of the current structure, its problems,
major alternatives for reform, and the Commission's preferences. The subject of this report is the executive
June 1983 (95, S, pp. 15)
The Commission investigated the feasibility of consolidating County departments. Vol. I contains a summary of proposed programs. The study proposes changes in the roles and expectations of the Chief Administrative Office, which will improve the Board's ability to plan for and respond to changing conditions affecting the County's governance and service functions. The report recommends reducing the number of separate County departments by consolidating and reorganizing programs into a system of 15 to 20 departments. A four-year program is also proposed to restructure the system.
October 1981 (90, S, pp. 5)
Selected Current Civil Service Issues
July 1980 (87, S, pp. 70)
August 1978 (81, S, pp. 16)
This report contains seven recommendations directed toward reducing the cost of County government and improving its efficiency and effectiveness. The principal areas addressed are user fees, Sheriff-Marshal consolidation, automatic step increases, supervisory costs, craft wages and Commission stipends. The report states that if the recommendations were implemented effectively, County expenditures would be reduced by approximately $102 million dollars annually.
June 1977 (74, S, pp. 62)
The Commission studied three areas of public policy that have a significant impact on the County budget: Board control of County expenditures, policy impact on the budget, and major policy areas established by the Board.
December 1976 (71, L, pp. 5)
This publication is a letter to the Board of Directors of the West Los Angeles County Resource Conversation District regarding the future management of the District.
September 1976 (66, S, pp. 38)
This is the second in a series of reports covering issues involving the County agency and local government structure, effectiveness of County services, and debt planning and control. (The first report was “The New York City Crises and Los Angeles County Government: Organization, Employment, and Compensation.”) This report recommends that the Board direct the Chief Administrative Office and the Department of Personnel to eliminate the automatic step increase plan for all employees. It also recommends that the Board direct the Chief Administrative Office to conduct detailed studies of supervisory levels in each County department. It also recommends including in this study: results, plans for improvement, and their impact on cost in the budget recommendations for the next fiscal year and subsequent years.
April 1973 (32, L, pp. 3)
June 1972 (25, S, pp. 200)
This report attempts to determine whether the present fire protection system provides an effective level of service at a reasonable cost to taxpayers. The report describes and discusses problems and analyzes the relative merits of alternatives to the present system. Consolidation and contracting of fire services are also discussed.
County Architectural Services
March 1969 (17, S, pp. 40)
The Board referred a Grand Jury's report on architectural services to the Commission for study. The Commission's report supported the Grand Jury's criticism of awarding contracts, noting that the system allowed individual Board members to take the sole responsibility of selecting a contractor, simply because the project was in his/her district.
Advisory Commissions & Committees
November 1968 (16, L, pp. 2)
The Board referred a Grand Jury's report on architectural services to the Commission for study. The Commission's report supported the Grand Jury's criticism of awarding contracts, noting that the system allowed individual Board members to take the sole responsibility of selecting a contractor, simply because the project was in his/her district.
August 1968 (15, L, pp. 6)
May 1966 (5, S, pp. 23)
This report was initiated as a result of extensive criticism of Civil Service practices. It recommends action by the Board and Civil Service Commission to correct deficiencies in the operation of the Civil Service System. It recommends an interim department head be appointed with responsibility to institute reforms immediately.
Preliminary Report on the Feasibility of the Proposed Reorganization of the Department of Charities Contained in Board Order 114, dated January 4, 1966
February 1966 (4, S, pp. 11)
The Commission preformed a preliminary survey and analysis of the Los Angeles County Department of Charities organization. Three propositions were considered: 1) Establish four new county departments, 2) Assign new department responsibility to the Board of Supervisors, 3) To elevate the present bureaus to fill departmental status, relieve the superintendent of responsibility for day to day responsibility, but retain for overall attention to major problems affecting welfare programs. The Commission recommends to study more of Prop 1, oppose Prop 2, and no real conclusion to Prop 3, except for recognizing it as a staffing problem.
