California. Grand Jury (San Francisco).

Civil Grand Jury reports (Volume 1976-77) online

. (page 2 of 32)
Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 2 of 32)
Font size
QR-code for this ebook

tive evaluations of department performance, and thereby aid in deter-
mining the necessary procedural revisions. Hence, this could be deemed
another reason to enlarge our computer capacity, with possible opti-
mization of systems and operational procedures.

As an example, EDP has set up, and is in the process of con-
ducting a series of workshops with and for the Controller's Accounting
Staff. These workshops are established to train the users of the
computer system. The purpose of the program is three-fold:

1. To familiarize the Controller Management Staff with
current applications performed for the Controller's office;

2. To promote a better understanding of mutual requirements
and an appreciation of the problems of both the Controller's Accounting
and Data Processing Divisions;

3. To plan toward improving the effective use of EDP capa-
bilities in the Controller's Office.

This is but one instance of training programs for one depart-
ment that all departments require.

Also, an alleviation of particular training is sometimes
necessary, as is shown in the new system that went into effect in the
Fire Department, in November, 1976. SAFER (System for Assignment of
Fire Equipment and Resources) is a system which supplants the old peg-
board and bell system. There are terminals in every station house,
and when an alarm is turned in, a voice will transmit information to
the fire house that is to respond, and a print-out will come through
indicating the date, time, location of incident, equipment required,



etc. The terminals also retain which other houses and equipment are
in use, and will automatically alert the next house to respond or
standby .

The most long sought after system coming into operation this
year, however, is the FAMIS System, (Financial and Accounting Manage-
ment Information System), a budget program system.

The contract for system design has been signed with Peat,
Warwick and Mitchell, and is to be completed in 3 phases:

I. Determination or identification of Budget Program,
this to be completed in 1978;

II. Budget and Performance System, partial implementation
is due in July, 1979;

III. Standard Setting of Performance Evaluation due in
approximately April, 1982.

This entire system will cost approximately $4,000,000 and
it is expected, within 6 years of use, to save some $6,000,000, and
will be far more helpful in determining departmental and project budgets.
The potential of helping save the taxpayer from the ever rising tax
rate is astronomical.

Recommendations :

Investigation by this Jury has determined three areas of
concern in EDP. The first, as previously mentioned, is the lack of
computer capacity. The second area is training and evaluation.

EDP is reputed for its high standards of training, and this
is most commendable. However, it is recommended that the probationary
period of new employees be extended to 12 months, as training in this
department is often more than 6 months in duration and the need for
adequate evaluation is most necessary.

Thirdly, there is a lack of firm policy in determining secu-
rity on the release of information. Pending further Federal and State
law on the security of computer information, the City should have def-
inite written policy to insure against the arbitrary release of infor-

Currently pending review and approval are procedures for
obtaining and releasing data. The new policy would require approval
of release of information from the following:

1. The owner of the material stored in the computer, (the

department, bureau, agency or commission whose information



is on the Controller's computer)

2. Approval of legal counsel to the Controller;

5. Approval of the Director of EDP; (all information would
have to be obtained from the Controller's EDP department,
and with such authorized EDP personnel in attendance.)

4. No such release of information shall be given on an on-
going basis, but must be renewed via appropriate channels,
at regular intervals.

The potential of Electronic Data Processing is most impressive,
and the management and direction under Henry Nanjo, is most efficient.
It is only hoped that future budget requests of EDP for expanding the
capacity of the computer system will be granted, to benefit many City


The Art Commission is an association of architectural,
theatrical, musical and literary professionals, whose primary concern
is in the review of design to enhance public buildings to add to the
beauty of the City.

The other areas of concern would be in the various activities
or performances the Commission endorses and sponsors.

The Pops Concert has been in existence for over twenty-five years and
generates much interest, draws one of the largest crowds, and is always
filled to capacity. However, the concert revenue is not as large as
it could be, due to the fact that many organizations receive discount
tickets, and some even free tickets. The purpose behind this activity
however, is to bring the arts to the people and not keep it out of
reach of those unable to afford it.

The Neighborhood Arts Programs (NAP) are community organizations formed
and advised 'aj the Art Commission to organize those interested communi-
ties into theater, dance, music and poetry groups to advance an interest
and participation in the arts, and to utilize the ethnic backgrounds
which exist and bring these to others.

The l??C-77 NAP budget was approximately ill 4, 000, and received
£100,000 in private donations and approximately $150,000 ;.n grants and
discretionary fund support. More and more neighborhood: - are becoming
interested in advancing this culturally beneficial program in their
own communities, and through the efforts of the CETa program, and the


ART COMMISSION (continued)

aid that the CETA artists provide, these communities are able to con-
tinue to bring such cultural benefits to their neighborhoods.

The CETA Arts Program currently has 102 employees working in variou
capacities throughout the City.

