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Civil Grand Jury reports (Volume 1976-77) online

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This bill provides for service by Jurors for two consecutive years, of
which one-half would be members impaneled the previous year.

It has been the experience of this Grand Jury that a con-
siderable part of the term is spent becoming familiar with various
departments and matters that require investigation. This is true
even with the availability of previous Grand Jury Reports. About
the time sufficient knowledge is obtained to make searching inquiries
there is little time to do so before the term is ended. If personnel
with the experience and knowledge of the outgoing Grand Jury were
carried over to the incoming Jury much of this delay would be elimi-
nated. Not only would valuable time be saved but the Jury would be
able to carry out its functions with greater efficiency.

Finally the Code should have some provision for making the
department heads more responsive to the Grand Jury recommendations
by making their replies public. One solution would be to require
the responsible officials to conduct public hearings when the same
recommendations have been made by two or more Grand Juries and cor-
rective action has not been taken. The present code has little or
no requirement for action other than a written reply to the Board of

-VII-



INTRODUCTION (continued)

Supervisors and the Presiding Judge regarding the Jury's recommen-
dations. Such a lack of procedures weakens the purpose of the System.

The Trend of The City

Being given the priviledge of observing the overall pic-
ture of the City's activities this past year, the Grand Jury members
feel it has become increasingly apparent that the City is placing
greater and greater emphasis on tourism.

This is evidenced particularly by support with funds and
energies of such projects as the George R. Moscone Convention Center
and its surrounding properties. The expansion of tourist facilities
on Port property is another example. These are being done while
neglecting to give proper support, by adequate maintenance and capital
improvements to existing City facilities. There is also a diminished
interest in maintaining light industry in the City, which has a sound
economic base and stable employment. However, greater reliance is
being placed on service industries relating mainly to tourism with
less stable and lower paying jobs.

These comments are offered not in support nor as criticism
of this trend. It is to call to the attention of the citizens of the
City the direction in which the City is headed and to give them the
opportunity to reflect upon which political and business leaders will
most closely represent their desires for the future of San Francisco.



-VIII-



MAYOR

1. This Grand Jury wishes to express its grief at the
assassinations of Mayor George Moscone and Supervisor Harvey Milk.

2. This Grand Jury did not have the opportunity of meeting
with the late Mayor George Moscone , but from what we have been able
to gather, he was a dedicated man who wanted to do his best for the
people of San Francisco. Of course, in a City of our size, we found
those that disagreed with his policies — none the less we shall all
miss him.

3. After Mayor Feinstein's installation, she was able to
meet with this committee only two times.

4. We commend Mayor Dianne Feinstein for gathering the City
together and continuing to run our municipality.

Most recently Mayor Feinstein and her delegation returned
from the People's Republic of China. This was the first time ever
that a delegation from the United States was led by a Mayor.

Mayor Feinstein succeeded in having San Francisco and Shanghai
participate in a Friendship City relationship, the world's largest
city, and like San Francisco, a port city and a city of high culture.
This still has to be ratified by the Shanghai Revolutionary Committee
when it meets next month. No American city has had such a relation-
ship with a city in China. If all goes well this will be approved by
the Revolutionary Committee in July and then, either in late summer
or early fall, Shanghai will send a delegation to San Francisco for
the formal signing ceremonies. Clearly, the Friendship City agreement
was a most important achievement.

Other accomplishments were, obtaining a commitment that the
first Chinese flag ship, following the signing of Maritime agreements
between China and the United States, will come tc the Port of San
Francisco. In addition, the Chinese will be sending a delegation to
inspect our Port next month. If all goes well, the promise of a great
deal of trade between the Port of San Francisco and China looks very
good in the future. Mayor Feinstein says that it won't happen over-
night, but it will happen.

Indications are that the first charter flight from Shanghai,
our future Friendship City, will land at San Francisco International
Airport. Ours will be the Gateway City for China.

The first Chinese Trade Fair in the United States will be
held right here in San Francisco, probably in the fall of 1980. Our
competition was New York and Chicago, which will have shows, but
after San Francisco.