November 1965 (3, S, pp. 4)
The Commission proposed that the Board approve the hiring of private industry personnel specialists to assist the Commission in formulating recommendations directed towards streamlining and improving civil service procedures.
October 1965 (2, S, pp. 11)
The Commission evaluated an Arthur Young and Company report and proposals on work measurement techniques. The Commission found that full implementation of the program proposed by Arthur Young and Company would permit a reduction of 31 employees in two departments, and projected annual savings of $183,700. The report also recommends that the Board direct the Chief Administrative Office to establish a formal work measurement program to be extended to all appropriate functions in the County.
This Section presents a chronological listing of documents that consider issues related to the management of County's real assets, such as strategies for the management of these assets.
September 1995 (140, S, pp. 58)
This study examines the revenue potential of County-owned real property assets. In it, an earlier Chief Administrative Office study on the subject is reviewed and critiqued. New recommendations are also made with for the goal of achieving long-term savings. It concludes that several immediate actions are required, including adopting clear asset management goals, developing a strategic plan, developing an information system for ready access to holdings information, and effecting changes in Federal, state and local statutes regarding County control over its real assets.
August 1991 (119, S, pp. 64)
December 1986 (105, S, pp. 56)
This report is the third in a series reviewing the County's progress in implementing the overall program, as adopted by the Board, concerning the recommendations made in the Commission report, “Decision Making and Organization-Los Angeles County Government, Vol. I” June, 1983 (95, S, pp.15). The first section of the report contains a summary of findings and recommendations. The second section contains a discussion of the costs of the County's property management functions, their structure, and the need for change. The third section contains a detailed discussion of the progress to date in implementing the Board's 1984 order to create a consolidated Department of Facilities Management.
January 1982 (91, S, pp. 5)
The Commission reviewed the County's system of inventory control and materials management to determine what changes would reduce losses of equipment and supplies while controlling County susceptibility to theft or other sources of loss. The report recommends that each department head enforce compliance with current procedures. The Chief Administrative Office should continue to initiate planning efforts in regard to warehousing and inventory control systems with the Purchasing Agent and the Department of Data Processing.
January 1973 (31, L, pp. 3)
The Commission investigated the design and construction of the Criminal Courts building. The investigation focused on the problems in construction of the building (i.e., schematic drawings being changed four different times) and accountability issues. The Commission notes that the major cause of the problem in constructing the building was the lack of unified responsibility.
November 1972 (29, S, pp. 6)
The Commission reviewed the Chief Administrative Office's comprehensive
program for improvement of County capital construction programs recommending
the establishment of a consolidated Facilities Acquisition and Management
Department. The Commission made similar recommendations in its report
“Management of Construction Projects/
September 1972 (28, S, pp. 247)
September 1972 (27, S, pp. 43)
The Commission studied the County's administration and management of its facility construction program. Vol. I presents findings and conclusions and descriptions of the 18 specific recommendations.
This Section presents a chronological listing of documents that address issues covering risk management within the County structure, such as revisions to risk management policy.
May 1995 (137, S, pp. 29)
As a follow-up to a 1993 study, this report reviews documentation obtained from other County agencies regarding the implementation of recommendations made in the earlier study. In this report, 14 additional recommendations are offered to improve program efficiency and reduce County costs.
September 1993 (130, S, pp. 19)
This study offers a set of recommendations designed to achieve millions
of dollars of cost savings in the risk management program of the
This Section presents a chronological listing of documents that address legislative recommendation that have been made by the Commission, such as legislative recommendations to impact economic issues.
March 1995 (135, S, pp. 18)
May 1993 (126, S, pp. 9)
This letter from the Economy and Efficiency Commission to the Board of Supervisors sets forth various means of improving the economic environment through growth, rather than by increasing revenue from additional taxes. These alternatives include workers' compensation insurance reform, civil litigation reform and permit streamlining, specifically in environmental regulations. The Commission recommended that the Board support identified pending state legislation and offers a strategy to address relevant issues. The Board passed a motion in May of 1993 urging the Governor and legislative leaders and conferees to agree to strong and meaningful reforms.
