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INTRODUCTION
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The information on the following pages catalogs
documents produced by the Economy and Efficiency Commission since its
inception in 1964. These documents are grouped by subject content and
listed sequentially, beginning with the most recent. Copies of any
document listed herein may be obtained by contacting the Commission Office.
Los Angeles County Citizens’
Economy and Efficiency Commission
Hahn Hall of
Administration
500 West Temple Street,
Room 163
Los Angeles, CA
90012
Phone: (213) 974-1491
Fax: (213) 620-1437
e-mail:
eecomm@co.la.ca.us
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TABLE OF CONTENTS
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Reports on:
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County
Organization
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1
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County
Operations
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8
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Real Asset
Management
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12
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Risk
Management
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14
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Legislation
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14
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Courts
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17
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Contracting
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18
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Policy
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19
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Security
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22
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Commission
Documents
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23
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Chronological Listing of
Reports
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Index
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COUNTY ORGANIZATION
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This report evaluates the restructuring actions taken by
Internal Services Department (ISD) as recommended by the Economy and
Efficiency Commission and the County of Los Angeles Chief Administrative
Office. The report analyzes these recommendations, their impact to
operations of ISD, evaluates the actions taken, and makes further
recommendations for policy and operational improvements.
October 1996, p. 11
This report contained an analysis of the problems of
governance and attempted to consider several key elements necessary to make
an informed decision on this highly complex and long-ranging
proposal. It attempts to point out several areas that impact on
the adoption of a means of governing health services within Los Angeles
County.
January 1996, p. 11
This study explores strategies for
revisions of urgent care services within the County of Los Angeles. A
reengineering approach was selected because of the need for improvements in
the quality of patient care and the need for cost reduction within the
Department and County. Two urgent health care sites were reviewed in
order to develop an analytical model that could be replicated elsewhere in
the County.
October 1995, p. 136
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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.
August 1995, p. 32
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 appropriateness 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.
June 1995, p. 44
This study makes public policy
recommendations concerning the donation of collections, including the
possibility of contracting with educational institutions to assist in
maintaining collections used in the conduct of basic research. It
makes 37 recommendations to improve
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the
operations and management of the museum. These recommendations are
made to improve efficiency, reduce County costs and increase revenue
possibilities.
April 1995, p. 63
This letter was prepared in response to the Board’s instruction
to the Commission to reexamine the Board’s policy controlling the funding
of ISD. The Commission recommended continuance of the existing policy
of funding ISD through payments of those using its services.
August 1991, p. 7
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 County Manager and restructuring the duties of County
officials; and, that the Board place a Charter amendment at the same
general election to provide for the employment and compensation of the
County Manager and Department Managers (except in departments headed by
elected officials) as employees in the unclassified services. Note:
accompanying 10 page board letter is attached to the end of this report.
July 1990, p. 62
Volume II contains working papers and reference material that
were used during the preparation of the Family Services in Los Angeles
County Government, Vol. I.
February 1989, p. 305
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This study reviewed various organizations created by Los
Angeles County to address the increasing needs of children, first studied
in the Commission's, Report on Children's Social Services in Los Angeles
County, Vol. I. The study recommended the Board: improve the
structure of the departmental service delivery system for social
services, and, consolidate the staffing of the Child Sex Abuse Crisis
Center Executive Board, the County-wide Criminal Justice Coordination
Committee, the Domestic Violence Council, the Inter-Agency Council, and the
Task Force on Drug Abuse into a unified staffing structure that reports
within the CAO's Office. Regarding commissions, the study recommends
procedures to minimize the creation of additional commissions, enforce establishment
of reporting requirements and sunset dates, and when appropriate, provide
briefings by the CAO for all new citizen commissioners. Annual
reports by the CAO should be provided to commissioners presenting the state
of the County and actions attributable to commission's recommendations.
February 1989, p. 90
The Commission evaluates the status of its reorganization
programs, with attention to its recent actions affecting the role of the
CAO, 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 CAO's
Office; create an Internal Services Department by merging the departments
in recommendation one, and appoint a single director to manage the
centralized functions; and, consolidate the Department of Beaches and the
Department of Parks and Recreation.
December 1988, p. 94
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As a result of the Board’s interest in reducing the number of
departments reporting to it, 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.
October 1988, p. 64
Volume II contains various working papers, data and other
materials that the task force reviewed in the course of preparing Volume I
of this report.
June 1988, p. 110
This report is a continuation of the Commission report, Decision-Making and Organization -
Los Angeles County. Volume I summarizes the Commission's
recommendations to improve services. The report recommended that the
Board: reorganize the County departmental structure for delivering
protective services; reorganize the system of multi-jurisdictional councils
working in fields affecting children's welfare; specify by ordinance 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 1988, p .60
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The Board instructed the CAO and the Commission to review the
study by Carol Beck, et al, Morale
and Motivation in the County Morgue and to make short-term and
long-term recommendations. The report stated that the Medical
Examiner had taken actions to relieve the deterioration in morale that
occurred following reorganization. The Commission's report makes three
recommendations: Los Angeles County's Medical Association and Bar
Association request their appropriate committees to investigate public
policy on transplants and tissue harvesting, to recommend actions as
appropriate to local governments and the Legislature; and, to suggest that
the Medical Examiner consider alternative means to decentralize autopsy and
related functions, using the resources of County or other hospitals within
the region.
June 1985, p. 4
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 Commission
recommendations. The major issues covered are affirmative action,
training and development, management style, delivery of service, mission
and organizational structure.
April 1985, p. 45
The Commission worked with the CAO in monitoring the
implementation of past recommendations to improve operations of the
Mechanical Department. The report stated that the department is over
audited and recommended that
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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.
June 1982, p. 14
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 concerning Los Angeles
County. This study contains conclusions and recommendation on the issue of
secession. In the second part of the report, Challenge For The 1980'S: Can We
Govern Ourselves?, the Commission evaluates legislative division of the
County, consolidation proposals and other alternatives.
May 1978, p. 53
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 & 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
& Efficiency Commissions recommendations.
June 1976, p. 13
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The New York City Crisis and
Los Angeles County Government: Organization,
Employment and Compensation
The report proposed changes to improve the County's control of
employment, compensation, and organization. It recommended that the
CAO be delegated the authority to hire/dismiss, and the responsibility,
subject to approval of the Board, for direct supervision of Building
Services, Communications, Data Processing, Facilities, Mechanical,
Personnel, and Purchasing departments; and, that a compensation review
committee be established to annually review the County's compensation
recommendations.
May 1976, p. 40
The Commission reviewed the factors leading to the financial crisis
in New York City, and made preventative recommendations to safeguard Los
Angeles County from a similar disaster. The Commission conducted a
thorough and intensive study and issued a series of reports.
January 1976, p. 6
The Board adopted and implemented the recommendations from the
Commission's study, Management of
Construction Projects/Los Angeles County, Volume II,
establishing a Facilities Department under one head and consolidating all
major functions involved in the planning design and acquisition of County
facilities. The Board requested the Commission to monitor the
activities of the department. After two years of operation the
department submitted its first annual report, which the E & E Commission
reviewed. The Commission concluded that the department has made
substantial progress in two years, successfully implementing major
recommendations from
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the
Commission's report, and that $39.9 million has been saved through reprogramming
or redesign of projects.