-1-



MAYOR (continued)

In the words of Mayor DIanne Peinstein: "it was a
fantastic trip and a most successful one." We congratulate the
Mayor and her committee on their accomplishments.



CONTROLLER

On each occasion that this Grand Jury met with the
Controller, the first question we asked was: In what shape,
financially, is the City and County of San Francisco?" Each
time the Controller answered that the City is in fine shape,
financially. The last time we met with the Controller and his
staff on May 17, 1979, the Controller told us that for the year
1978-79 we would have a $59 million surplus; that we expect State
bailout monies, (because of Proposition 13), to be about $117
million, that General Obligation Bonds of $14 million were sold
and given AAA ratings by Moody's and an AA rating by Standard and
Poor's; that the $97 million bonds for the George R. Moscone
Center were also sold easily. The above sounds good and is, but
there are certain things that do have to be pointed out and" acted
upon if this department is to function properly and efficiently.

Of the $59 million surplus, $20 million are monies that
have been appropriated by various departments in the City and County
and not used during the year 1978-79. These monies are put in the
Controller's General Fund. Consequently, our surplus is actually
$39 million. There are financial accounting problems, as pointed
out by the Touche Ross & Company report on their audit for the
fiscal year ending June 30, 197o and submitted to the Board of
Supervisors on January 22, 1979. In particular they comment upon
the deficiencies in the current operations of the FIRM (Financial
Information and Resources Management) . Also included in their report
is that the Controller's system of internal accounting control
conforms to generally accepted auditing and accounting systems.
At this point, it should be noted the Controller ' s letter to the
Board of Supervisors dated February 23, 1979 , comments on ^is
report. The Controller's office is rectifying many of the defi-
ciencies noted In the Touche Ross & Company report.

During our meeting with the Controller and some of his
staff on May 17, 1979, he told us that some of the deficiencies
have been corrected and others are still being worked on and will
be corrected.

Implementing the FIRM and FAMIS (Financial and Accounting
Management and Information System) systems has put a strain on
the Controller's staff. Some of the auditors used in auditing



-2-



CONTROT.t.kr (continued)

various departments in the City are being used in implementing
and training personnel in the new accounting systems. Mr. John
Farrell, the Controller, now has on his staff Mr. John Madden who
is the Controller's Staff Assistant and Systems Training Officer
for the FIRM and FAMIS systems. Mr. Madden is now working with
the Controller's staff and other departments in explaining and
implementing these new accounting systems.

One high priority in the Controller's office has been
the hiring of a Senior Departmental Personnel Officer, for the
recruitment, evaluation and training of his offices personnel.
The Controller's request for this new position has been approved
in the 1979-80 budget. This hopefully, with some other changes,
will stop the high turn over in the Controller's office.

Mr. Farrell also told us that thirteen new auditors are
being hired. This will help alleviate the backlog in auditing
of the various city departments.

This Grand Jury strongly recommends that they look into
more space requirements needed by the Controller's office. With
asiles loaded with printouts and temporary storage boxes it is
difficult to move around and creates a fire hazard. This space
requirement needed for the Controller's office should be made in
conjunction with Electronic Data Processing (EDP). (See following
report on EDP). We also recommend that the employee probationary
period be lengthened from six months to a year to adequately observe
and evaluate new personnel. After the twelve month period new
employees' salaries should be increased to that of outside industry.
This will give new employees a feeling of more permanence, that is
much needed, since a great deal of the turn over in the Controller's
office has been due to personnel leaving for higher paying jobs in
outside industry.

This Grand Jury and Committee commends Mr. John C. Farrell,
Mr. Francis Byrne and Mr. John Madden for their dedication to their
fiscal responsibilities to the City and County of San Francisco
and also for their open and honest communication with this Committee.



