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Civil Grand Jury reports (Volume 1976-77) online

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office located at 814 Mission Street with a substantial savings
in rent from its previous location at 6221 Geary Blvd.

As mentioned in last year's Grand Jury report, Mr. Joyce
feels that there is a great need for a central location to house
all communications, i.e., Fire Department, Police Department and
Ambulance Services. There has been a study made on a potential
site. As of this report, this is still being reviewed. It is the
recommendation of this Grand Jury that a central location would
better control and coordinate departments that would be involved
in an emergency situation, and we consider this to be top priority.

We would like to commend Mr. Joyce for his fine efforts



in maintaining such high standards for this office for the pro-
tection of the people of San Francisco. This jury learned from
Mr. Joyce that he will be retiring at the end of this fiscal
year and we hope that his successor will continue to serve this
office and the people of San Francisco as effectively as Mr. Joyce
has during his time as Director.


Under the direction of Mr. Richard Heath, we found the
Airport to be a very well managed department and this committee
received a most courteous and organized tour.

We visited the newly completed North Terminal. The main
tenant is United Airlines, which unfortunately had been on strike
for several months causing substantial loss of revenue to the Air-
port. The new North Terminal itself will be the tenth largest in
the world.

The break-even operating budget for this fiscal year is
approximately $76,000,000. The Airport is expected to handle
24,000,000 passengers by the year 1982. With the new addition to
the parking facilities it will be able to handle up to 7,000 cars.
The target date for completion of the additional parking is 1981.

The medical facility at the Airport is headed by Dr.
Lawrence Smookler. We found the medical services available at the
Airport very impressive. San Francisco is the only airport that
has a full medical clinic. They average 50 people per day for various
medical treatments. They also give examinations to airline personnel.
They can respond to any portion of the Airport within minutes with
a portable ambulance that Dr. Smookler has devised. This ambulance
is equipped with the most sophisticated life saving devices avail-
able. We felt that with the increase of traffic that is expected
in the near future, Dr. Smookler' s clinic is in great need of more
space and we hope this can be achieved in a short time.

We also met with Chief Dempsey who at the time of our
meeting was in charge of Airport Police. There was at that time
some conflict with the San Mateo Sheriff's Department as to who
has jurisdiction. We have since learned that the Airport Police
have been taken over by the San Mateo Sheriff's Office. The Air-
port Police Force presently has 207 officers and does a fine job.

The people of San Francisco should take pride in the very
efficient manner in which the Airport is being managed by Mr.
Heath and his staff. Our feelings are that Mr. Heath is very
dedicated in maintaining the best possible facilities to keep the
Airport at its now high standards.



We would like to make mention of one area that we feel
could use some improvement. This jury was able to attend a yearly
disaster drill held to evaluate the performances of each depart-
ment that would be called upon if an air disaster should occur.
Although we do not have the expertise in this field, viewing the
sequence of events and responding times, we felt that the exercise
could and should have been handled more efficiently. This area
should be further looked into by next year's Grand Jury.

We would like to thank Mr. Heath and his staff for trying
to help us understand the mechanics of operating a very complex

Flora Aramian

Vivian Kalil

Edith Griego, Chairman



The police perform an essential and most difficult role
in the community every hour of the day and every day of the year.
They serve the people, enforce the laws, and arrest those who
violate them. In order to function properly they require train-
ing, organization, and strong leadership.

The morale of the police officers was noted to be very
low from rank and file members through the middle staff. There
seems to be a lack of cooperation, communication and respect
within the ranks. The suit by the Officers For Justice is now
settled. Promises of pay raises and new recruit classes should
improve morale. We found many departments short of personnel,
but still trying to keep up with their work load. The crime lab is
short of expensive instruments and needs more storage space. The
unit answered 8,304 calls in 1978. The crime lab is satisfied
with their present technical staff. The new space for finger-
print files is progressing nicely. Much time is lost testifying
in court.