December 1975, p. 11
The Economy & Efficiency Commission, reviewed
Commissions and Committees assigned to the Department of Public Social
Services (DPSS). This report is the result of a request from 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 recommended that the Review Commission continue for one
additional year to complete its current work and that the CAO and County
Counsel negotiate and prepare the necessary contracts. It is also
recommended that, in the interim, the CAO and E & E Commission conduct
a detailed study of the work of the DPSS Commissions to determine the most
appropriate Commission structure for DPSS.
November 1975, p. 6
This is the Commission's addendum report to the Report on The Committee on Emergency
Medical Care. This report examined the composition and
functions of the Paramedic Committee. The report recommended: 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 having an
interest in providing paramedic training or services, and high quality
paramedic care.
August 1975, p. 51
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The Commission reviewed its previous recommendations in the
report, Appointing Authority and
Operating Responsibility of the Arboreta and Botanic Gardens and the Otis
Art Institute. The Commission recommended that the Ordinance be
revised to allow directors, but not officers, of the four voluntary citizen
supporting foundations and societies to serve on the Board of Governors,
and that no other changes be made.
May 1975, p. 5
Report on a Separate Auditor
Department
The Commission's final report on a separate Auditor Department
made two recommendations: that the Audit Division should remain within the
organization of the Auditor-Controller, and that the Board request the
Grand Jury conduct full scale audits of the Board offices, the CAO's
office, and the Auditor-Controller at least once every three years.
April 1975, p. 31
Report on the Committee on
Emergency Medical Care
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.
February 1975, p. 39
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The Commission presented their 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 state law, County Charter, and
County Ordinance. Also, additional supervisory positions needed to be
created at an additional cost of $150,000 annually.
December 1974, p. 3
This progress report lists two preliminary recommendations to
strengthen the Emergency Medical Care Committee: 1) include in the County's
legislative program amendments to the Health and Safety Code, enabling the
Emergency Medical Care Committee to act in an advisory capacity; and 2) the
Board requests individual members of each committee or Commission, with a
role related to the provision of emergency medical services, to support the
legislation.
December 1974, p. 8
This is the fourth in a series of reports concerning
Commission department heads. It recommended that ordinances should be
amended to reflect a reduction of annual meetings from 80 to a maximum of
36; the stipend for members should be reduced from $100 per meeting to $25;
the appointment of an executive officer; and, discontinue the
responsibility of the Commission to inspect hospitals and other health
facilities.
October 1974, p. 27
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Operation of the Museum of
Natural History
This is the third in a series of reports concerning Commission
department heads. This report makes recommendations to amend the ordinance
governing the operation of the Museum of Natural History and to continue
the authority of the Board of Governors to appoint or discharge the
Director. It also recommends that the appointment or discharge must
be approved by the Board of Supervisors and that the responsibilities of
the Board of Governors and the Director be
redefined.
September 1974, p. 10
Two amendments to the County Charter were proposed by the
Board dealing with the size of the Board and the creation of an elected
County Chief Executive. The Commission recommended in this report
that the position of chief executive be established through an amendment to
the County Charter. The Commission was divided on its recommendations
concerning the manner of appointments by popular election, or by Board
appointment. The report recommends that both means of appointment be
placed on the ballot as two separate propositions for a final decision by
the voters.
July 1974, p. 52
Special Investigative and Management Audit Agency
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 recommended
that this agency be established reporting 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.
July 1974, p. 11
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This is the second in a series of reports regarding Commission
department heads. This report dealt with the Arboreta and Botanic
Gardens and the Otis Art Institute. Recommendations were made to clarify
authority and responsibility for each recreational facility.
June 1974, p. 19
Appointment
and Supervision of the Director of Regional
Planning
The Commission studied the seven Commissions operating as the
head of the department and appointment authority of the executive.
The report considered 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 department heads and their respective Commissions.
March 1974, p. 10
Amendments
to the Report on the Department of Public
Administrator-Public Guardian
The Commission responded to a Board's request for changes in
the composition and role of the Policy and Management Commission. It
recommended 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.
March 1972, p. 2
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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 recommended 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.
February 1972, p. 7
The Commission responded to a number of proposals from the Board,
offering the following recommendations: department heads from Mental
Health, Hospitals, and the Health Departments, be consolidated under one
department head; consolidation of the Marshal's Department of the Municipal
Court with the Superior Court Bailiffs; and that all Public Information and
Personnel functions should be incorporated into the CAO's office.
May 1971, p. 20
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
savings of $1,433,616 in personnel costs. The Commission recommended
the Board take all necessary action to secure legislation to enable the
County to consolidate the bailiff and civil process functions under the
Sheriff.
September 1967, p. 51
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The Commission recommended an implementation program for the
consolidation of all personnel functions into a single agency. This could
be accomplished by amending the Charter to divest the Civil Service
Commission of its responsibilities for administrative direction in the
Civil Service Department. Chief administrative responsibility should go to
the Secretary and the Chief Examiner. The creation of an Employee
Relations Division within the department should be established, and clear
functions for the Civil Service Commission in these matters should be
stated.
July 1966, p. 9
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The Commission believed 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 CAO's office to direct continuous coordination and improvement
efforts.
May 1966, p.26
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COUNTY OPERATIONS
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Accountability and Municipal
Service Delivery to Unincorporated Areas
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 recognizes the need for the
development of county strategies to effectively address the problems
associated with the delivery of municipal services. It is anticipated
that this approach will assist decision-makers in improving the
equitability, efficiency, effectiveness and accountability for municipal
service delivery.
July 1996, p. 78
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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 the manner in which these entities are created and
structured, and how they operate.
March 1994, p. 9
A Strategy to Reduce
Retirement Costs Within Los Angeles County
This study examines the viability of measures to cap or reduce
the County's liability to the pension system. This
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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 incorporates a legal opinion prepared by independent counsel.
September 1993, p. 19
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, the operation of the entire retirement
system. A follow-on report was requested by the Board to be completed
in 1993.
November 1992, p. 48
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 discussed the effectiveness of the new
procedures. The Commission concluded 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
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increase the scope and
rate of deliberations on County-wide planning and policy issues.
July 1986, p. 2
Implementation
of County Reorganization and Systems
Improvements: Agricultural Commissioner/Weights and Measures
This letter to the Board reviewed the results of the
consolidation of the Department of Weights and Measures with the Agricultural
Commissioner following the Commission study, Decision-Making and Organization in Los Angeles County
Government- Volume I. The letter discussed the improved
efficiency of fee collection, reduction of management positions,
improvement of personnel management, increased automation, cross-training
of inspectors and productivity improvements. The letter also
recommended that the Board direct the Agricultural Commissioner and the
CAO develop and implement a plan for reorganization and training, and
establish annual goals for efficiency and effectiveness.
June 1986, p. 11
The Commission's letter to the Board concerns the progress of the
CAO in implementing the recommendations of the Commission study, Decision-Making and Organization - Los
Angeles County Government - Volume I. The letter
recommended that the Board adjust the priority of implementation of the
Commission's 1983 recommendations, and that the CAO should have a
systematic plan and approach to county-wide management issues and systems
each year.