February 1980 (85, S, pp. 87)
The objective of the Economy and Efficiency Commission's report was to review the actions taken by County government since 1976 in response to community pressure for cost reduction and the effects of those actions both before and after Proposition 13. The report concluded that the radical cost reductions envisioned by Howard Jarvis and his supporters cannot be accomplished within the framework of current intergovernmental structure and policy. Cost reduction of sufficient magnitude will require a re-evaluation of public policy and changes to intergovernmental structures. The report also documents the severe financial effects Proposition 13 has had on County government.
May 1978 (79, P, pp. 4)
The Commission supports Proposition 8, which would implement the property Tax Relief Act of 1978 (the Behr Bill). The Commission did an analysis of the proposition and the Behr Bill and concluded that Proposition 8 and the Behr Bill are responsible and effective measures.
April 1978 (77, P, pp. 13)
The Commission did not support this initiative. The Commission concluded that Proposition 13 would not achieve the tax relief and expenditure reform it claims, but instead would bring severe tax inequities, serious economic dislocations and government by the courts.
April 1978 (76, P, pp. 4)
The Commission supported this amendment, which would end the requirement that the County pay salaries or wages at least equal to those prevailing in the private sector. The Commission believed the prevailing wage clause to be outmoded making the County system restrictive and inequitable. By deleting the cause, County management and labor could reach agreements which are fair, competitive and within the taxpayers' ability to pay.
Arbitration and Appeals Function of the Paramedic Commission
December 1977 (75, L, pp. 4)
This letter describes the difference of opinion between the Commission and the Department of Health Services as to the authority of the Commission's decisions. The Commission requested that the Board of Supervisors delegate the appropriate level of authority to carry out the Paramedic Commission's prescribed function. The Commission stated that the Board of Supervisors remains the sovereign body and the decisions remain appealable to them.
April 1977 (73, S, pp. 7)
The Superior Court requested that the Board appoint 34 additional judges. The Commission analyzed the request and recommended that the Board reject the Superior Court's request for the additional judges due to fiscal crisis and the increased costs. The report suggests that the court seek to improve procedures and expedite cases in order to maintain expenditures at the present level.
October 1976 (69, S, pp. 23)
This report gives a detailed analysis of Proposition "A." The Commission believed that the advantages of Proposition "A" outweighed the disadvantages. Findings and conclusions were also reached on Proposition "B" from those Commission members who supported this measure.
September 1976 (68, P, pp. 20)
This is a Task Force position paper on the major advantages and disadvantages of Propositions "A" and Proposition "B." Proposition "A" dealt with an elective county executive; Proposition "B" with increasing the size of the Board. The Task Force recommended that the Commission support Proposition "A."
This Commission letter states unanimous opposition to Proposition "B." The proposition would remove department heads from civil service, and eliminate the charter requirement for open competitive examinations and merit system selection for these positions. The Commission expressed concern that the measure would politicize the process of selecting County executives who have substantial power and influence over the selection of contractors, regulation of business and development, and expenditures of millions of public dollars. The Commission also noted that it voted to reconsider executive appointment and dismissal procedures as they relate to the proposal for an elected mayor.
February 1976 (61, P, pp. 3)
The Commission agreed with the overall objectives of Supervisor Schabarum's proposal to remove department heads and chief deputies from civil service status, making these officials accountable to the Board for their performance and enable the Board to discipline or remove them if warranted. The Commission also felt that the selection process should require open, competitive examinations supervised and administered by the Civil Service Commission. In addition, if a County executive were dismissed, he/she should have the right to meet with the Board in executive session, or in a public session if they so request, to consider and discuss the reasons for their dismissal. Thus, the Commission opposes the proposal unless it included effective safeguards against political influence.