ELECTRONIC DATA PROCESSING

The Electronic Data Processing Department (EDP) is present-
ly working under tremendous handicaps. This Grand Jury recommends
that the EDP Priority Committee (with the main push coming from the
Controller's Office) immediately look into increasing the central
site computer capacity. EDP is now running at 100# capacity. With
the implementation of the new FIRM (Financial Information and

-3-



ELECTRONIC DATA PROCESSING (continued)

Resources Management) and FAMES (Financial and Accounting Manage-
ment and Information System) systems, the number of departments
that want to get into EDP and those departments now on EDP that
want more and more information, EDP must be moved from City Hall
to an area where adequate space and energy source are available.

This Grand Jury was very surprised going through the main
computer room and seeing computers and other equipment squeezed in
along side one another, with very small aisles making it difficult
to walk through. Computer printouts were stacked high in the aisles
and outside in the hallways. Not only it is difficult to move
around, this situation creates a tremendous fire hazard. We were
very fortunate during the riots at City Hall on May 21, 1979, that
fires did not do more damage than they did. City Hall has no
sprinkler system, smoke detectors or fire alarms. With all the
invaluable information and very expensive computers in EDP, this
deplorable condition must be resolved immediately.

We also recommend, as have previous Grand Juries, that
the probationary period for new employees be increased from six
months to twelve months. Training in this department is often
more than six months and the need for adquate evaluation is very
necessary. It is also recommended that the pay scale for those
that have finished the training program and probationary period,
be put on a par with outside industry.

We commend Mr. Henry Nan jo and his staff for doing as
good a job as well as they do under great pressure and with the
various obstacles they have to contend with.



ART COMMISSION

The Art Commission, under the direction of Martin Snipper
with Joan Ellison as Assistant Director, both dedicated to their
positions, is responsible for representing and maintaining the
cultural and artistic life of the City; which includes the Pops
Concerts, the Neighborhood Arts Program and Community Cultural
Centers .

Other responsibilities include reviewing and approving
designs of new municipal buildings, the licensing of street mer-
chants and care and maintenance of public works of art. The Art
Commission shall supervise and control the expenditure of all
funds appropriated and purchase works of art for adornment of all
municipal buildings.



-4-



ART COMMISSION (continued)

Because of the difficult economic situation in which the
City finds itself, the area of culture is extremely vulnerable to
budget cuts. The challenge of the Art Commission is to produce
products of such high quality that their elimination would cause
civic misgivings.

More and more neighborhoods are becoming interested in
advancing their culturally beneficial programs in their own commu-
nities, and through the efforts of the CETA program and the aid
that the CETA artists provide, these communities are able to contin-
ue to bring such cultural benefits to their neighborhoods.

The CETA arts program currently has about 150 employees
working in various jobs throughout the city. At the present time
the Art Commission is training seven key employee CETA positions
so that when the present CETA program is over on August 31, 1979>
they will be able to continue many of the ongoing programs under-
way while new CETA employees are trained.

In summary, the Art Commission is performing its primary
function of bringing the arts to the citizens of San Francisco,
and assisting the educational institutions and the neighborhoods
in continuing programs of art.

This Grand Jury recommends to the Board of Supervisors
that they put more "teeth" in ordinance No. 30-69, Sec. 3.13,
"Appropriation for Adornment of Proposed Public Structures", so
that the conflict that now exists between various departments and
the Art Commission can be eliminated.



Charles K. Desler
Olimpia M. Xavier

Morris Rabkin, Chairman



-5-



BOARD OF EDUCATION

The Educational Redesign Proposal of Dr. Robert Alioto,
Superintendent of Schools, was implemented in the Fall of 1978.

The Educational Proposal represents an effort by the
Unified School District to provide the City's students with an
education that prepares them both for higher education and for future
employment.

The proposal will establish a framework for the stability
and continuity of instruction as follows:

A system of kindergarden to fifth grade elementary schools
which stress the basic skills with programs that relate to:

Middle schools, grades 6-8, where first priority is to
competencies and to provide exploratory experiences which prepare
students for:

Four-year high schools which provide both a general and
specialized curriculum leading to higher education and/or the world
of work.