December 1985, p. 14
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Volume 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, p. 94
Decision
Making And Organization - Los Angeles
County Government - Volume II
Volume 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
organization of Los Angeles County government. It discusses problems
of County performance which are attributable to its executive structure and
decision-making processes. The feasible approaches to resolving those
problems were evaluated, and the Commission recommend that the Board adopt
policy objectives directed to resolving those problems. The
Commission also proposed a strategy for improving the performance of the
County system.
June 1983, p. 213
The Commission investigated the feasibility of consolidating
County departments. Volume I contains a summary of proposed
programs. The study proposed changes in the roles and expectations of
the CAO, 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
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consolidating
and reorganizing programs into a system of 15 to 20 departments. A
four-year program was also proposed to restructure the system.
June 1983, p. 15
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.
August 1978, p. 16
The
Los Angeles County Budget-Selected Issues
and Recommendations
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.
June 1977, p. 62
Letter to the Board of Directors of the West Los Angeles
County Resource Conversation District, regarding the future management of
the district.
December 1976, p. 5
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Eliminating Automatic Step Increases
and Controlling Supervisory Costs in Los Angeles County Government
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 recommended that the Board
direct the CAO and the Department of Personnel to eliminate the automatic
step increase plan for all employees. It was also recommended that
the Board direct the CAO to conduct detailed studies of supervisory levels
in each County department and to include study results, plans for
improvement, and their impact on cost in the budget recommendations for the
next fiscal year and subsequent years.
September 1976, p. 38
Audit Function for the Board of Supervisors
The Commission responded to a recommendation by a Supervisor
that the Board implement a separate Audit division whose function would be
similar to that of the United States General Accounting Office. The
Commission pointed out that such a function would not be truly independent,
like the GAO in Washington, and that such independence could only be
achieved by creating an executive office separate from the Board.
April 1973, p. 3
This report attempted to determine whether the present
fire protection system provides an effective level of service at a
reasonable cost to taxpayers. The report described and discussed
problems and analyzed the
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relative
merits of alternatives to the present system. Consolidation and
contracting of fire services were also discussed.
June 1972, p. 200
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 the contract architect simply because the project was in his/her
district.
March 1969, p. 40
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 recommended an interim department head be appointed with
responsibility to institute reforms immediately.
May 1966, p. 23
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.
November 1965, p. 4
Productivity in County Departments
The Commission evaluated an Arthur Young and Company report
and proposals on work measurement
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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 an annual savings of $183,700. The report
also recommended that the Board direct the CAO to establish a formal work
measurement program to be extended to all appropriate functions in the
County.
October 1965, p. 11
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REAL ASSET MANAGEMENT
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Asset Management Strategies
For The Los Angeles County Real Estate Portfolio
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
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.
September 1995, p. 58
Real Property Management & Development in Los
Angeles County
The Commission reviewed Los Angeles County's management of its
real property assets. Los Angeles County is a leader in developing
its most valuable real property assets to produce additional revenue.
However, improvements can be made by adopting a more comprehensive system
which clearly states the Board's objectives and, by applying economic
incentives to improve management of its other real property assets. This
report recommends the adoption and issuance of a policy statement for a
comprehensive real property
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management
program; and, the establishment of a Real Property Management Steering
Committee.
August 1991, p. 64
Property Management in Los Angeles County Government
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 - Volume I. 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.
December 1986, p. 56
Inventory and Materials Management
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
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or
other sources of loss. The report recommended that each department
head enforce compliance with current procedures. The CAO 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 1982, p. 5
Design and Construction of the Criminal Courts Building
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 noted
that the major cause of the problem in constructing the building was the
lack of unified responsibility.
January 1973, p. 3
Chief Administrative Officer's Recommended Construction
Improvements Program
The Commission reviewed the CAO'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, Management of Construction Projects/Los
Angeles County. The Commission recommended that the Board
order the implementation of the CAO's recommendations.
November 1972, p. 6
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Management of Construction Projects/Los Angeles County
- Vol. II
The Commission recommended improvements in the County's
administration and management of its facility construction program. Volume
II provides a detailed analysis leading to the recommendations, summaries
of the data used, and chronological histories of the three construction
projects specifically requested by the Board.
September 1972, p. 247
Management of Construction Projects/Los Angeles County
- Vol. I
The Commission studied the County's administration and
management of its facility construction program. Volume I presents findings
and conclusions and descriptions of the 18 specific recommendations.
September 1972, p. 46
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RISK MANAGEMENT
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Risk Management and Liability Cost Study Follow-Up
A follow-up to a 1993 study, this report reviews documentation
obtained from other County agencies regarding the implementation of
recommendations made in that earlier study. In this report, 14
additional recommendations are offeredto improve program efficiency and
reduce County costs.
May 1995, p. 29
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Los Angeles County Risk Management
Program Review
This study offers a set of recommendations designed to achieve
millions of dollars of cost savings in the risk management program of the
County of Los Angeles. The results of this study identified revisions
and modifications to program elements that would achieve significant
efficiency and cost improvements. This study is supported by
contracted work on this topic by McGladrey & Pullen.
September 1993, p. 19
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LEGISLATION
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Legislative Reform: Addressing Critical Economic Issues
This update on a 1993 report offers recommendations designed
to improve the County and the State’s business climate through sound
legislative reform without the imposition of unnecessary taxes on
Californians or California businesses. As in the previous report,
this follow-up targets workers’ compensation, civil litigation, and
regulatory reform. Daily overtime pay requirements is an additional
issue explored in this report.
March 1995, p. 18
County Budget and Economic Growth
This letter from the Commission to the Board of Supervisors
sets forth various means to improve the economic environment through
growth, rather than by increasing revenue from additional taxes.
These
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alternatives
include workers' compensation insurance reform, civil litigation reform and
permit streamlining, specifically in environmental regulation. The
Commission recommended that the Board support identified pending state
legislation and offered a strategy to address relevant issues. The
Board passed a motion in May, 1993 urging the Governor and legislative
leaders and conferees to agree to strong and meaningful reforms.
May 1993, p. 9
Proposition 13 in Los Angeles County - Before and After
The objective of the 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
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supporters
cannot be accomplished within the framework of current intergovernmental
structure and policy. Cost reduction of sufficient magnitude will require
re-evaluation of public policy and change of the intergovernmental
structure. The report also documents the severe financial effects
Proposition 13 has had on County government.
February 1980, p. 87
Statement on Proposition 8 and Senate Bill 1, the Behr
Bill
The Commission supports Proposition 8, which would implement
the property Tax Relief Act of 1978 (the Behr Bill). The Commission
did an analysis on the proposition and the Behr Bill and concluded that
Proposition 8 and the Behr Bill are responsible and effective measures.
May 1978, p. 4
Statement on Proposition 13, the Jarvis- Gann
Initiative
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, p. 13
Statement on Proposed County Charter Amendment
"A" Deletion of the Prevailing Wage Clause
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 believes the
prevailing wage clause to be outmoded making the County system restrictive
and inequitable. By deleting the cause, County
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management
and labor could reach agreements which are fair, competitive and within the
taxpayers' ability to pay.
April 1978, p. 4
Request for
Legislation Providing for the Appointment of 34 Additional Superior Court
Judges
The Superior Court requested the Board to 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 of
expenditures. The report suggested the court seek to improve
procedures and expedite cases in order to maintain expenditures at the
present level.
April 1977, p. 7
County Propositions "A" and "B"
Elected Mayor and Size of the Board of Supervisors
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.