The recruit training in the Police Department deserves
special commendation. It shows the Department understands the
necessity for police officers to have adequate academic and field
experience before they are expected to perform this vital job
independently .

The current training program was initiated in San
Francisco in March 1977. Since then, 230 recruits have partici-
pated with one academic failure and 30 street failures to date.

The basic training program consists of eighteen weeks
of study at the Police Academy, currently located on Treasure
Island. Classes beginning in late 1979 will be conducted at
the presently vacant Fremont School. Successful completion of
the Academy phase of training is based solely on examination

After successful completion of the Academy training,
the recruit participates in field training and evaluation pro-
grams for fourteen weeks. Recruits are assigned to a Field
Officer at either Mission or Northern Stations. Then they are
assigned to three different officers, one for each month.
Recruits are assigned to a police car with a Training Officer.
Specific aspects of Police Field Training are measured daily
by the Training Officer. Bi-weekly, the Training Officer or
Sergeant and the F.T.O. (Field Training Officer) staff meet



to discuss the recruits' progress. If not satisfactory, remedial
action is planned and undertaken by the Training Officer. There
have been eighty Field Training Officers in the Department, but
their number has been reduced by transfers and promotions.

We thank the F.T.O. personnel and the Academy for their
excellent work in the past and we look forward to their future
success in training 640 recruits in the next two years.

We recommend Pre-Test Training before Academy; more
performance under stress; and testing for proficiency in reading,
writing, reasoning, and decision making. Driver's Training
should be performed in the same type of vehicle that is used in
the field. The cost of training an Officer is approximately
$30,000. The next Grand Jury should inquire into the progress
of the studies underway for psychological screening of police

Congratulations to the 174 police officers who were
promoted to sergeants and assistant inspectors in June, 1979.
These were the first promotions to these ranks since 1976.

Elizabeth A. Dowd

Marvin Jones

Frank Harrison, Chairman



Mr. Philip Siggins is the Executive Director of the Board
of Permit Appeals. He was appointed by the Commission and his salary
is set by the Board of Supervisors.

The Department is an Administrative Hearing Board to help
citizens who apply and are denied a permit. These permits are turned
over to the Board of Permit Appeals and are acted upon by the board.
These appeals sometimes take from three to four months before a permit
is granted or denied.

The function of the Board of Permit Appeals is to hear all
appeals from issuance or denial of any permit, license, variance or
any other specified land use entitlement. A permit is a form of
regulating the use of; a license is a form of raising taxes and a vari-
ance is a city planning term which is a deviation from a strict plan-
ning code. There is a $10.00 fee for a regular permit, $25.00 for a
cab driver or street vendor and $100.00 for a variance permit. The
applicant has not less than five nor more than fifteen days to file his
appeal. The Board of Permit Appeals must act within forty days or the
permit expires after the filing date. There are usually two public
hearings for each appeal. A licensed contractor does not have to take
out a permit, but a property owner must take out a permit for any re-
modeling or repair, etc. Smoke detectors must be installed by 1980
in all properties new and old.

The budget for 1978-1979 was $55,000. The Mayor recommended
a budget for $53,000 for the fiscal year 1979-1980 which was approved
by the Board of Supervisors.

Mr. Siggins has a staff of three; a very efficient Secretary,
Mrs. Mattox, two CETA Administrative Aides, one has a law degree and
the other a Bachelor's degree. The CETA employees handle 90% of the
telephone calls.

This office has a critical acoustical problem which creates
difficult working conditions. Carpet runners are being installed to
help solve this problem. The office is crowded and is in need of
filing cabinets for storage of records presently being kept in Bekins
boxes. The purchase of an electric typewriter has been approved for
the office but only $400.00 has been appropriated.