August 1973 (35, S, pp. 9)
The Charter Study Task Force of the Commission recommended that the
Board of Supervisors place only two of several proposed charter amendments on
the ballot for the November, 1973 special election. These amendments were to establish the
position of an elected
May 1973 (33, L, pp. 22)
The purpose of this internal Commission letter (from staff to task force) was to provide background information to the task force. The letter addressed three major charter amendment issues: an elective chief executive, appointed chief executive, and size of the Board.
August 1972 (26, S, pp. 7)
At the request of the Board of Supervisors, the Commission reviewed two
proposed amendments to the County charter.
The Task Force recommended that an amendment be placed on the November
ballot allowing the County to hold open competitive examinations for department
heads and their chief deputies unless a modification to these procedures could
be justified. The Task Force advised
against placing such controversial issues as enlargement of the Board of
Supervisors, establishment of an elected
July 1970 (18, S, pp. 35)
The Commission studied two major issues of the Los Angeles County Charter: the organization structure of county government, particularly the relationship that should exist between the board, Chief Administrative Officer and department heads; and, the size of the board, increasing it from five to seven members. The report recommended several changes to the county organizational structure, the establishment of a county chief executive, and a ballot proposition increasing the size of the board.
Note: Although the available pages of this report are posted, the original from which they were taken is missing a significant number of pages.
August 1966 (8, S, pp. 4)
The Commission reviewed a draft from various County departments and union leaders recommending changes to the proposed Charter Amendment concerning the reorganization of the personnel function. The Commission recommended approval, by the Board, of the Charter amendment covering the reorganization of the County's personnel function. The report recommends, to the extent possible, that the responsible County officers begin immediately to lay the groundwork for the consolidation of the County's personnel function.
This Section presents a chronological listing of documents
that consider issues related to the
July 2001 (155, S, pp. 30)
Primarily in an attempt to respond to concerns raised regarding the diversity of the grand jury, the Los Angeles County Superior Court bifurcated the 2000-2001 Grand Jury into its criminal and civil functions. As a result of this bifurcation several problems arose that required increased attention by both the court and the grand jury. These problems included facilities management, training, morale, ability to indict, costs and recruitment. To assist the court in their efforts and in response several specific concerns, the Economy and Efficiency Commission undertook a review of the grand jury to consider these difficulties in the context of the operations and effectiveness of the separate functions into which it has been divided.
December 1994 (134, S, pp. 46)
This report identified the concerns of the citizens of the County in their performance of jury duty. It outlines the Commission's position that the performance of this duty is critical to our system of justice and the Courts. The County must ensure that anyone performing such a service is treated with the utmost respect and provided adequate facilities to fulfill this responsibility. It includes 36 recommendations designed to foster appreciation of jurors. Without improvements to the system, fewer and fewer citizens will be willing to perform this vital duty. This action would be to the detriment of the justice system and those who fulfill this duty.
Status of Economy and Efficiency Commission Recommendations on Court System - REVISED
This report expands upon the presentation made in the May 1982 report on the Status of the Court System. It presents further information on the status of each of the 15 recommendations that were made in October 1981 and concludes by announcing its intention to work on organizing a coalition of Superior Court, Municipal Court, County, and Bar personnel to prepare detailed implantation plans for each of the recommendations.
May 1982 (92, S, pp. 4)
October 1981 (89, S, pp. 89)
The Summary Volume was prepared later than the report volume (Vol 1). Readers who note differences of language or other detail should refer to the Summary for the final determination. The synopsis from Volume 1 was that the Commission was directed to conduct an analysis of court congestion and delay. The Commission noted that the main issues were: to find ways to increase court system resources, increase coordination between the Board and the judiciary in seeking local initiatives to reduce costs, improve cost control, and develop alternatives to present methods of resource allocation. Recommendations are made under five categories: joint action-judiciary and the Board of Supervisors, system financing, system structure, economic incentives and legal procedures.
October 1981 (88, S, pp. 89)
The Commission was directed to conduct an analysis of court congestion and delay. The Commission noted that the main issues were: to find ways to increase court system resources, increase coordination between the Board and the judiciary in seeking local initiatives to reduce costs, improve cost control, and develop alternatives to present methods of resource allocation. Recommendations are made under five categories: joint action-judiciary and the Board of Supervisors, system financing, system structure, economic incentives and legal procedures..
