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Civil Grand Jury reports (Volume 1976-77) online

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third highest rate of V.D. in the United States. The reduction
in the number of Public Health Nurses has also caused the diminished
effectiveness of school health programs.

The five District Health Centers (Mission, Westside, South-
east, Northeast, and Sunset-Richmond) provide chiefly preventitive
medical services such as general physical examinations, immunizations,
glaucoma screening, blood pressure screening, birth control advice,
bady clinics, and nutritional advice. At the present time, there is
no charge for these services because the people most in need of the
services either can't afford to pay for them or would not participate
in the programs if they had to pay.

We visited District Center #1, located at 3850 17th Street;
this is one of the largest in the City, under the direction of Dr.
H. Corey. The Center appears to be well operated but does not
truly reflect the needs of all the people in the District. This
Grand Jury recommends that some of the special services given at this
center should be handled in a more discreet manner.

Laguna Honda Hospital

Laguna Honda Hospital has approximately 900 patients; 60%
of these are over 60 years of age. Medi-Cal pays $29.43 per day,



per eligible patient, but the cost of regular care is $36.00 per day
and the cost of heavy nursing care is $83.00 per day. The counties
of San Francisco, San Mateo, and Alameda have presented a paper
to the State Health Department to explain the real costs of nursing
care and to attempt to initiate legislation to increase the Medi-
cal rate payable.

To bring the hospital up to safety standards, $3.5 million
has already been spent on fire protection; an additional $4 million
is needed for further building repair. Claredon Hall should be ready
for occupancy by the end of 1979. It will provide skilled nursing
care for 170 patients, 2 patients per room.

The patient care at Laguna Honda is very good; we were
especially impressed by the staffs on the critical care wards.

We recommend that the hospital's administrative staff become
more attentive to responding to questions from the public by tele-

San Francisco General Hospital

Programs operating effectively at San Francisco General
Hospital include the medical library, the dental program through
the U.C. Dental School, the Rosalind Russell Arthritis Foundation,
research on Cardiac cases and sickle-cell anemia and the EKG & LVN
program, which operates in conjunction with City College of San

We suggest that the 1979-1980 Grand Jury intensely investi-
gate several areas at San Francisco General Hospital. It appears
to us that the hospital is operating deficiently. We would like
to see realistic resolution of these problems: the long waiting
time for patients in the emergency room, the loss of accreditation,
the poor moral and lack of training of the staff, and whether the
Administrator can adequately perform that job with the restrictions
of the current Charter.

The Emergency Service -Ambulances-

Under the direction of Mr. Robert Butcher, San Francisco has
a favorable ambulance service taking into consideration the inadequacy
of necessary equipment with which to accomplish the job they are call-
ed to do.

This department receives about 60,000 calls per year. The
necessary amount of servicable ambulances needed to answer these calls
should be :



8 at day time and 6 at night, but the department only has 12:
6 of them are from 1972 with 150,000 miles
4 of them are from 1976 with 60,000 miles
2 of them are from 1977 with 50,000 miles.

This Grand Jury highly recommends that steps be taken to improve this
department by giving them 8 new ambulances to replace those that are
often out of service.

The ambulance personnel from the medical point of view
is very efficient. However, the driving skills need improvement. This
Grand Jury recommends that special driver training be given to the
ambulance attendants in order to cut down the number of accidents.
We also disagree with the Board of Supervisors' recent action to
charge $68.00 per ambulance trip. The real cost to the City of
each trip should be investigated by the next Grand Jury.

Hall of Justice Jail

We visted the jails on the 6th and 7th floors of the Hall
of Justice on April 12, 1979, because of last year's Grand Jury report
about the drug problem. Prior to and during our visit, we were
assured by the medical staff that there was no problem with the dispens-
ing of drugs by the medical staff.

Then on April 28th we read in the paper "A Big Drug Bust in-
side San Francisco ]ails," at that time and now we have been unable
to investigate this problem. We feel it is very important that next
year's Jury look further into the control, if any, used in dispensing
of drugs thru the medical staff.