October 1976, p. 23
Pros and Cons on Proposition "A" and
Proposition "B"
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."
September 1976, p. 20
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County Proposition "B"
This Commission position paper states unanimous opposition to Proposition
"B." The proposition would remove department heads from
civil service, also 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. The Board may
place this on the November ballot.
June 1976, p. 3
Proposed Charter Amendment to Remove Department Heads and
Chief Deputies from Civil Service Status
The Commission supported 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
recommended that the selection process require open, competitive
examinations supervised and administered by the Civil Service Commission.
The Commission also recommended that, if dismissed, County executives would
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.
February 1976, p. 3
Charter Proposals for the 1973 Special Election
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
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for
the November, 1973 special election. These were to establish the position
of an elected County Chief Executive; and to expand the Board of
Supervisors from five to seven members.
August 1973, p. 9
Charter Study Issues
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.
May 1973, p. 22
Proposed Charter Amendments
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 unusual circumstances clearly do not
justify it. The Task Force advised against placing such controversial
issues as enlargement of the Board of Supervisors, establishment of an
elected County Chief Executive, and deletion of the prevailing wage clause
on the ballot at that time.
August 1972, p. 7
Study of the Los Angeles County Charter
The commission studied two major Issues of the Los Angeles
County Charter: the organizational structure of county government,
particularly the relationship that should exist between the Board, CAO 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,
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the
establishment of a County Chief Executive, and a ballot proposition
Increasing the size of the Board. Note: - Some Pages Are
Missing from the Original Report.
July 1970, p. 35
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Charter Amendment on Personnel Functions
The Commission reviewed a draft from various County
departments and union leaders recommending changes to the proposed Charter
Amendment concerning the reorganization of personnel functions. The
Commission recommended approval, by the Board, of the Charter amendment
covering the reorganization of the County's personnel functions. The
report recommended, to the extent possible, that the responsible County
officers should begin immediately to lay the groundwork for the
consolidation of the County's personnel functions.
August 1966, p. 4
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COURTS
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The Management of Juries Within Los Angeles County
This report identifies the concerns of the citizens of the
County over performing 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 do fulfill this duty.
December 1994, p. 46
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Report on the Court System - Los Angeles County
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, p. 89
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CONTRACTING
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A Review of Actions Taken by Los Angeles County on Proposition
"A" Contracting Requirements
The Board of Supervisors requested that the Commission review
and report on County Proposition "A" contracting
guidelines. The Commission reviewed implementing instructions issued
by the CAO to ascertain their impact on the contract evaluation
process. In addition, the study contributes to the process of
evaluating both contractor and County management performance.
June 1993, p. 40
Report on Contracting Policy in Los Angeles County
Government
This report recommends that the Board direct the CAO to
develop and implement new contracting goals and programs; work with
department heads to revise the County's approaches to writing requests for
proposals; program; and implement a single policy develop and implement
improved methods of managing employee impact to achieve maximum savings
from contracting; consolidate some incentive programs into a comprehensive
governing all forms of County contracting.
August 1987, p. 154
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Statement on County Proposition "A"
Contracting with Private Firms
The Commission conducted an analysis of Proposition
"A" which permits 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 of County government 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.
October 1978, p. 7
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POLICY
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Review of the Relationship between Los Angeles County
and State Government
This study undertakes an analysis of the recommendations of
the California Constitutional Revision Commission (CCRC) that relate to the
state-local government relationship. In its study, the EEC reviews
these recommendations in detail and develops a framework within which Los
Angeles County can best pursue a course of action to improve its
relationship with State Government. Through consensus building
process within the greater metropolitan Los Angeles community, local
government can become a meaningful force in the restructuring and
realignment of governmental relationships.
February 1997, p. 56
Public Access to Decision Making - Los Angeles County
Board of Supervisors
This report was designed to improve the ability of the citizens
of Los Angeles County to understand and access the workings of County
government. Recommendations address concerns such as, the inadequate
notice of the issues to be considered by the Board, the difficulty in
understanding the proceedings and clarifying decisions that have been made
at Board meetings. The report concludes that the Board staff fulfills
the present legal access requirements, but that these requirements are not
sufficient to ensure the public's ready access to government's decision making.
July 1992, p. 37
Civil Disturbance
A letter to the Board recommended actions that the Board
should take, in terms of government operations, to deal with the root
causes of the civil disturbances and ensure that this outbreak of violence
does not recur.
May 1992, p. 2
Selected Current Civil Service Issues
This report is the first in a series of subjects on the
employment system and organizational development. The Board referred
a report by Local 660 of SEIU along with recommendations to the Commission
which alleged that the Civil Service Commission operates
ineffectively. The Commission report addresses new civil service
rules and operations of the Civil Service Commission. While the
report does not contain a complete analysis of the details in the proposed
new rules, it reflects final conclusions and recommendations on those
issues closely connected to effective management and incentives.
July 1980, p. 70
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Challenge for the 1980's: Can We Govern
Ourselves?
This report is an expansion of the Commission's previous
study, Impact of New County
Formation. This report expanded the analysis in a number
of areas and modified conclusions previously made. The study is
divided into four major sections: the current system of governments (in the
Los Angeles metropolitan area and the problems which the present structure
creates), alternative solutions (the procedures involved in changing the
present structure, the parties involved in making changes), the proposed
structure, and Commission recommendations. The Commission proposed a
federated system of government consisting of community-based city
governments to provide local government services and regional government to
address area-wide problems. This proposal would also provide
consolidated services to cities upon request.
January 1979, p. 135
Recommendations on the Prevailing Wage Clause and the
Automatic Salary Step Increase Plan
This letter recommends that the Board of Supervisors place a
charter amendment on the ballot to delete the prevailing wage clause.
It further recommends that the Board adopt a firm management objective to
eliminate the County’s automatic step increase plan. The Commission
had called for the deletion of the prevailing wage clause since 1973.
February 1977, p. 2
Formation of Canyon County
This report examined Proposition "F" which was on
the November, 1976 ballot. The measure proposed a triangular section
in the northwest corner of Los Angeles County
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secede
and form a new county called Canyon County. The report discussed the
impact on residents of the proposed Canyon County, as well as Los Angeles
County, the region, and the necessary correction to State law.
October 1976, p. 23
Filling Vacant Elective Offices in Los Angeles County
The Commission reported on the advisability of revising the
County Charter to provide for special elections when vacancies occur in
County elective offices. In addition, it reported on the cost of
special elections, scheduling special elections relative to regular
elections, and the legal steps necessary to amend the charter at the
earliest possible time. The Commission recommended that the Board
make the following amendments to section 8 (Board vacancies): the Board
shall fill vacancies and the appointee holds office until the election of a
successor. If the Board fails to make an appointment in 60 days, then
the Governor shall fill the vacancy; amend Section 16 (County-wide
offices), as, whenever a vacancy occurs in an elective office, the Board
shall fill the vacancy until a successor is elected.
November 1975, p. 42
Establishment of Commissions and Committees in Los
Angeles County Government
The Commission recommended that the Board instruct the CAO to adopt
a procedure that would apply whenever the Board initiates action to
establish a new Commission or Committee. The CAO 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.