This Section presents a chronological listing of documents that address how the County contracts for services, such as evaluating contracting policy within the County.
June 1993 (127, S, pp. 40)
The Board of Supervisors requested that the Commission review and report
July 1991 (118, S, pp. 23)
This report expands upon the findings made in the 1987 “Report on Contracting Policy in Los Angeles County Government” August, 1987 (106, S, pp. 154) by recognizing that any contracting of services performed by employees would have a major impact on positions held by minorities and women. The report concluded that this is a valid finding since the services contracted out up to that time involved low level auxiliary minority held positions such as custodial, food, and laundry workers. The report makes recommendations to mitigate the potential negative impacts of contracting.
October 1988 (109, S, pp. 2)
August 1987 (106, S, pp. 154)
This report recommended that the Board direct the Chief Administrative Office to develop and implement new contracting goals and programs, to work with department heads to revise the County's approaches to writing requests for proposals, to develop and implement improved methods of managing employee impact to achieve maximum savings from contracting, to consolidate some incentive programs into a comprehensive program, and to implement a single policy governing all forms of County contracting.
October 1978 (82, P, pp. 7)
The Commission conducted an analysis of Proposition "A" which permitted the County to contract for services with private firms when contracting would be more economical and efficient than using County employees. The Commission endorsed this measure. The measure improves accountability and increases the cost-effectiveness and responsiveness of County government. The measure required the County to adopt an ordinance specifying criteria for entering into contracts and to use competitive bidding procedures for awarding contracts.
This Section presents a chronological listing of documents that evaluate policies within the County, such as the relationship between the County and State government.
February 1997 (147, S, pp. 56)
This study undertook an analysis of the recommendations of the
California Constitutional Revision Commission (CCRC) that relate to the
existing state-local government relationship.
In its study, the Economy & Efficiency Commission reviews these
recommendations in detail and develops a framework within which
July 1992 (122, S, pp. 37)
This report was designed to improve the ability of the citizens of
May 1992 (121, L, pp. 2)
A letter to the Board recommended actions that the Board can take, in terms of government operations, to deal with the root causes of the civil disturbances and to ensure that an outbreak of violence does not recur.
January 1979 (83, S, pp. 135)
This report is an expansion of the Commission's previous study, “Impact
of New County Formation” May, 1978 (70, S, pp. 53). The report expands the analysis in a number
of areas and modifies conclusions previously made. The study is divided into four major
sections: the current system of governments (in the
February 1977 (72, S, pp. 2)
October 1976 (70, S, pp. 23)
November 1975 (57, S, pp. 42)
The Commission reported on the advisability of revising the
June 1975 (55, S, pp. 9)
The Commission recommended that the Board instruct the Chief Administrative Office to adopt a procedure that would apply whenever the Board initiates action to establish a new commission or committee. The Chief Administrative Office should prepare a report and recommendations that would include: an analysis of whether the new commission is needed; whether it will duplicate the work of other commissions; and, lists in detail the provisions to be incorporated in the ordinance establishing the commission. The report also includes models of a recommended ordinance and internal operating procedures for the Economy & Efficiency Commission.
April 1975 (52, L, pp. 5)
This letter to the Board resulted from a ruling by Judge Norman R. Dowds of the Superior Court on March 18, 1975. The ruling stated that the orders of the Employee Relations Commission are to be treated as advisory only. This ruling makes the operation essentially meaningless, and renders the County's bargaining system inoperable or at least seriously impaired. In light of this ruling, the Commission made two recommendations to the Board: to instruct County management to comply with Employee Relations Committee orders, unless otherwise directed by the Board; and, that the Board amend the Employee Relations ordinance to include additional language stating that orders shall have the force and effect of law.
