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Show t I'E'Pl UTAHS CONTROVERSIAL ATTORNEY T nivrrscl Microfilm An Exclusive Interview, Page 2 CIRCULATION 278-286- 0 A MOST UNUSUAL CONTEST NEWS, ADVERTISING 278-286- 8 PAGE 6 ACTION ADS 278-41- 42 County Road Tiff Flares ta Being a county commissioner is a tough There are some compensations. The traditional and time tested - if not honored, method of building and maintaining roads Every taxpayer who ends up with a flooded basement, or a big road in front of in Salt Lake County has been his house that he didnt want, remembers the particular commissioner county The system means that the commisthat answered, theres nothing I caa sioner with most seniority and a party do about it come election time. majority can take over the reins of the roads and bridges department. Since theres no civil service within this force of over 400 men, the senior commissioner has the opportunity to repay all the favors and help extended him during the rigorous ordeal of a campaign. It common parlance its called the spoils system. During the past few weeks the very core of that system has been challenged by q formidable group of taxpayers the contractors of Salt Lake County, represented by their trade organization, the Assocb ated General Contractors. The contractors say they caa do It better and cheaper. Besides they pay taxes, and would like the opportunity to get some of that tax money back. Last week our lead story in the Review The county claims they can do it cheapwas headlined "No Questions Asked in Six er. They point out that they don't have State Storey," It told how a 19 year old to pay scale of over $3.00 per hour, and reporter had gone to six liquor stores that they don't have to pay taxes. selected at random, aad had attempted Both sides point to statistics to back successfully, without any requests for up their arguments, but the public isnt In a very good position to Intelligently age or Identification to buy liquor. Seven! interesting reactions followed. nalm, the arguments of either side. Three people asked us what our reason Theewads tad Bridges department perwas for running the story, it's quite forms a variety of tasks, including making it was a good news story. and fixing the roads, manufacturing mulch simple As with any good sews story it should which Is necessary for surfacing, and seek to inform, which this one did. It running the sanitation department. An should, if It can, call the community's additional functloo is the supervision of attention to a situation which requires the flood control department crews, a correction. We didnt editorialize on the subject of hot controversy during the matter, since we felt no editorial was last few months. The system of cost accounting within necessary. We hope the story performed a public the roads and bridges department fails service, because that's what we intended... to spell out very succinctly Just how that and information.... and that's all. much the county is paying for each specifThe chairman of the liquor commis-sio- n, ic function. Natural J. w Pace, asked the county the commissioner who has attorney, Grover S. Giles, to draw up the roads aid bridges plum under his complaints against the six cashiers inwing will be reluctant to allow any diluvolved. He brought them out for the tion; this has applied equally to RepiDli- She isn't signing. reporter to sign. That wasnt the intent of the story, it (Continued oa page 4) was hoped that corrective measures would ensue that would correct the situation. Some amusing reactions were also in evidence. We had a few phone calls from teenagers, with eloquent sarcasm saying thanks a lot. Perhaps the most interesting reaction came from a lady who admittedly looks much younger than she is, but who has To the dismay of those Involved, it three children, one in high school, and is entirely possible that within two years who remembers her 35th birthday with the Granger-Hunt- er and Kearns areas of a little wistfulness, she was asked for the Salt Lake Valley may contain two major her identification in the Sugarhouse store. regional shopping centers. The situation has apparently been corThe possibility, In fact probability, rected. is even more shocking when considering the estimates of experts that one shop-in- g of this type should serve facility Norman Rosenblatt an area of 100,000 to 300,000. By 1985 the Salt Lake Valley Master Plan pro- Job Little Hoover Group Asks For 5 Man Board , Manager The Morning Aff&r Who, What, When, Where, Why And FOOTBALL season is here, aid Dale Beam, center and Bill Jones, halfback, both from Skyline High School get into the spirit of die season. More sports news Including Skyline games on pages B 11 aad 12. Yes, How Come?? Three Hurt In Post Game Melee Randy Barker is a more at Olympus Friday night Randy 14 year old leaders. 