The rules by which these CETA people are governed are much
less stringent than those imposed on an office worker. Their purpose
is, "to test and satisfy the growing public demand for art services....
to relieve recessionary pressures on non-profit art organizations and
agencies, and broaden significantly the services to San Franciscans
offered by art institutions, community centers and other agencies."
This is done by contacting communities, neighborhoods, and those inter-
ested in developing a more basic grasp of everyday application art.

Better than ^0% of those employed through the CETA Arts
Program are currently supplementing many art programs in our City
School system. As monetary support for art, music and dance are cu1
from the educational curriculum, these CETA artists are requested by
the schools to supplement these educational programs and help to keep
them alive. This is not meant to imply that these workers are teachers,
they are artists advancing the arts. However, due to their unusual
scope of employment, working hours and locations, it is recommended
that an on-going procedure of job-site checking by individuals in a
supervisory capacity be more fully complied with.

As a tremendous backlog of requests for CETA Artists currently
exist, further solicitation has been restricted.

This had become necessary due both to the lack of sufficient
personnel to accomplish the requests and in view of the fact that fed-
eral funds will soon be exhausted.

Street Merchant Licensing is another responsibility of the Art Commis-
sion. A major concern in this area is with the issuing of licenses to
the Street Merchants. The rules of "hand crafted", and "original design
of materials" are many times not adhered to by the merchants, and the
recommendation of this Jury is directed at the Art Commission to more
carefully review both the new applications and the existing permits of
the merchants and be assured that these rules have been complied with
or refuse to issue a new license, and/or withdraw existing permits.

It is also the duty of the Art Commission to disperse the
Street Merchants within those areas allowed and provided (for the
Streets Merchants). There has been some problem in this regard, and
the Art Commission should more firmly seek assistance of other City
Departments in an attempt to alleviate this problem area.

In summary, the Art Commission is performing its primary
function of bringing the arts to the citizens of San Francisco, and


Aim COMMISSION (continued)

assisting the educational institutions and the neighborhoods in the
continuing programs of art, and we hope that the CETA Arts Program
will be supported and future funds obtained to continue to assist the
various departments and people of San Francisco.

Aileen McC arty-
Edith Pearlman
Leslie Evans

Kathleen Calkin, Chairman



There have been a number of major changes in the San
Francisco Unified School District this year; it is difficult to evalu-
ate some of these as the programs have not been in effect long enough
to produce results. We recognize that there are no immediate, easy
solutions to the complex problems that face the District.

The San Francisco Federation of Teachers became the exclusive
representative for the District's 5000 teachers. It is hoped that this
will simplify bargaining procedures and allow for more reasonable
negotiations that will result in a satisfactory agreement for both
teachers and the District.

The Board of Education adopted a Board Policy outlining a
new administrative organization, and describing the offices and their
functions. The Office of the Superintendent of Schools is responsible
for the development and operation of programs of instruction so that
San Francisco schools may offer quality education. ^he Superintendent
is the chief executive of the District and is responsible for the
administration of the business functions. The Office of Management is
responsible for all non-instructional services, including the office of
Secretary of the Board, Data Processing, Internal Audit, Budget and
Finance, and Management Services. The Office of Instruction is
responsible for coordinating all instructional activities including the
Children's Centers, Planning and Evaluation, Instructional Support and
supervision of the Area Superintendents.

As part of Superintendent Robert Alioto's redesign, the
Unified School District opened four school district area offices in
an effort to decentralize the administration. Each office is headed
by an area superintendent who will be responsible for the educational
programs of the approximately thirty-four schools in his area. This
decentralization is intended to bring services closer to the schools
and to make the administration more accessible to the public.

The Unified School District is on a program budget, which
has been found helpful in the few years since it has been implemented.
Two financial reports have been introduced this year. The Quarterly
Budget Review gives the current status of the General Fund, Children's
Centers Fund, Development Centers Fund, County General Education and
School Services Fund, Cafeteria Fund and Federal/State Aid with
projections of year-end balances. The Three-Year Projection on
Revenues and Expenditures, to be revised annually, is an effort to
provide a basis for long-term planning. It lists projections on
revenues, expenditures, salaries, local school tax rates, student
enrollment and any other factors that might affect the budget.



A new early retirement plan for teachers was adopted by the
school board in April. Employees who have worked for the district at
least ten years, and are between fifty and sixty years old may retire
and work on a consulting basis for up to five years. Under this plan,
teachers would receive roughly forty percent of their salary from
the State Retirement Fund as well as State Health Benefits. VJhen
called upon to perform consulting services they would be paid $150
per day for assistance in solving specific problems. The school
district will save over $14,000 per teacher yearly with this plan.
Besides the substantial savings, allowing teachers to retire earlier
will give the district greater flexibility in working with declining
enrollment. Six hundred teachers are currently eligible and 1000 will
be eligible to retire in the next three years.