This report recommended a general ordinance covering the establishment of commissions and committees, screening and appointment of commission members, stipends and expenses, meeting attendance, reporting and budgeting. The conclusion was that the County does not have consistent policies regarding stipends or expenses. A policy should be adopted providing that large stipends should be paid where professional skills are employed or where the service is more than half time, and that all commission and committee members should be entitled to reimbursement for expenses, including mileage.
Appointment of County Department Heads
January 1974 (39, S, pp. 2)
This is a letter explaining the concern of the Commission over the morale of county managers as a result of the observation that 5 out of 6 appointments to county leadership positions were to made to candidates from outside the County. The Commission emphasized that the Board of Supervisors should act to dispel the notion that outsiders will be given favorable consideration for top level positions and to make it clear that those county managers who are qualified will be considered as principle candidates for promotion to leadership positions.
December 1973 (38, S, pp. 135)
The Commission studied the duplication and conflict between the civil service system and the County's established collective bargaining system. The Commission conducted a comprehensive analysis of the entire employer-employee relations system, and presents six recommendations for effective and economic resolutions to problems and conflicts.
Request that the
August 1973 (37, L, pp.2)
In this letter the Commission requests
July 1971 (21, S, pp. 16)
The Commission reviewed the major elements involved in administering employee relations and determining salaries in Los Angeles County Government. The purpose of this report was to discuss problem areas rather than to draw conclusions. No recommendations were presented in this report.
May 1968 (14, S, pp. 126)
The Commission evaluated a management consultant's Executive
Compensation Study. This report includes
supplementary data covering salaries for comparable jobs in both private and
public agencies, and a specific review of the salaries paid by comparable
government agencies in
February 1968 (13, L, pp. 4)
The Board questioned various sections of a management consultant firm's Executive Compensation Study, and requested the Commission to re-evaluate the report and offer its recommendations. The Commission responded with a letter stating that a thorough study would be conducted and completed within a few months.
April 1967 (11, S, pp. 87)
This is a report issued by a management-consulting firm concerning executive compensation and development. It made recommendations for an on-going salary administration plan. This eight-page letter from the Commission outlines the objective of developing a systematic and logical compensation plan that the Board could use in determining executive salaries.
November 1966 (10, L, pp. 3)
August 1966 (9, S, pp. 21)
The Commission organized a Special Industry Committee with
representatives from a cross section of
The Commission studied the "Wage and Salary Survey" which was
prepared jointly by the City of
This Section presents a chronological listing of documents that review security matters (Pre-911) that are faced by the County, such as the existence of security systems.
October 1990 (116, S, pp. 20)
The Commission, in consultation with the Sheriff and the Director of ISD, studied the County's security systems. The purpose was to better coordinate the County's security operations, and to implement an integrated County-wide security system. The report recommended that the Board establish and fund the office of County Security Program Management assigned to the Chief Administrative Office. The office should be staffed by security professionals. The lead position should have management experience in the security profession. The Board should direct the Chief Administrative Office and the County Security Program Manager to perform the six outlined tasks in the study within 12 months of the manager's appointment.
August 1986 (104, L, pp. 4)
The Commission's letter to the Board considers the County's utilization of a full time professional security consultant as well as the progress the County has made in implementing the recommendations of the Commission report, “Security Systems in Los Angeles County Government” October, 1984 (98, S, pp. 70). The Commission concluded that the program is working as intended and that there has been an increase of cooperative efforts among County departments to meet security needs which require immediate attention. This is primarily true within the courthouse facilities. A resource library was established with information on vendors and prices of security equipment and services, review procedures have been implemented, and interdepartmental planning efforts, such as the Civic Center Security Committee and the Committee of Departmental Security Chiefs, have been revitalized.
October 1984 (98, S, pp. 70)
The Commission analyzed the possibility of consolidating all security functions throughout the various departments in order to coordinate security functions. The Commission evaluated the County's existing security program from two perspectives: effectiveness and efficiency. In the absence of standards for effectiveness and of comparative data on success, the Commission focused its analysis on the questions of efficient management systems. There is evidence of problems in the delivery of security services. The Commission's central conclusion is that the problems are attributable to the absence of standards.