Mr. John Frantz was appointed City Librarian in February
1977 and is an asset to the San Francisco Public Library and the public
at large. Mr. Frantz has three major subordinates, Chief of the Main



Library (William Ramirez) Chief of Branches, (Karen Scannell) and Chief
of Technical Services (Mrs. Vivian Goodwin), who has retired recently
and her job as of this date has not been filled. The budget for the
fiscal year was approved by Mayor Dianne Feinstein for $6,947,300
which is approximately 98.8% for the year of 1979-80. The Library
will loose 20 CETA employees out of 100 by September 30th of this
year. The position of Assistant City Librarian has been abolished.
The public relations position and some clerical positions will be
abolished on July 1st, according to Karen Scannell, Chief of Branches.

There are 26 branches in the City. The downtown Kearney
Library which serves mostly Law Firms, Business Executive Organiz-
ations and Corporations. This Library is heavily used and extremely
important and much needed in the Financial District. Books and refer-
ence material may be rented from the Kearney Library. Many of the
same basic reference materials can be obtained from the Main Library
but the Kearney Downtown Library is more conveniently located for
the people who use it the most in the financial district. The public
Libraries serve the City and County Jails, also the women's prison.
Books and films are sent by the Bookmobile to the jails on a regular
basis and specific requests from inmates may be made which the
Librarian in charge of the Bookmobile endeavors to meet.

In each area of the City more than one branch library may-
be located. In an effort to meet the need of the citizens in a
given area one or more of the branch libraries may emphasize part-
iclar uses, for instance the Richmond Library is known as a basic
reference library while the Presidio Branch Library is known as a
Communication Center with emphasis being placed on the needs of the
handicapped citizens. The Library endeavors to meet its budget
restrictions while allowing the greatest access possible to each
Library by having the Libraries scheduled to open and close at
various times on a rotating basis.

The Library payrolls are now on the City's Electronic
Data Processing System and it is now working satisfactorily.

One of the greatest problems the library faces and which has
a direct effect on its budget is the problem of the theft of books and
materials from the libraries. In an effort to minimize this problem
several libraries have installed a theft detection system, much like
that used by department stores to counteract shoplifting. There is
less theft since this system has been installed which proves that the
expense of installation has been worthwhile and the system is effec-
tive. Vandalism still occurs to a greater degree than desired and
guards are needed in the areas where the incidence of vandalism
remains high.

There are many different programs for adults and children
which are specially funded. The Friends of the San Francisco Public



Library is an organzation that provides volunteer services and helps
promote events by the sale of books to the public. These books are
donated by organizations, estates or individuals. They are reviewed
by the Librarians before going on sale and those that can be used are
sent to the various branches and the balance is sold. Revenues from
the sales finance purchasing of needed books for the library.

The Presidio Branch houses a Communication Center which is
an advanced electronic system which was built for the handicapped by
Roberto Esteves, director. Grants were obtained in January of 1978
and expire on June 30th of this year. The money from the two grants,
which was $209,000, was spent for electronic equipment and salaries
for two staff employees. The center accommodates the deaf, blind,
wheelchair handicapped citizens, and those with speech defects.
There are 25 to 30 handicapped citizens a week using the services of
the center, and those in wheelchairs are unable at present to enter
through the main entrance. A ramp and elevator are in the process
of being installed. They are to be completed by September of this
year. Special toilet facilities are also being installed. As soon
as these projects are completed increased usage of this branch is
anticipated. Until this occurs, the staff carries on an extensive
mailing program to accommodate requests by telephone from those citi-
zens who are unable to enter the library. Pamphlets are sent out
from the center to notify the handicapped of the latest books and
materials on video-tapes and records. There are 10,000 volumes of
talking books, video tapes, audio-cassettes and records, all catalogued.
There are 1600 cards in braille for the blind which were typed by
a very capable blind CETA employee. This branch has a TTY system
which enables deaf citizens to contact the library and make requests
for books and other materials. Some films are captioned in order to
provide wider usage for the deaf. The blind citizens who use the
library can attach earphones and listen to the tapes, cassettes or
recordings they wish to hear.

There is a sophisticated video system devised by Roberto
Esteves which enables the library to show films and cassettes on
several different channels simultaneously throughout the library as
well as enabling the staff to produce its own film.