Superintendent Alioto and the Board of Education have
finally faced up to the fact that with declining enrollments, the
Unified Schools need fewer school buildings. At the end of May, it
was voted to close five schools: Geary, Frederic Burke, Pacific
Heights and Parkside Elementary Schools, and Portola Junior High. This
Jury recognizes that it was a hard, unpopular decision, and commends
the Board for making the necessary first move. It is estimated that
these school closings will save the district $525,000 annually in
administrative costs and Oil million in building construction costs
since these buildings will not have to be earthquake proofed.


The major goal of the Community College District is to give

all adults living in San Francisco the opportunity to continue their

education, to provide an atmosphere conducive to growth and learning.

Their success at this is shown by the fact that about 80,000 people of

all ages and backgrounds are taking advantage of these programs.

In order to further this goal, the Community College District
is divided into two separate systems, each with its own president:
City College and Community College Centers.

City College provides courses with credit for students who
wish to take their first two years there, then transfer to a four-year
college. There are also many two-year programs for those who wish to
prepare for a career. Besides its large campus, City College offers
credit courses at several of the Community College Centers and is part
of the Bay Area TV-Consortium, which offers college-via-TV. City
College is the largest two-year college in the State, with an enroll-
ment of over P5,noo students.

The Community College Centers offer non-credit courses


through seven centers; they offer classes at about 180 branch locatio:
spread throughout the City. Their emphasis is on variety so that
everyone might benefit. m eachinr English as a second language, taking
about 20'* of the Centers' budget, is an important part of education in
San Francisco . The Centers also offer special classes for senior citi-
zens, the handicapped, people working for elementary and high school
diplomas and other special Interests.

Dr. Louis 7. Batmale, Chancellor of the District since its
beginning: in l n 70, retired at the end of June, l n 77- We would like to
commend him for the excellent job he has done; he will be missed. After
a thorough search, the Governing Board has named Herbert Sussraan,
president of the '!ew York City Community College in Brooklyn, to replace
»r. Batmale.

As lack of classroom space continues to be a problem for
the College Centers, we recommend that the Unified School District
cooperate in allowing its vacant facilities to be utilized as much
as possible by the College District.

George Kardum
Dagmar "eyer

Barbara Belling, Chairman



The 1976-77 Grand Jury has undertaken to evaluate further
the effect of decreased salaries, cut benefits and the change in
working hours on the fire fighters of San Francisco,

The original budget of the Fire Department for the 1976-77
fiscal year allowed 1,632 uniformed Firemen to comprise the protec-
tive fire force in San Francisco. In October, 1976, there were 82
positions deleted due to cuts in the budget; 70 retirements and
approximately 50 sick leave/disability vacancies, leaving the true
number of active personnel at approximately 1,430. In March, 1977*
the vacancies had climbed to 231, leaving only l,28l uniformed Firemen
to protect 49 square miles of homes and property.

San Francisco is a very unique City, with its winding hills,
woodi-framed buildings, the crosswind factor between the Bay and the
ocean, not to mention our current drought situation, all creating
great fire hazards. To attempt to place San Francisco on a comparable
scale with any other City in California is an error by virtue of the
fact that no other City in California has these same characteristics.

The startling drop in the uniformed fire fighters from the
originally budgeted 1,632 to our current l,28l, leaves San Francisco
in a very precarious position, because there has been a dramatic rise
in the number of 3rd, 4th, and 5th alarm fires. Between 1975 and 1976,
the number of major alarms has doubled. After granting the Fire
Department a 1976-77 budget to provide the City with these 1,632 fire
fighters, the Board of Supervisors advised Fire Chief Andrew Casper
that he must come up with $3,000,000 in savings by fiscal year end.
To adhere to this directive, Chief Casper had to put a freeze on
all new hires.

Chief Casper has done a commendable job in attempting to
compensate for this low level force, and he has requested the present
staff to work overtime. Another result of the low level staff is
that the Chief is required to send smaller contingents to respond to
fires, this resulting in longer periods of time to contain the blaze,
accounting for the increase in multiple alarm fires.

Morale is one of the major problems in the Fire Department
at present, and as Firemen do not receive time and a half for double
shifts, in the alternative they do receive compensatory time off.
However, in actuality, this is not possible, as they are understaffed
to begin with and cannot take it. On the other hand, when the men
agree to work the extra shift at regular pay, rather than take
compensatory time, the costs to the City could be great. An overworked
staff is not the most efficient in either attitude or physical capa-
bilities. Further, the men in the Fire Department are dedicated to



their job of saving lives and property, and believe that when their
own City will not provide funds for an adequate staff, they must wonder
if they are working with and for people who do not care as much as
they. Another results of the low morale problem is with the eligible
retirees taking advantage of their situation and retiring from the
force, reducing the force to its present l,28l level.