September 1979 (84, S, pp. 37)
This report is the first in a series on the potential utility of contracting to improve the cost-effectiveness of County operations. The Board of Supervisors established the Contract Services Advisory Committee to develop a list of County services being considered for outside contracting and to work with the Auditor-Controller to develop measures of County cost which are comparable with contracts. The Committee reviewed all County operations, the County ordinance on contracting, and cost accounting methods. Sub-committees were formed on custodial services, data processing, health services, and Mechanical Department services.
Synopsis of Publications 1965-2005 Citizens' Economy and Efficiency Commission
This report updates catalogued and summarized Economy and Efficiency Commission publications since its creation by the Board of Supervisors in 1965. It lists the reports, studies, letters and position papers of the Commission. This synopsis summarizes these publications within categories and presents titles chronologically.
Synopsis of Publications 1965-2003 Citizens' Economy and Efficiency Commission
July 2003 (163, S, pp. 28)
Report to the Board of Supervisors on the Activities of the
December 2002 (160, S, pp. 10)
This document reports on the activities of the Commission for the year 2002. During this period, in addition to undertaking projects designed to advance the efficiency and effectiveness of County management and operations, the Commission reports on its activities in the areas of community outreach, operational efficiency, organizational representation and the management of the Commission's strategic direction.
Synopsis of Publications 1965-2002 Citizens' Economy and Efficiency Commission
Synopsis of Publications 1965-1998 Citizens' Economy and Efficiency Commission
February 1999 (153, S, pp. 30)
December 1998 (152, S, pp.13)
This document provides guidance as to how to prepare reports and studies for publication. It addresses issues of grammar, format, style, and the processes used in the preparation of documents for the Commission. It is not meant to establish strict criteria for the creation of Commission documents, but rather is designed to be used as a basis for determining the basic information and style considerations for each publication.
Synopsis of Publications 1965-1997, Citizens' Economy and Efficiency Commission.
Synopsis of Publications 1965-1996, Citizens' Economy and Efficiency Commission
Synopsis of Publications 1965-1995, Citizens' Economy and Efficiency Commission
Synopsis of Publications 1965-1993, Citizens' Economy and Efficiency Commission
1993 Annual Report - Citizens Economy
and Efficiency Commission of
This report summarized the Commission's actions in 1993, concluding that it was one of its most productive years on record. In addition to several administrative achievements, the Commission completed a report on pension restructuring, managed and supported the development of an independent counsel opinion and completed two other major studies within budget.
Synopsis of Publications 1965-1992, Citizens' Economy and Efficiency Commission
1992 Annual Report-Citizens' Economy
and Efficiency Commission of
March 1993 (124, S, pp. 15)
This report summarized Commission activities for 1992, an extremely active year. The Commission hired a new executive director, published in-depth reports on real property management and development, public access to decision-making, policies governing retirement benefits, and one minor report on the civil disturbance. Plans were laid for work on studies of liability and risk management, a pension follow-up study, Proposition A, Department of Health Services overhaul, County budget and economic growth, and other areas.
June 1991 (117, S, pp. 37)
June 1980 (86, S, pp. 22)
This report describes the Commission's operation, reports and recommendations (47 major reports resulting in 215 recommendations, of which 172 were approved by the Board of Supervisors), and gives a brief synopsis of the Commission's reports and implementation of recommendations.
Report on the Economy & Efficiency Commission - 1976-1977
Since its creation, the Commission
has conducted 43 major reports, resulting in 201 recommendations of which, 159
were approved by the Board. Six
Summary Report on the Activities of the Economy & Efficiency Commission
May 1976 (62, S, pp. 17)
December 1974 (48, S, pp. 14)
June 1973 (34, S, pp. 12)
November 1972 (30, S, pp. 12)
April 1972 (24, S, pp. 11)
February 1971 (19, S, pp. 9)
For more information on these and other programs of the Citizens' Economy & Efficiency Commission, please visit the website:
163 Kenneth Hahn Hall of Administration