June 1975, p. 9
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Commission and Committee Compensation in Los Angeles
County Government
This report recommends 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 service is more than half time, and that all
commission and committee members should be entitled to reimbursement for
expenses, including mileage.
April 1975, p. 19
Recommendations on the Authority of the Employee
Relations Commission
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 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.
April 1975, p. 5
Civil Service and Collective Bargaining in Los Angeles
County Government
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 presented
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six
recommendations for effective and economic resolutions to problems and
conflicts.
December 1973, p. 135
Employee Relations and Salary Determination in Los
Angeles County
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.
July 1971, p. 16
Executive Compensation in Los Angeles County Government
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 California.
May 1968, p. 26
Executive Compensation Study Evaluation
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.
February 1968, p. 4
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Executive Compensation Study
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. An eight
page letter from the Commission, dated April 5, 1967, outlined the
objective of developing a systematic and logical compensation plan that the
Board could use in determining executive salaries.
April 1967, p. 87
Recommended Board Action on County Compensation
Policies and Practices Report
The Commission submitted a letter to the Board outlining the
recommendations mentioned in the study, County Compensation Policies and Practices. The
recommendations are supported by the Secretary, the Chief Examiner, and the
CAO.
November 1966, p. 3
County Compensation Policies and Practices
The Commission organized a Special Industry Committee with representatives
from a cross section of Los Angeles business and industry to conduct an
in-depth joint salary survey and study the County's compensation
practices. The Commission reviewed the committee's findings and
recommended that the Board employ a management consultant firm to develop
additional recommendations for more effective procedures in determining pay
scales for jobs peculiar to government service.
August 1966, p. 21
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Validity of the Joint Salary Survey of March 1, 1965
The Commission studied the "Wage and Salary Survey"
which was prepared jointly by the City of Los Angeles, the County of Los
Angeles, the City Schools of Los Angeles, and the Los Angeles City Housing
Authority. The survey presented a summary of private industry wages
to serve as a guide in determining 1965 County salary levels. Changes
were recommended in the classification of the private industry data to
accurately reflect the County personnel structure and to advise the Board
to conduct a more in-depth study.
June 1965, p. 3
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SECURITY
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Security Systems in Los Angeles County Government
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 CAO. The office should be staffed by
security professionals. The lead position should have management
experience in the security profession. The Board should direct the
CAO and the County Security Program Manager to perform six outlined tasks
in the study within 12 months of the manager's appointment.
October 1990, p. 20
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Implementation of Commission Recommendations Concerning
Security Systems
The Commission's letter to the Board considers the County's
utilization of a full time professional security consultant and the
progress, which the County has made in implementing the recommendations of
the Commission report, Security
Systems in Los Angeles County Government. 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.
August 1986, p. 4
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Security Systems in Los Angeles County Government
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.
October 1984, p. 70
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Contracting for Security Services
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.
September 1979, p. 37
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COMMISSION DOCUMENTS
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Synopsis of Publications 1965-1995, Citizens’ Economy and Efficiency Commission
This report catalogued and summarized Commission publications
since its inception in 1965. It lists 125 publications, which
included 88 classified as reports, 11 as studies, 17 as letters and 9 as
position papers. Eighty three had been initiated by the Board of
Supervisors and 42 by the Commission.
January 1996, p. 17
Synopsis of Publications 1965-1993, Citizens’ Economy
and Efficiency Commission
This report catalogued and summarized Commission publications
since its inception in 1965. It lists 104 publications, which
included 79 classified as reports, 5 as
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studies,
13 as letters and 7 as position papers. Seventy one had been
initiated by the Board of Supervisors and 33 by the Commission.
June 1994, p. 16
1993 Annual Report - Citizens’ Economy and Efficiency
Commission of Los Angeles County
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.
March 1994 p. 19
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1992 Annual Report
- Citizens’ Economy and Efficiency Commission of Los Angeles County
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.
March 1993, p. 15
Synopsis of Publications 1965-1992, Citizens’ Economy
and Efficiency Commission
This report catalogued and summarized Commission publications
since its inception in 1965. It listed 100 publications which
included 81 classified as reports, 12 as letters and 7 as position
papers. 70 had been initiated by the Board of Supervisors and 30 by
the Commission.
March 1993, p. 16
Report of the Task Force on Sunset Alternatives
As a result of the CAO's guidelines for County Committees and
Commissions, the Economy & Efficiency Commission recommended a sunset
review date and included a study of its operations. The report reviewed
the mission of the Commission, its effectiveness, and its recommendation to
continue its operations. The report recommended that the Board
continue the Commission as constituted with defined mission and
roles. The Commission should adopt and observe methods of controlling
its priorities. The report urged the Board to provide the Commission
with staff and a budget to support its efforts.
June 1991, p. 37
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Attachment B - Report on the Economy & Efficiency
Commission
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.
June 1980, p. 22
Report on the Economy & Efficiency Commission -
1976 and 1977
Since its creation, the Commission has conducted 43 major
reports, resulting in 201 recommendations of which, 159 were approved by
the Board. Six County Charter amendments were approved by the
voters. This report summarizes the contents of the Commission's
reports and comments on the action taken.
July 1978, p. 18
Summary Report on the Activities of the Economy &
Efficiency Commission
The
Commission reported on its activities, specifying in detail its duties,
method of operation and
qualifications of its members. This report described the Commission's
operation, and summarized each of the major reports and actions taken on
Commission recommendations.
September 1976, p. 11
Report on the Economy & Efficiency Commission
The Commission's report on its activities since its resolution
by the Board in June, 1964. The Board adopted an ordinance in August,
1975 continuing the Commission and specifying in detail its duties, method
of
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operation and qualifications of its members. This report
describes the Commission's operation, and briefly summarizes the contents
of each of the major reports. It also includes a comment on the
actions taken.
May 1976, p. 17
Report on the Economy & Efficiency Commission -
1974
The Economy & Efficiency Commission issued a report on the
98 Commissions and Committees in County government. Included is a
report on its own activities since its inception in 1964.
December 1974, p. 14
Summary Report - E & E Commission - 1973
Since its creation, the Commission had conducted 17 major
reports, resulting in 101 recommendations. The Board approved 97 recommendations,
43 were fully implemented, including four County Charter amendments. Seven
were partially implemented and 22 were in progress. Tables list the
17 reports, from 1965 through September, 1972, the recommendations
contained in each, and the action taken on each recommendation. The
Commission was under the direction of a new Chairmen and the figures stated
differ from previous reports, due to the Chairman's interpretation of
events.
June 1973, p. 12
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Summary Report - E & E Commission - 1972
Since its creation, the Commission had conducted 17 major
reports, resulting in 101 recommendations. The Board had approved 97
recommendations, 42 were fully implemented, eight partially implemented and
21 were in the process of being implemented. Tables list the 17
reports, from 1965 through September, 1972, the recommendations contained
in each, and the action taken on each recommendation.
November 1972, p. 12
Summary Report - E & E Commission - 1971
Since its creation, the Commission had submitted 18 reports
and 24 letters to the Board. Of the 18 reports, four were minor progress
reports. The other fourteen contained 79 separate
recommendations. Tables list the 14 major reports from 1965 through
February, 1972, the recommendations contained in each, and the action taken
on each recommendation.