A federal law now requires all public buildings to provide
ready access for the handicapped. The San Francisco Public Libraries
are in the process of endeavoring to meet this requirement.


Mr. Edward L. David was appointed Port Director on October
4, 1978 after eighteen years service with the Port. He had been Acting
Port Director since November 1977. He is ably assisted by Mr. Tony
Taormina a Port employee for five years, as well as a staff of 35 to



40 out of a total of 191 employees. The Port of San Francisco is
now focusing on expanded usuage of maritime facilities south from
China Basin to Hunters Point. This area of the waterfront has modern,
well maintained facilities to handle containerized cargo, modern grain
elevators and good access to rail services and one switching line,
which serves all deep draft facilities. The Port handles the largest
percentage of break-bulk cargo on the West Coast, 60% of all the
Port's cargo is break-bulk. Break-bulk is loose cargo which does
not include dry or liquid bulk.

There are two Auto Terminals: one at Pier 70 presently
being utilized by the Fred F. Noonan Company Inc., which brings in
mostly European imports, the other at Pier 92 is not utilized at present
however. The Port has narrowed down three potential users and it will
be utilized within a short period of time according to Ms. Krista
Fugelstad, Marketing Research Specialist, who came aboard in November

The Southern waterfront is equipped and has the capacity to
handle approximately 5,000,000 tons a year according to the Port

The Port has acquired two new major shipping lines: Lykes
Brothers Steamship Company, Pier 80 (an American Flag Company)
with a total of eight ships, four sailings per month, Evergreen
Steamship Company, Pier 96, which has four container ships en a
twelve day cycle into and out of San Francisco. Revenues from both
shipping lines should be approximately $1,350,000 a year. Evergreen
is the first shipping line to return to San Francisco from the Port
of Oakland. This is due to considerable efforts made by the new Port
Management and makes it appear probable that other shipping lines which
do not have long term leases with the Port of Oakland may be in-
duced to return. Delta Steamship Line is the only American steam-
ship line based in San Francisco. Water channel depths of thirty-
five feet are maintained at the Northern waterfront and depths of forty
feet at the Southern waterfront, Piers 70,80,94,96 and Islais Creek.
San Francisco, being a natural deep water port, does not require the
constant dredging to maintain its depths as a Port such as Oakland does.

The budget of $18,000,000 has been approved for the fiscal

Maritime revenues are approximately $2,000,000 a year. Park-
ing meter revenues bring approximately $200,000 a year to the Port.
These funds are retained by the Port since all Port lands are still in
trust from the State for a period covered by a sixty-six year lease.
There are seven hundred (700) parking meters on waterfront property
which are controlled by the Port. Revenues from Fisherman's Wharf are



approximately $3,000,000 a year and the fines from the parking meters
on Port property go directly into the City General Fund.

The fireboat Phoenix is still being maintained by the Port.
The San Francisco Fire Department has not made any contribution for
this year, but is to pay the cost of the fireboat for the last quarter
of the fiscal year. The cost of operating the Phoenix is $1,200,000
a year.

Mayor Dianne Feinstein, Mr. David and two transportion
employees plan to travel to Shanghai and Beijing to promote foreign
maritime trade. There will be one representative from Southern
Pacific Railroad and a representative from the stevedores.

Non-Maritime Developments: Pier 39, which is a Warren
Simmons Project, has had many problems since beginning its operation
in October 1978. Litigation involving the Port, and Pier 39 is
currently being handled by the City Attorney and the District Attorney.
The rent paid the Port by Pier 39 based upon revenues earned by the
Pier, as well as taxes paid to the City by Pier 39 through its
corporation, and the structure of this tax base are among the items
under investigation.

The Ferry Building which will have a refacing, a Promenade
Deck which will start at the Agriculture Building down through Pier
22, target date 1980, will help to improve the waterfront, and hope-
fully will bring additional revenues to the City. Pier 35, the only
passenger pier will be refurbished by money from the Head Tax. All
passengers are taxed $3.00 a head for debarking and embarking. The
Head Tax was approved March 10, 1979, and became effective April 12,
1979. First revenues from this tax are expected to be received by
June 30th, according to Mr. Toni Yerkes.

