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Chapter 7
Personnel
Personnel administration is a strategic management activity that substantially determines the quality of the city's
work force and greatly influences the effectiveness and cost
^f the city government. The proposed charter reflects the
nportance of the personnel function as well as the following goals of the Charter Commission: (1) provide an organizational arrangement for personnel administration that
is compatible with the proposed governmental structure;
(2) promote responsibility in officials and employees; (3)
preserve the existing strong civil service and merit systems;
(4) modernize the present detailed charter material and
allow flexibility for meeting changing employer and employee needs; (5) clarify salary-setting machinery; (6)
strengthen the administration of the retirement and pensions
systems; and (7) protect employee rights and benefits.
The study and resolution of issues on personnel subjects
were difficult aspects of the Commission's work. Due to
the importance and technical nature of personnel matters,
the Commission retained Chester A. Newland as a personnel consultant. At the time he was retained, Dr. New-
land was a faculty member at the University of Houston.
At present, he is on leave of absence from the University
of Southern California, and is serving as Director of the
Lyndon Baines Johnson Library at the University of
Texas. Dr. Newland completed a detailed study of the
present charter material on the civil service system, salary-setting procedures, employee relations and collective
bargaining, and the organization for personnel administration within the city. Also included in his study were the
city's pensions and retirement systems, the administrative
structures for these activities, and related issues. His re-
ort was very helpful in the Commission's resolution of
personnel issues and in preparing this chapter of the report.
THE MUNICIPAL MANPOWER CHALLENGE
The report of the Municipal Manpower Commission,
which was published in 1962, warned that there was not
then, and would not be in the near future, sufficient qualified persons in the administrative, professional, and technical categories to meet the requirements of local government.1 This study group called for new policies on the
part of state and local governments, universities, and other
agencies to meet the continuing needs.
The City of Los Angeles has met its personnel needs
fairly well. It has recruited and trained a cadre of capable
city employees from the large and diverse manpower pool
in the Los Angeles area. The city's highly professionalized
personnel staff and strong civil service system have promoted employee performance along with job security.
Nevertheless, it has not been easy to maintain an adequate
personnel system. Stress caused by an increasing work
load as the city government has grown, doubling and redoubling in size to its current 43,000 employees, has made
it necessary to amend frequently the charter's personnel
provisions. Despite the adjustments, the charter continues
to hamper the city in its efforts to obtain more and better
people in a highly competitive job market.
As is true of society in general, the work of the city has
become more technical and demanding. City officers and
employees are expected to work out solutions to the urban
problems facing our society. Accordingly, to meet the
45
Object Description
| Title | City government for the future, 1969-07 |
| Description | Section 2: City government for the future: report of the Los Angeles City Charter Commission. Los Angeles, California: Los Angeles City Hall, 1969 July. PART OF A SERIES: A critical component of the Commission's investigation centered on the idea that governance of the LAPD was shared between the Office of the Chief of Police, an administrative body, and the Board of Police Commissioners, a citizen body. To better understand the dynamic between these two entities, the staff of Heller, Ehrman, White, & McAuliffe researched the history of the Los Angeles City Charter, focusing primarily on its provisions regarding the distribution of power and the structure and organization of the LAPD. Included in the series are reproductions of reports, dissertations, article clippings, excerpts from city documents, and charter amendments related to the charter's conception and development over time. The series also includes several summaries of expert witness interviews regarding the effectiveness of this structure. |
| Coverage date | 1809; 1850/1974; 1984 |
| Publisher (of the original version) | Los Angeles City Hall |
| Place of publication (of the original version) | Los Angeles, California, USA |
| Publisher (of the digital version) | University of Southern California |
| Date issued | 1969-07 |
| Type | texts |
| Format | 253 p. |
| Format (aat) | reports |
| Format (imt) | application/pdf |
| Language | English |
| Contributing entity | University of Southern California |
| Part of collection | Independent Commission on the Los Angeles Police Department, 1991 |
| Series | Heller, Ehrman, White & McAuliffe |
| File | Los Angeles City document index |
| Box and folder | box 21, folder 7, item 3 |
| Provenance | The collection was given to the University of Southern California on July 31, 1991. |
| Rights | This work is licensed under a Creative Commons Attribution 4.0 International License. https://creativecommons.org/licenses/by/4.0/ All requests for permission to publish or quote from manuscripts must be submitted in writing to the Manuscripts Librarian. Permission for publication is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission of the copyright holder, which must also be obtained. |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Repository name | USC Libraries Special Collections |
| Repository address | Doheny Memorial Library, Los Angeles, CA 90089-0189 |
| Repository email | specol@dots.usc.edu |
| Filename | indep-box21-07-03 |
Description
| Title | City government for the future, p. 58 |
| Format (imt) | image/tiff |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Full text | Chapter 7 Personnel Personnel administration is a strategic management activity that substantially determines the quality of the city's work force and greatly influences the effectiveness and cost ^f the city government. The proposed charter reflects the nportance of the personnel function as well as the following goals of the Charter Commission: (1) provide an organizational arrangement for personnel administration that is compatible with the proposed governmental structure; (2) promote responsibility in officials and employees; (3) preserve the existing strong civil service and merit systems; (4) modernize the present detailed charter material and allow flexibility for meeting changing employer and employee needs; (5) clarify salary-setting machinery; (6) strengthen the administration of the retirement and pensions systems; and (7) protect employee rights and benefits. The study and resolution of issues on personnel subjects were difficult aspects of the Commission's work. Due to the importance and technical nature of personnel matters, the Commission retained Chester A. Newland as a personnel consultant. At the time he was retained, Dr. New- land was a faculty member at the University of Houston. At present, he is on leave of absence from the University of Southern California, and is serving as Director of the Lyndon Baines Johnson Library at the University of Texas. Dr. Newland completed a detailed study of the present charter material on the civil service system, salary-setting procedures, employee relations and collective bargaining, and the organization for personnel administration within the city. Also included in his study were the city's pensions and retirement systems, the administrative structures for these activities, and related issues. His re- ort was very helpful in the Commission's resolution of personnel issues and in preparing this chapter of the report. THE MUNICIPAL MANPOWER CHALLENGE The report of the Municipal Manpower Commission, which was published in 1962, warned that there was not then, and would not be in the near future, sufficient qualified persons in the administrative, professional, and technical categories to meet the requirements of local government.1 This study group called for new policies on the part of state and local governments, universities, and other agencies to meet the continuing needs. The City of Los Angeles has met its personnel needs fairly well. It has recruited and trained a cadre of capable city employees from the large and diverse manpower pool in the Los Angeles area. The city's highly professionalized personnel staff and strong civil service system have promoted employee performance along with job security. Nevertheless, it has not been easy to maintain an adequate personnel system. Stress caused by an increasing work load as the city government has grown, doubling and redoubling in size to its current 43,000 employees, has made it necessary to amend frequently the charter's personnel provisions. Despite the adjustments, the charter continues to hamper the city in its efforts to obtain more and better people in a highly competitive job market. As is true of society in general, the work of the city has become more technical and demanding. City officers and employees are expected to work out solutions to the urban problems facing our society. Accordingly, to meet the 45 |
| Filename | indep-box21-07-03~058.tif |
| Archival file | Volume68/indep-box21-07-03~058.tif |