2. Requiring the board to hire a general manager, with the approval of the governor. The board would determine broad policy, the general manager-woul- d be accountable to the board, and could be removed by it If performance standards were not met. 3. Reorganize the department into three divisions, buying, selling and admin- Last High School. and four companions us went to the game at Derks Field. Olympus won 6. After the game the boys dashed out to the parking lot to get to their car early before the crowd started. Randy's older brother, two Juniors and another sophomore were in the group. The five ran into a large crowd of boys in the parking lot, one of whom asked What school are you from? Randy replied "Olympus, and the next thing he felt was a fist driving hard into his South-olymp- 7-- (Continued on Page 4) Nr' TEXT OF REPORT r Jects a population of sot more than 200,000 the area. How did it happen? The story, or saga, is repleat with drama, accusation and innuendo. It tests the very core of zon- ing regulations and their relation to free enterprise. It would be very surprising if this situation did not write some kind of national history, let alone effect to a considerable degree the lives of thousands of people in the Salt Lake Valley. The struggle now lies between two giant department stores, always competitive in downtown Salt Lake City, and two formidable groups of investors, and very deeply through the story runs a slight suggestion of political interest. Three sites have been mentioned for a regional shopping center in the area, and this week one at the three proponents announced that they had permanently abandoned any idea of developing theirs. ZCMI will discontinue any attempts to obtain zoning for a location at 2700 est and 4100 South, and will go ahead with Doxey-Layton their site at 2700 West and 3500 South. Dean R Williams, of ZCMI stated that the store expected to be in business for the fall season in 1967. The story began some four years ago when Graham W. Doxey of Doxey Layton Co, the developers that built Foothill Village, took a look at the Granger area and decided it would be ripe for a shopping center in a few years. Theres a difference, Doxey-Layto- n, realized between a neighborhood shopping center and a regional one. The latter (Salt Lake Valleys only one now is the Cottonwood Mall) requires a large commitment cf cash, and firm promises from some particular large types of businesses, mainly a department store The department store is the crux of on vice-presid- ent v jt . . . Are you a contest lover? The Femws got a roost unusual contest on page 8 of this issue The motives for running this one arent entirely unselfish cm our part. We want to know what you thirk of the Review's columns. B-- The purchase, distribution, sale, and control of alcoholic beverages in Utah are supervised by the Liquor Control Commission. The commission employs approximately 240 persons and operates 30 stores, 57 package agencies, and a central warehouse in Salt Lake City from which liquor is distributed to stores and agencies. During fiscal year 1964-6- 5, operations of the Liquor Control Commlssionshowed the following financial results: VICTIM of Friday night beating is Randy Barker, 14 year old Olympus sophomore and son of Mr. and Mrs. George W. Bar- Crowd A Percent any regional shopping center and Doxey-Layto- n realized that their plans could go no place without one. So they started working on ZCMI. This institution, known as Americas oldest department store, expressed an interest in a shopping center In that area, but gave Doxey-Laytlittle reason to believe they would be the at least inthebegin- developers nln' on (Continued page 5) of sales Liquor Sales $18,698,000 100 Wholesale cost of liquor 12,122,000 64 7 Administrative expense 8 1 1512,000 Net profit 5,327,000 28.5 It is evident from the above description that the Liquor Control Commission is a business enterprise at major proportions. Although limited in its operations by certain statutory restrictions, its primary function is to purchase, warehouse, and sell alcoholic beverages in the State of Utah. The profits derived from this enterprise are transferred to various funds and used to support state and local on fair-hair- ed Wet Year programs. 9. Let the board determine pricing policies. 10. Discourage liquor manufacturer's resident agents. 11. An outside audit The commissions report suggests that cost reductions of one quarter at a million dollars are possible with these ges. Into each life some rain must fall, but too much has fallen on the Salt Lake County Water Conservancy District, as well as some of the flood devastated areas of the county Robert B Hilbert, general manager of the district, said the heavy rainfall this summer has been good for the customer's viewpoint, but is "poor from ours We are not actually hurt," Mr Hilbert explained, "but the unexpected moisture may curtail our planned improvements The district attempts to estimate how mich water they will use each year, butj this is "Ike counting your chickens before they hatch," he said water sales generally go up each year because the Heres A Good One articles and features and also