The foundation of the redesign framework is to improve the
student's basic academic skills in the areas of reading, writing and
mathematics.

Galileo High School is the vocational school for business
study and has a full time staff. It offers an excellent preparation
for students planning to get a college degree with specialization in
general business and prepares students seeking future employment.

The present school population is 62,000. Busing will be
reduced 50% and will result in savings of approximately $1.6 million
over a five year period.

SAN FRANCISCO UNIFIED SCHOOL DISTRICT MONEY SOURCES



1977-1978


Federal and


State


Local




29%




71%


1978-1979


Federal and


State


Local




69%




31%



The budget for the general Education Fund is subject to
review and approval by the Board of Supervisors and is funded by Fed-
eral, State and Local sources as seen above.

The purpose of centers for the child care program is to pro-
vide educational opportunities for physically handicapped and mentally
retarded pupils, who are found to be ineligible for any other regular
class. At the present the program would enroll 3,000 children.



-6-






BOARD OF EDUCATION (continued)

The closing of schools is not a function of the Redesign
Program, but rather a direct result of an enrollment which dropped by
nearly 30% in the last seven years.

Savings by reduced cost of building maintenance, utilities
and staff after schools closed is $4.9 million.

The School District expects the property left unoccupied
by the Redesign to be put to use by being rented or leased.

The lease of Fremont School to the Police Department should
be consumated before June 30, 1979, allowing the Department to take
possession on July 1, 1979 and commence paying the School District
$104,000 per year. The delays which were not anticipated in October,
1978, were overcome and the mutually beneficial relationship should
begin July 1, 1979.

It is estimated that the Community College District will pay
to the School District rental fees similar to the 1978-1979 fiscal
year and will not increase the number of School District facilities/
rooms currently under lease. The anticipated income for 1979-1980
is $190,000.

Income growth will occur between 1979 and 1983 as the number
of leases and rentals increase. The major rentals consumated in 1979-
1980 will include the lease of Fremont, Andrew Jackson and Laguna Honda.

At the time of this writing Hetch Hetchy, the Department of
Social Services and Health Department are interested in leasing
space from the School District. This Grand Jury feels that the needs
of local City and County govermental agencies and departments should
be given first consideration in these rentals.

Dr. Alioto stated that 1,250 teachers are being laid off
as a result of the $23 million budget cut by the state. The early
retirement plan will reduce the firing of many teachers.

This Jury commends Dr. Alioto for two major areas of accom-
plishment this year.

1) Following through on his vast Redesign Program, and work-
ing the transition as smooth as possible, and 2) working within drastic
budget cuts and facing up to the hard fact that teachers layoffs are
necessary and inevitable to achieve a balanced budget and implementing
this regretable task, although the reduction of student population
and subsequent school closures have eased this.



-7-



COMMUNITY COLLEGE DISTRICT

The San Francisco Community College District provides all
ages 18 and over equal educational opportunites regardless of natural
origin, marital status, age or physical handicap.

The City College Divison and the Community College District
headed by Mr. Herbert Sussman, provides evenings and Saturday credit
courses, on and off campus as part of its regular program of instruc-
tion. The evening curriculum consists of university courses as well
as semi-professional courses. Students may thus earn the degree of
Associate in Arts or Associate in Science and also prepare for transfer
to universities and state and private colleges. City College offers
credit courses for students who wish to take their first two years
there then transfer to a four year college.

The Downtown Community College Center on the corner of 4th
and Mission streets began full-time operation on the 5th of February,
1979. The beautiful new eight- story College is also earthquake
resistant up to 8.5 magnitude. Its maximum utilization is a 10,000
student capacity, and the center has surpassed its immediate goal of
attracting 5,000 students in its first year. The College building
cost $9.1 million.

To meet the educational needs of the general public, credit-
free courses are offered with no fees or tuition to the student, fees
may be required of certain courses.

A student may enter a course at any time with the consent of
the instructor, if space is available. He also may study as long as
necessary to gain required skills. In most cases students may enroll
in a class simply by attending the frist class meeting.