April 1972, p. 11
Summary Report - E & E Commission - 1970
Since its creation, to date, the Commission had
submitted 16 reports and 20 letters to the Board. Of the 16 reports,
four were m progress reports. The other twelve contain 72 separate
recommendations. The Board had approved 68 recommendations, 35 were
fully implemented, six were partially implemented and two were in the
process of being implemented. Tables list the 12 major reports, from
1965 through 1970, the recommendations contained in each, and the action
taken on each recommendation.
February 1971, p. 9
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CHRONOLOGICAL LISTING OF
REPORTS
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1996
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Internal Services
Department (ISD) Restructuring Review
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October
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Synopsis of
Publications 1965-1995, Citizens Economy and Efficiency Commission
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January
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Accountability
and Delivery of Municipal Services to Unincorporated Areas
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July
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A Review of the
Report Issued by the Health Crisis Manager Entitled Governance of the
Department of Health Services
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January
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1995
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Reengineering
Patient Care at Los Angeles County’s Department of Health Services
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October
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Review of
the Proposed Restructuring of the Internal Services Department
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June
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Asset
Management Strategies for the Los Angeles County Real Estate
Portfolio
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September
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Risk
Management and Liability Cost Study
Follow-up
|
May
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Report on
the Consolidation of the Department of Health Services Human Resources
Function with the Department of Human Resources
|
August
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Analysis of
the Collections and Collection-Based Activities of the Natural History
Museum of Los Angeles County
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April
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Legislative
Reform: Addressing Critical Economic Issues
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March
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1994
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The
Management of Juries Within Los Angeles
County
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December
|
|
1993 Annual Report,
Citizens Economy and Efficiency
Commission
|
March
|
|
A Model to
Evaluate the Performance & Objectives of Los Angeles County
Commissions, Committees & Task Forces
|
March
|
|
Synopsis of Publications
1965-1993, Citizens Economy and Efficiency
Commission
|
June
|
|
|
|
|
|
|
|
1993
|
|
Los Angeles
County Risk Management Program Review
|
September
|
|
1992 Annual
Report, Citizens Economy and Efficiency Commission
|
March
|
|
A Strategy
to Reduce Retirement Costs Within Los Angeles
County
|
September
|
|
A Review of
Actions Taken by Los Angeles County on Proposition "A"
Contracting Requirements
|
June
|
|
Synopsis of Publications
1965-1992, Citizens Economy and Efficiency
Commission
|
March
|
|
County
Budget and Economic
Growth
|
May
|
|
|
|
|
|
|
|
1992
|
|
Los Angeles County
Policies And Practices Governing Retirement Eligible Benefits
|
November
|
|
Public
Access to Decision Making -Los Angeles County Board of Supervisors
|
July
|
|
Civil
Disturbance
|
May
|
|
|
|
|
|
|
|
|
|
|
1991
|
|
Recommendations
For The Internal Services Department (ISD)
|
August
|
|
Real
Property Management & Development in Los Angeles County
|
August
|
|
Report of
The Task Force on Sunset Alternatives
|
June
|
|
|
|
|
|
|
|
|
|
|
1990
|
|
Security
Systems in Los Angeles County
Government
|
October
|
|
Report on
the Executive Structure of Los Angeles County Government
|
July
|
|
|
|
|
|
|
|
1989
|
|
Family
Services in Los Angeles County Government - Volume II
|
February
|
|
Family
Services in Los Angeles County Government - Volume I
|
February
|
|
|
|
|
|
|
|
1988
|
|
Role of the
Chief Administrative Office and Asset Management in Los Angeles
County
|
December
|
|
Report on
Children's Social Services in Los Angeles County - Volume II
|
June
|
|
A Joint
Organizational And Process Study of The Department of Beaches And Harbors,
Parks And Recreation, Public Library And Facilities Management Department
|
October
|
|
Report on
Children's Social Services in Los Angeles County - Volume I
|
June
|
|
|
|
|
|
|
|
1987
|
|
Report on Contracting
Policy in Los Angeles County Government
|
August
|
|
|
|
|
|
|
|
|
|
|
1986
|
|
Property
Management in Los Angeles County Government
|
December
|
|
Hearing
Procedures of Regional Planning
|
July
|
|
Implementation
of Commission Recommendations Concerning Security Systems
|
August
|
|
Implementation
of County Reorganization And Systems Improvements: Agricultural
Commissioner/Weights And Measures
|
June
|
|
|
|
|
|
|
|
1985
|
|
Implementation
of County Reorganization And Systems Improvements
|
December
|
|
Medical
Examiner\Coroner
|
June
|
|
Facilities
Management Department Organizational and Development Study
|
April
|
|
|
|
|
|
|
|
|
|
|
1984
|
|
Security
Systems in Los Angeles County Government
|
October
|
|
|
|
|
|
|
|
|
|
|
1983
|
|
Decision
Making And Organization - Los Angeles County Government - Volume III
|
June
|
|
Decision Making
And Organization - Los Angeles County Government - Volume II
|
June
|
|
Decision
Making and Organization - Los Angeles County Government - Volume I
|
June
|
|
|
|
|
|
|
|
|
|
|
1982
|
|
Mechanical
Department
|
June
|
|
Inventory
and Materials Management
|
January
|
|
|
|
|
|
|
|
1981
|
|
Report on
The Court System - Los Angeles County
|
October
|
|
|
|
|
|
|
|
|
|
|
1980
|
|
Selected
Current Civil Service Issues
|
July
|
|
Attachment B
- Report on The Economy & Efficiency Commission
|
June
|
|
Proposition
13 in Los Angeles County - Before And After
|
February
|
|
|
|
|
|
|
|
|
|
|
1979
|
|
Contracting
for Security Services
|
September
|
|
Challenge
for the 1980's: Can We Govern Ourselves?