Turning to the problem of hours in the Fire Department,
when the voters passed the initiative on the 10-14 system (10 hours
on and 14 off/14 hours on and 10 off), they were actually returning
the department to a situation they left over 20 years ago, primarily
because the 10/14 system created serious problems in family life for
the Firemen. The fighting force of the Fire Department will not
necessarily be subject to increase, save for the number of retirement
positions now open, and the need of filling these. However, the
administrative staff will now have to coordinate and report on all of
the activities created by the change in shifts every 10/l4 hours, and
will inevitably have to be increased.

Equipment in the Fire Department is also of paramount impor-
tance. It is recommended, therefore, that a more realistic look be
taken at the age and condition of the Departments ' s first line
vehicular equipment. To maintain safety in vehicles, engines are
used for 15 years, and trucks for 20 years, then retired to a relief
status for 5 years. In the 1976-77 budget, 4 engines and 3 trucks
were due to be placed in relief status; 21 vehicles were requested
for replacement — none were granted. It should not be necessary that
the City wait to replace necessary equipment until after serious
da m a g e has been done, (as with the repair of the cable car depression
beams made only after numerous injuries had been sustained).

The 1976-77 Grand Jury would like to extend its appreciation
and gratitude to the fire fighting force of San Francisco for their
dedication and valor; and to Fire Chief Casper for his leadership
and continuing efforts in his difficult job, but one well done.



The City and County of San Francisco Emergency Services
organization will plan, prepare for and conduct operations in order
to accomplish the following objectives in the event of a major
disaster or City emergency:

1. Save lives and protect property.

2. Repair and restore essential systems and services.

3. Provide a basis for direction and control of emergency
operations .

l\. Provide for the protection, use and distribution of
remaining resources.

5. Provide for protection and continuity of government.

6. Coordinate operations with the emergency service
organizations of other Jurisdictions.

The position of this Jury, as well as with past Grand Juries,
in the matter of an Emergency Coordination Center, and the need of the
9-1-1 communications system, is that it should be funded or proposed
as a bond issue. Some of the advantages of building a coordination
headquarters are:

1. Fifty percent of the funds required would be Federally
subsidized, because the City government is required to
be prepared for any nuclear disaster which could occur;

2. To provide one secured location to house all communi-
cations, i.e., Fire Department, Police Department,
Ambulance Services, would also provide one solution
to some of the overcrowded departments;

3. A single location for emergency communications provides
for better coordination and control of all departments
involved with handling the emergency.

San Francisco is fortunate to have several prime locations
for such a communication center, and Emergency Services feels that
this center is most necessary. The present cost is estimated to be
$3 million but this figure will escalate in the future due to
spiraling inflation.

We commend Mr. Edward Joyce, Director of Emergency Services,
for his efforts in maintaining this important department for the



protection of the people of San Francisco and for the fine rapport
he has established with the other Bay Area counties in a Joint effort
for the safety of all.


The investigation of the San Francisco Airport facilities
and managing staff, under the direction of William J. Dwyer, revealed
a very dedicated, responsive and progressive management.

The forecast of services to patrons at San Francisco Airport,
after the completion of the expansion of the present facilities, will
provide accomodations for 18 to 30 million passengers. Just over
18,000,000 passengers were assisted at San Francisco Airport in
1976-77, and an estimated 19,600,000 patrons are anticipated in 1977-78.

The new North Terminal building, currently under construc-
tion, is scheduled for opening in the 1978-79 fiscal year, and the
total completion of the expansion program is due in 198*1. It is
anticipated that this will be the last expansion program at the
Airport in view of the fact that there is no room for further
growth. It is believed that, with facilities capable of accomodating
approximately 30,000,000 passengers , the need of further growth will
not be necessary.

Through the various rental charges, landing fees, conces-
sions, etc., the Airport has been able to become a self-sustaining
entity, and has in fact started repaying the general fund for the
bond indebtedness incurred in 1957, at the rate of $1,000,000 per year.

The Airport medical facilities are most impressive and
unique in the sense that these facilities are within the Main Terminal
building of the Airport, as opposed to most other airports which have
small first aid stations outside the main terminal areas.

These facilities, under the direction of Dr. Lawrence A.
Smookler, are most complete, well managed and staffed 2k hours a day.
Emergency vaccinations, which might be required for overseas travel,
can be provided at a moment's notice; a fully equipped mobile cardiac
and respiratory vehicle, capable of responding to an emergency within
approximately 3 minutes is maintained; provisions of first aid to
workmen, employees, and passengers are also available. Highly endorsed
by this Jury is the purchase of one more mobile unit, which will be
accomplished once the expansion of the Airport facilities has been

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 2 of 32)