In order to enroll in certain courses leading to a certific-
ate of completion the student may be required to complete certain pre-
requisites, such as placement testing or previous levels of educational
achievement.

The addition of the eight-storied building to house the
Downtown Community College did not fully alleviate the need for more
school space in other areas of the City. Since the Community College
is a State supported institution and no funds are required from the
City, it is obvious that additional funds to cope with disticts
problems must come from the State Legislature.



William Noaks

Blossie C. Williams

Flora Aramian, Chairman
-8-



SAN FRANCISCO FIRE DEPARTMENT

The Fire Department's budget for the fiscal year 1978-79
has again been cut to 95% of last year's budget, which had also been
cut the previous year.

As of this report, there are 1544 uniformed men as com-
pared to last year at this time when there were 1686 uniformed men.
As a result of the budget cut there will be no funds available for
hiring of new men, and, taking into consideration retirement and
resignations during the coming year, we are very concerned that
the level of fire protection that has been afforded to the people
of San Francisco will be reduced.

Chief Casper and his men are working very hard under diffi-
cult times. Many firefighters are working overtime to provide the
dedicated service the people of San Francisco have had in the past.

The Fire Department this year has responded to many more
calls. Below is a list of incidents for the first 8 months of this
fiscal year as compared to last year:





1977-78


Total Incidents


21,002


Fires


4,729


False Alarms


6,449


Rescue Calls


2,799


Resuscitations


852


Greater Alarms


61



1978-79


Change


22,870


+ 8.9%


5,349


+ 13.1%


7,491


+ 16.2%


3,275


+ 17.0%


1,499


+ 75.9%


78


+ 27.8%



As you can see there was a very sharp increase in resuscitation
calls. Chief Casper has expressed the department's need for personnel
training to qualify men for Emergency Medical Technicians. However,
budget cuts make it impossible to have such a program this year. Taking
into consideration that most incident calls have increased, we want to
again stress the importance of the decreasing budget and manpower in
the department.

Arson fires have decreased slightly this year (a decrease
of 3.7%) but it is still a major crime in San Francisco. We are glad
to report that the Arson Task Force has added an additional man from
the District Attorney's office and from the Police Department. Arson
arrests are up for this year (+2.92%) and we express our appreciation
for a fine job.

The Communication Center of the Fire Department is equipped
with the most sophisticated equipment available. A call into the center
is responded to within minutes and is monitored the entire time.



-9-



FIRE DEPARTMENT (Continued)

One area of controversy this year was the funding of the
Fireboat Phoenix. The Port has paid for the first three quarters
and the last quarter will be paid by the Fire Department. As of
July 1, 1979, the Fireboat will be put on a standby basis. The
Fire Department, Port and Board of Supervisors are trying to arrive
at an equitable solution. As of this report there has been no final
determination. We feel that the Fireboat is an important piece of
equipment to have operating full-time with the increasing develop-
ment of the Port. The new Fireboat Phoenix will be ready for
service sometime in 1981.

We again would like to commend Chief Casper and his men
for continuing to give the people of San Francisco the protection
they have received in the past even though they are working under
such difficult restraints.



EMERGENCY SERVICES

The office of Emergency Services is dedicated to protect-
ing and saving the lives and property of the people of the City and
County of San Francisco. This office is our main source of con-
trolling emergency operations for any possible disaster that may
occur.

This department, under the office of the Mayor, has been
headed for the past 10 years by Mr. Edward Joyce. During his time
as Director, Mr. Joyce has brought our disaster plans up to state
and federal standards so that the City and County of San Francisco
may be fully reimbursed by both agencies. During this fiscal year,
the emergency programs continued to be fully approved by state and
federal governments. Approval of our program is required to main-
tain eligibility for receiving federal matching funds. The federal
matching funds provide 50% reimbursement to the general fund for
staffing and administrative costs.

The office of Emergency Services has moved to its new



Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 23 of 32)