Recommendations for the Port are: Promote Maritime business
to increase Port revenues by additional traveling to actively seek
new tenants for the presently vacant excellent facilities, augmented
by a concentrated advertising program at home and abroad. Rent
unoccupied buildings on Port property where appropriate and feasible.
Improve the deteriorated Commercial Fishing area. Commercial fisher-
man have been requesting for twenty years that a breakwater be built
which would protect their vessels. It is this committee's recommend-
ation that a breakwater be constructed without further delay.


The War Memorial, Herbst Theatre, Green Room and Museum of
Modern Art are located in the Veteran's Building. The Opera House
and the Veteran's Building occupy the same block bounded by McAllister,


WAR MEMORIAL (continued)

Van Mess, Grove and Franklin. The Louise M. Davies Concert Hall is
now under construction and hopefully will be completed in 1981. The
Concert Hall will be under the jurisdiction of the War Memorial. The
Zellerbach Rehearsal Hall will be behind the Concert Hall. The Perform-
ing Arts Center will be the second largest in the nation. The cost of
the new Performing Arts Center will be approxmately $34,000,000.
This cost is being met by private funding and some federal funding.
The addition to the Opera House will cost approximately $4,200,000,
which is funded by the federal government's EDA program applied for by
the City. There is $31,000 left from grants for the Herbst Theater.
These organizations function under the City Charter.

Mr. Michael J. Raines was appointed the new Managing Director
of the War Memorial on November 13, 1978. Mr. Frederic Campognoli,
President of the Board of Trustees, and Board Members were pleased
with the appointment. Mr. Raines has been associated with the Arts
since early childhood. He is considered by the Board to have outstand-
ing qualifications for this job.

The budget for fiscal year 1979-1980 has been approved by
the Mayor and Board of Supervisors for approximately $1,161,151; this
is the Mayor's recommended 95% budget. Revenues are collected from
rentals from the Herbst Theatre, Opera House and Greyhound Concessions
which go into the General Fund.

The four and one half CETA employees and six guards will
remain on the payroll. Several positions will be eliminated. The
Louise M. Davies Concert Hall when completed, will create 23 new
positions which are not included in the 1979-1980 budget. The firm
of Heidrick and Struggles, Incorporated, will conduct a national search
for candidates for the new General Manager for the Performing Arts
Center. Mr. Raines is also a candidate for the position. Purported
salary for Managing Director will be approximately $60,000 to $100,000
a year.

The remodeling of the Herbst Theatre was completed in June
1978, and went into revenue producing usage immediately. It has a
seating capacity of 900 and is used for music recitals, acting groups
and Junior Leagues' , films and film festivals.

The lobby and the storage area of the lower level of the
Museum of Modern Art are being renovated and the elevators automated;
one elevator operator's position will be eliminated. The financing
for the automation is to be provided by the Bank of America. The
Museum of Modern Art has an international reputation and attracts
many visitors to the City as well as providing the citizens of the
Bay area their best museum of Modern Art.

Vandalism and crime still occur to a greater degree than
desired and remain high in the entire area. Vandalism and crime are


WAR MEMORIAL (continued)

reported to the Mayor's office and the Police Department.

There are ramps in the last two rows of the Herbst Theatre
accommodating handicapped patrons in wheelchairs. They are hoping
the wheelchair patrons will be able to attend rehearsals as well as
the performances.

The acoustics of the Herbst Theatre have brought criticism
from some sources. The entire acoustical system is being re-eval-

The function of the Friends of the War Memorial is to
seek grants, private contributions and funds from private foundations.
The funds are used for maintenance and improvements. They also
provide assistance for neighborhood groups and organizations that
wish to use the Performing Arts Center. They are a private non-profit

It is this committee's recommendation that better Police
patrol and protection to and from the Opera House and War Memorial be

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 24 of 32)