bow Ike our ads Top prize is a color television set. you This one's worth entering and it gives you a chance to sound off a bit at us if you ike ture of its decision-maki- process and ng Conclusions I Although the Liquor Control Commission is a business. enterprise, its organization aad administrative practices are not conducive to sound business management and have resulted in serious problems. The most significant of these problems are listed below; iTbe commission form of organizations with administrative responsibility and authority divided between three full-ticommissioners is contrary to all principles of effective business management. The assignment of responsibilities and organizational relationships at the division and section levels do not promote efficient and economical operation. Many tested aad effective methods and procedures for efficient and economical business management have not been adopted and implemented by the Liquor Control Commission, making its operations unwieldy, Inefficient and costly. The commission has failed to aggressively pursue income improvement oppor- -t unites within the framework of existing laws and the mores of the community. Present legal and budgetary restrictions also have inhibited the ability to take advantage of these opportunities. The present commission has recognized some of these problems. However, little action has been taken due to statutory and budgetary restrictions, the unwieldy na- - erpre-tati- on Recommendations After careful evaluation of the problems outlined above, this Commission on the Organization of the Executive Branch of the Government offers recommendations for change and improvement 1. ORGANIZATION Authority and responsibility for administering the Liquor Control Act and for promulgating rules for its enforcement has been assigned to three full-ticommissioners, appointed by the Governor for staggered six year terms. Each commissioner is assigned administrative responsibility for one or more of the current four operating divisions. The present organizational structure of the Liquor Control Commission is described is Exhibit I following this page. 1. Discontinue the Present Full-TiAdministrative Commission and Establish in its Place a Part-TiBoard of Direce, tors and a Professionally Trained General Manager The present commission develops policy and exercises administrative control. The assignment of administrative and operational responsibilities to a three member commission violates all principles of sound business management. Many cf the problems existing today In the Liquor Control Commission can be directly traced to the commission form of administration and its inherent inefficiencies. The most significant of of these problems are the following: me Full-Tim- day-to-d- Bad Deal For Some (Continued on Page 4) Contest Lover? areas. organizational structure, and its ti of moral restrictions. ker. for 5. Look at purchase rather than rent of stores. 6. Convert small low profit stores into package agencies. 7. Improve inventory turnover from its present 5 to 1, to a more favorable 10 to 1. 8. put stores In growth and tourist It said the present organization of the commission and its administrative practices are not conducive to sound business management and have resulted in serious problems. istering. 4. Buy Instead of lease the present . Following is the bulk of the text of the warehouse. report, certain explanatory paragraphs have been cut in the interest of space; sopho- Both Agree . . Twos PKIL HANSEN, Utahs colorful and controversial Attorney General talks about a wide variety of topics in his side f the story cf his first nine months in office, an exclusive interview with the Review on page two of this issue The State of Utah may be raking the its liquor sales, but the Little Hoover Commission is convinced that fact doesnt mean liquor control here is 100 proof satisfactory. The Commission last night recommended some sweeping changes in the organization and operation of the liquor control commission. These Included: 1. Reorganizing the commission with five man board of directors made up at prudent and experienced community dough on ay Responsibilities Responsibility is divided and accountability is diffused and In the dynamic operation of an efficient wholesale-reta- il business, quick decisions and actions are necessary in adjusting to changes in the market if costs are to be controlled and sales levels maintained. However, under the existing organizational structure, decisionsconcernlngsuppliers, purchases, inventory levels, pricing, employment and utilization of personnel location cf stores and package agencies can only be made by the a ask. Therefore, many administrative decisions cannt be made without extended meetis, discussions, and compromises, resulting in delays and reduced efficiency. Assignment of functional responsibly, ties to (Efferent commissioners prevents effective management of the total enterprise. Commissioners tend to become involved (Continued on Page 4) |