Also the doctors' and nurses' office is kept in a very
disorganized manner. Possible there could be more space, if avail-
able, that could be given to the medical staff.

Elizabeth A. Dowd
Edith T. Griego

Clara T. Delgado, Chairman



The Purchasing Department serves all the City depart-
ments except that of the San Francisco Unified School District
in purchasing, repairing and maintaining all vehicles and other
equipment as well as ordering all materials and supplies.
There are five separate divisions within this Department:
1) Central Shops, responsible for all maintenance and
repairs; 2) Stores and Equipment Division which operates and
maintains a central warehouse and additional storage areas.
This division also transfers and disposes of equipment which is
either no longer useful or obsolete; 3) The Buying Division,
responsible for actually ordering and obtaining all supplies,
equipment, contractual services, and insurance; 4) Reproduction
Division which operates a central printing facility which
services all City departments; 5) Personnel and Accounts, which
handles bids, accounts payable, payroll and accounting.

For nine years an adequate, accurate, effective and
definite physical inventory has not been accomplished, nor is
there a strict control of inventory levels which seem to be
determined by budget allotments. The past three grand juries
have strongly recommended that a thorough physical inventory
of all City owned supplies and equipment be high on the list of
priorities. (Reference is made to the report of 1975-76 which
stated that an inventory had not been done in over six years;
the 1976-77 and 1977-78 Civil Grand Jury reports reflected simi-
lar findings.) Although a chief of inventory and sales has not
been employed for the past four or five years, a possible re-
structuring or shifting of middle management might help fill
or alleviate this great void. A physical inventory should be
done on a calendar basis by each individual department.

This past year the City was particularly plagued with
the contractual services of its tow-away operation. In January
one tow service could not perform its duties because of lack
of sufficient tow trucks. Lack of storage space has been a
stumbling block for many tow companies. Finally, a six month
contract was signed with Community Towing on a trial basis.
(Normally this contract runs for five years.) There were initial
problems of adequate radio communication from the towing vehicle
to central headquarters. The results of an audit on responses
of pickups to tow calls by the Police Traffic Department is
currently underway and the results should be known in July, 1979.
The study is examining the statistics of tow-aways on primary
and secondary streets as well as those made on accidents, block-
ing of driveways, and abandoned vehicles. Because of the nature
of the towing business (the constant movement of vehicles) care-
ful watch should always be kept regarding a proper check of
vehicle ownership as well as length of storage before dismantel-
ing operations commence. This Grand Jury recommends that in the



future this department physically and thoroughly investigate
the ability of each company to render the services contract.

With the exception of Muni, the Central Shop at Quint
and Jerrold Streets maintains and repairs approximately 3,000
City-owned automotive vehicles, 815 of which are automobiles
with an average age of 8 years (including approximately $300,000
worth of new ones which were purchased in 1977) . There are only
about 90 employees who actually service, repair and maintain
all vehicles. This number in personnel has not grown commen-
surately in size with the automotive fleet. The emergency service
vehicles of the Police and Fire Departments and ambulances receive
top priority. However, even 80 new police cars have to await
delivery of special equipment due to a six to eight month de-
livery delay. Often little preventive maintenance is done
on other departmental vehicles because of the length of time the
vehicle may have to remain but of service. Consequently, much
of the automotive fleet is sorely in need of repair or replace-
ment. Because of the age of some vehicles, parts have to be
found in junkyards or hand cast and forged within this division
in order to make needed repairs. There is not presently a compre-
hensive maintenance or replacement program. A system of regular
replacement such as three or four vehicles every year rather than
all twelve in one year should be high in budgetary priorities.

Title II federal funds in the amount of $728,000 have
now been depleted, however these funds made it possible to place
on EDP all of this division's information on accounting, usage,
accidents, breakdowns, and preventive maintenance work. This
information should be available July 1, 1979.