|
January
|
|
|
|
|
|
|
|
1978
|
|
Statement on
County Proposition "A" Contracting With Private Firms
|
October
|
|
Statement on
Proposition 8 and Senate Bill 1, the Behr Bill
|
May
|
|
Cost
Reduction in Los Angeles County Government
|
August
|
|
Impact of
New County Formation
|
May
|
|
Report on
The Economy & Efficiency Commission
|
July
|
|
Statement on
Proposition 13, The Jarvis-Gann Initiative
|
April
|
|
Statement on
Proposed County Charter Amendment "A" Deletion of The Prevailing
Wage Clause
|
April
|
|
|
|
|
|
|
|
|
|
|
1977
|
|
The Los
Angeles County Budget-Selected Issues and Recommendations
|
June
|
|
Request for
Legislation Providing for the Appointment of 34 Additional Superior Court
Judges
|
April
|
|
Recommendations
on the Prevailing Wage Clause and the Automatic Salary Step Increase
Plan
|
February
|
|
|
|
|
|
|
|
|
|
|
1976
|
|
Operation of
The West Los Angeles County Resource Conservation District
|
December
|
|
County
Proposition "B"
|
June
|
|
Formation of
Canyon County
|
October
|
|
Commission
Structure for the Department of Public Social Services
|
June
|
|
County
Propositions "A" and "B" Elected Mayor and Size of the
Board of Supervisors
|
October
|
|
The New York
City Crisis And Los Angeles County Government: Organization,
Employment And Compensation
|
May
|
|
Pros and
Cons on Proposition "A" and Proposition "B"
|
September
|
|
Report on
the Economy & Efficiency Commission
|
May
|
|
Summary
Report on The Activities of The Economy & Efficiency Commission
|
September
|
|
Proposed
Charter Amendment to Remove Department Heads and Chief Deputies from Civil
Service Status
|
February
|
|
Eliminating Automatic
Step Increases and Controlling Supervisory Costs in Los Angeles County
Government
|
September
|
|
The New York
City Crisis And Los Angeles County Government
|
January
|
|
|
|
|
|
|
|
1975
|
|
Report on The
Department of Facilities
|
December
|
|
Request to
Review Recommendations for Change in the Arboreta and Botanic Gardens
Ordinance
|
May
|
|
Report on
Commissions and Committee Assigned to the Department of Public Social
Services (DPSS)
|
November
|
|
Report on a
Separate Auditor Department
|
April
|
|
Filling
Vacant Elective Offices in Los Angeles County
|
November
|
|
Commission
and Committee Compensation in Los Angeles County Government
|
April
|
|
Report on
The Paramedic Committee
|
August
|
|
Recommendations
on The Authority of The Employee Relations Commission
|
April
|
|
Establishment
of Commissions and Committees in Los Angeles County Government
|
June
|
|
Report on
The Committee on Emergency Medical Care
|
February
|
|
|
|
|
|
|
|
1974
|
|
Progress
Report on a Separate Auditor Department
|
December
|
|
County Chief
Executive And Size of The Board of Supervisors
|
July
|
|
Progress
Report on Strengthening the Emergency Medical Care Committee
|
December
|
|
Special
Investigative And Management Audit Agency
|
July
|
|
Report on
the Economy & Efficiency Commission
|
December
|
|
Appointing
Authority and Operating Responsibility of the Arboreta and Botanic Gardens
and the Otis Art Institute
|
June
|
|
Report on
The Business License
Commission
|
October
|
|
Appointment And
Supervision of the Director of Regional Planning
|
March
|
|
Operation of
The Museum of Natural
History
|
September
|
|
|
|
|
|
|
|
|
|
|
1973
|
|
Civil
Service and Collective Bargaining in Los Angeles County Government
|
December
|
|
Charter
Study Issues
|
May
|
|
Charter
Proposals for the 1973 Special
Election
|
August
|
|
Audit
Function for the Board of Supervisors
|
April
|
|
Summary
Report - E & E Commission
|
June
|
|
Design and Construction
of the Criminal Courts Building
|
January
|
|
|
|
|
|
|
|
1972
|
|
Summary
Report - E & E Commission
|
November
|
|
Proposed
Charter Amendments
|
August
|
|
Chief Administrative
Officer's Recommended Construction Improvements Program
|
November
|
|
Fire
Protection Services in Los Angeles
County
|
June
|
|
Management
of Construction Projects/Los Angeles County - Vol. II
|
September
|
|
Summary
Report - E & E Commission
|
April
|
|
Management
of Construction Projects/Los Angeles County - Vol. I
|
September
|
|
Amendments
to The Report on The Department of Public Administrator-Public Guardian
|
March
|
|
|
|
|
Report on
The Department of Public Administrator-Public Guardian
|
February
|
|
|
|
|
|
|
|
1971
|
|
Employee
Relations and Salary Determination in Los Angeles County
|
July
|
|
Consolidation
of County Departments and Centralization of Public Information Function
|
May
|
|
Summary
Report - E & E Commission
|
February
|
|
|
|
|
|
|
|
|
|
|
1970
|
|
Study of the
Los Angeles County Charter
|
July
|
|
|
|
|
|
|
|
|
|
|
1969
|
|
County
Architectural Services
|
March
|
|
|
|
|
|
|
|
|
|
|
1968
|
|
Executive
Compensation in Los Angeles County Government
|
May
|
|
Executive
Compensation Study Evaluation
|
February
|
|
|
|
|
|
|
|
1967
|
|
Consolidation
of Sheriff-Marshal Bailiff and Civil Process Functions in Los Angeles
County
|
September
|
|
Executive
Compensation Study
|
April
|
|
|
|
|
|
|
|
1966
|
|
Recommended
Board Action on County Compensation Policies and Practices Report
|
November
|
|
County
Personnel Organization and Administration
|
July
|
|
County
Compensation Policies and
Practices
|
August
|
|
Organization
Planning in County Government
|
May
|
|
Charter Amendment on Personnel
Functions
|
August
|
|
Report on
Civil Service Operations
|
May
|
|
|
|
|
|
|
|
1965
|
|
Civil
Service Operations
|
November
|
|
Productivity
in County Departments
|
October
|
|
Validity of
The Joint Salary Survey of
March 1, 1965
|
June
|
|
|
|
|
|
|
|
|
|
|
INDEX
|
|
|
|
|
|
|
County Organization
|
1
|
The New York
City Crisis and Los Angeles County Government
|
4
|
|
Internal
Services Department (ISD)
Restructuring
Review
|
1
|
Report on
the Department of Facilities
|
4
|
|
A review of
the Report Issued by the Health Crisis
Manager Entitled Governance of the Department of
Health Services
|
1
|
Report on
Commissions and Committees Assigned to the Department of Public Social
Services (DPSS)
|
5
|
|
Reengineering
Patient Care at Los Angeles County’s Department of Health Services
|
1
|
Report on
the Paramedic Committee
|
5
|
|
Report on
the Consolidation of The Department of Health Services Human Resources
Function With The Department of Human Resources
|
1
|
Request to
Review Recommendations for Change in the Arboreta and Botanic Gardens
Ordinance
|
5
|
|
Review of
the Proposed Restructuring of the Internal Services Department
|
1
|
Report on a
Separate Auditor Department
|
5
|
|
Analysis of
the Collections and Collection-Based Activities of the Natural History
Museum of Los Angeles County
|
1
|
Report on
the Committee on Emergency Medical Care
|
5
|
|
Recommendations
for The Internal Services
Department (ISD)
|
2
|
Progress
Report on a Separate Auditor Department
|
6
|
|
Report on
the Executive Structure of Los Angeles County Government
|
2
|
Progress
Report on Strengthening the Emergency Medical Care Committee
|
6
|
|
Family
Services in Los Angeles County Government – Volume 1
|
2
|
Report on
the Business License Commission
|
6
|
|
Family
Services in Los Angeles County Government – Volume 2
|
2
|
County Chief
Executive and Size of the Board of Supervisors
|
6
|
|
Role of the Chief
Administrative Office And Asset Management in Los Angeles County
|
2
|
Special
Investigations and Management Audit Agency
|
6
|
|
A Joint
Organizational And Process Study of The Department of Beaches and Harbors,
Parks And Recreation, Public Library And Facilities Management Department
|
3
|
Appointment
and Supervision of the Director of Regional Planning
|
7
|
|
Report on
Children’s Social Services in Los Angeles County – Volume II
|
3
|
Amendments
to the Report on the Department of Public Administrator – Public Guardian
|
7
|
|
Report on
Children’s Social Services in Los Angeles County – Volume I
|
3
|
Report on
the Department of Public Administrator – Public Guardian
|
7
|
|
Medical
Examiner\Coroner
|
3
|
Consolidation
of County Departments and Centralization of Public Information Function
|
7
|
|
Facilities
Management Department Organizational and Development Study
|
3
|
Consolidation
of Sheriff-Marshal Bailiff and Civil Process Functions in Los Angeles
County
|
8
|
|
Mechanical
Department
|
3
|
County
Personnel Organization and Administration
|
8
|
|
Impact if
New County Formation
|
4
|
Organizational
Planning in County Government
|
8
|
|
Impact Of New
County Formation
|
4
|
|
|
|
Commission
Structure for the Department of Public Social Services
|
4
|
County Operations
|
8
|
|
The New York
City Crisis and Los Angeles County Government: Organization, Employment
and Compensation
|
4
|
Accountability
and Municipal Service Delivery to Unincorporated
Areas
|
8
|
|
|
|
A Model to
Evaluate the Performance & Objectives of Los Angeles County
Commissions, Committees & Task Forces
|
8
|
|
|
|
A Strategy to
Reduce Retirement Costs Within Los Angeles County
|
8
|
|
|
|
|
|
|
Los Angeles
County Policies and Practices Governing Retirement Eligible Benefits
|
9
|
Legislation
|
14
|
|
Hearing
Procedures of Regional
Planning
|
9
|
Legislative
Reform: Addressing Critical Economic Issues
|
14
|
|
Implementation
of County Reorganization and Systems Improvements: Agriculture
Commissioner/Weights and Measures
|
9
|
County
Budget and Economic Growth
|
14
|
|
Decision
Making And Organization – Los Angeles County Government – Volume III
|
10
|
Proposition 13
in Los Angeles County – Before and After
|
14
|
|
Decision
Making And Organization – Los Angeles County Government – Volume II
|
10
|
Statement on
Proposition 8 and Senate Bill 1, the Behr Bill
|
15
|
|
Decision
Making And Organization – Los Angeles County Government – Volume I
|
10
|
Statement on
Proposition 13, he Jarvis-Gann Initiative
|
15
|
|
The Los
Angeles County Budget – Selected Issues and Recommendations
|
10
|
Statement on
Proposed County Charter Amendment “A” Deletion of the Prevailing Wage
Clause
|
15
|
|
Operation of
the West Los Angeles
County Resource Conservation District
|
10
|
Request for
Legislation Providing for the Appointment of 34 Additional Superior Court
Judges
|
15
|
|
Eliminating
Automatic Step Increases and Controlling Supervisory Costs in Los Angeles
County Government
|
11
|
County
Propositions “A” and “B” Elected Mayor and Size of Board of Supervisors
|
15
|
|
Audit
Function for the Board of Supervisors
|
11
|
Pros and
Cons on Proposition “A” and Proposition “B”
|
15
|
|
Fire
Protection Services in Los Angeles County
|
11
|
County
Proposition “B”
|
16
|
|
County
Architectural Services
|
11
|
Proposed
Charter Amendment to Remove Department Heads and Chief Deputies from Civil
Service Status
|
16
|
|
Report on
Civil Service Operations
|
11
|
Charter
Proposals for the 1973 Special Election
|
16
|
|
Civil
Service Operations
|
11
|
Charter
Study Issues
|
16
|
|
Productivity
in County Departments
|
11
|
Proposed
Charter Amendments
|
16
|
|
|
|
Study of the
Los Angeles County
Charter
|
16
|
|
Real
Asset Management
|
12
|
Charter
Amendment on Personnel
Functions
|
17
|
|
Asset Management
Strategies For The Los Angeles County Real Estate
Portfolio
|
12
|
|
|
|
Real
Property Management & Development in Los Angeles County
|
12
|
Courts
|
17
|
|
Property
Management in Los Angeles County Government
|
12
|
The
Management of Juries Within Los Angeles County
|
17
|
|
Inventory
and Materials Management
|
12
|
Report on
the Court System – Los Angeles County
|
17
|
|
Design and
Construction of the Criminal Courts Building
|
13
|
|
|
|
Chief
Administrative Officer’s Recommended Construction Improvements Program
|
13
|
Contracting
|
18
|
|
Management
of Construction Projects/Los Angeles County – Vol. I
|
13
|
A Review of
Actions Taken by Los Angeles County on Proposition “A” Contracting
Requirements
|
18
|
|
|
|
Report on
Contracting Policy in Los Angeles County Government
|
18
|
|
Risk Management
|
14
|
Statement on
County Proposition “A” Contracting with Private
Firms
|
18
|
|
Risk
Management and Liability cost Study Follow-Up
|
14
|
|
|
|
Los Angeles
County Risk Management Program Review
|
14
|
Policy
|
19
|
|
|
|
Review of
the Relationship between Los Angeles County and State Government
|
19
|
|
|
|
Public
Access to Decision Making – Los Angeles County Board of Supervisors
|
19
|
|
|
|
Civil
Disturbance
|
19
|
|
|
|
Selected
Current Civil Service Issues
|
19
|
|
|
|
Challenge
for the 1980’s: Can We Govern Ourselves
|
19
|
|
|
|
|
|
|
Recommendations
on the Prevailing Wage Clause and the Automatic Salary Step Increase Plan
|
19
|
Summary Report
on the Activities of the Economy & Efficiency Commission
|
24
|
|
Formation of
Canyon Country
|
19
|
Report on
the Economy & Efficiency Commission
|
24
|
|
Filling
Vacant Elective Offices in Los Angeles County
|
20
|
Report on
the Economy & Efficiency Commission
|
25
|
|
Establishment
of Commissions and Committees in Los Angeles County Government
|
20
|
Summary
Report – E & E Commission
|
25
|
|
Commission
and Committee Compensation in Los Angeles County Government
|
20
|
Summary Report
– E & E Commission
|
25
|
|
Civil
Service and Collective Bargaining in Los Angeles County Government
|
20
|
Summary
Report – E & E Commission
|
25
|
|
Employee
Relations and Salary Determination in Los Angeles County
|
21
|
Summary
Report – E & E Commission
|
25
|
|
Executive
Compensation in Los Angeles County Government
|
21
|
|
|
|
Executive
Compensation Study Evaluation
|
21
|
|
|
|
Executive
Compensation Study
|
21
|
|
|
|
County
Compensation Policies and Practices
|
21
|
|
|
|
Validity of
the Joint Salary Survey of March 1, 1965
|
22
|
|
|
|
|
|
|
|
|
Security
|
22
|
|
|
|
Security
Systems in Los Angeles County Government
|
22
|
|
|
|
Implementation
of Commission Recommendations Concerning Security Systems
|
22
|
|
|
|
Security
Systems in Los Angeles County Government
|
23
|
|
|
|
|
|
|
|
|
Commission Documents
|
23
|
|
|
|
Synopsis of
Publications 1965-1995, Citizens’ Economy and Efficiency Commission
|
23
|
|
|
|
1993 Annual Report
– Citizens’ Economy and Efficiency Commission of Los Angeles County
|
23
|
|
|
|
1992 Annual
Report – Citizens’ Economy and Efficiency Commission of Los Angeles County
|
24
|
|
|
|
Synopsis of Publications
1965-1992, Citizens’ Economy and Efficiency Commission
|
24
|
|
|
|
Report of
the Task Force on Sunset Alternatives
|
24
|
|
|
|
Attachment B
– Report on the Economy & Efficiency Commission
|
24
|
|
|
|
Report on the
Economy and Efficiency Commission
|
24
|
|
|
|
|
|
|
|
|