According to Mr. Joseph Gavin, Director of Purchasing,
there has not been a forms analyst to review and monitor the
reams of paper consumed in all departments. The Reproduction
Division uses over 5 million sheets annually, which seems like
an astronomical amount of paper for a city of approximately
700,000 people. However, with seemingly little effective control
of inventory levels and only a reduction in budget as an in-
centive to reduce expenditures or inventory, it is little wonder
that much overlap and duplication are bound to result. This
Grand Jury recommends that a forms analyst might be retained on a
pro bono basis as were management consultants from Chevron USA,
Crown Z, Del Monte Corporation, and Coopers & Lybrand who, on
May 21, 1979, completed a preliminary study of the Stores and
Equipment Division of the Purchasing Department. The expertise,
guidance and assistance these companies have given on a voluntary
basis could prove invaluable. If the recommendations affecting
cost reduction and improved efficiency are implemented, and if
the City and County of San Francisco follows these general
industrial organizational guidelines for all phases and functions
within the Purchasing Department, there could be a substantial



savings in one division alone. These companies are to be
congratulated for performing this much needed service and
thus making a most valuable civic contribution. It is this
Grand Jury's recommendation that the incoming Grand Jury
follow closely the progress reports made on the first phase
of this important study.

We wish to thank Mr. Gavin and his staff for their
help and cordial reception and cooperation at all times.


The Department of Public Works, consisting of several
bureaus: Street Cleaning and Planting, Street Repair, Water
Pollution Control, Building Repair, Building Inspection and
Property Conservation, Central Permit, Bureau of Engineering,
and Bureau of Architecture, has operated in 1978-79 with a budget
of about $35.8 million dollars.

Sources of Budget: Sewer Service Fund $ 10,548,000

General Fund 10,046,000

Road Fund 15,141,000

Uses: Equipment 1,190,000

Materials 4,086,000

Personnel 29,703,000

Other 869,000

A management review study of the Department of Public
Works was initiated more than a year ago and completed by Touche
Ross & Co. in March 1979. Although it cost approximately $200,000,
if correctly implemented it may save the City in excess of
$6,000,000 annually by 1982. As of this report most of the
suggestions made in the study are being effectively implemented.
The cooperation which Mr. Jeffrey Lee and his staff gave Touche
Ross management consultants during the study reflects their
willingness to expedite steps which lead to a more efficiently
run department. Most of the recommendations made regarding
operating improvements and allocation and utilization of bureau
resources should be completed by December, 1979.

As a direct result of the management study, the building
permit processing time has already been reduced by one-third.
All permits are now issued from one division. Plans are now reviewed
simultaneously by various units of the Department of Public Works.
Consequently, citizens should be notified more quickly of incom-
plete documents or other problems. The City should receive in-
creased revenue of approximately $2,245,000 if building permit
fees are raised to reflect the true costs of checking plans and
providing inspection. (Heretofore, the Department of Public Works



has also absorbed the overhead in billing State and Federal
agencies for services provided.)

Mechanized street sweeping on a City-wide basis could
mean a 7 to 1 savings. (The three year program will ultimately
cost $3 million dollars, including equipment and installation
of controlled parking signs.) Controlled parking, necessary
to effectively implement mechanical sweepers, has, when proper-
ly enforced, proven to be an effective source of revenue as well.
In January the Board of Supervisors approved $1 million, and at a
cost of approximately $45,000 to $50,000 each, 23 mechanical
street sweepers are presently in operation. In 1978-79 $80,000
has already been saved. Ultimately the manual sweeping program
will be reduced by 111 positions. (There will, however, always
be a nucleus of a manual crew since there are areas where mechani-
zation is not practical.) It must be noted that the average
life of mechanical sweepers is only four to five years before
replacement. However, this is still much less expensive and much
more efficient.

Improvement of field crew scheduling could reduce the
street repair staff. Already crews of smaller numbers are replac-
ing larger ones to handle pot holes and small emergency repairs.
The crews needed for each sewer repair job will be scheduled so
that only one is on the site at a given time. The sewer repair
staff would eventually be reduced as well. (The two afore-
mentioned scheduling changes could bring about a savings of

The sum of $880,000 could possibly be saved if the
amount of staffing closely reflects operating needs. Reduction
of the staff of three city drawbridges by ten (five already have
been reduced) would be a great savings since some evening shifts
have as few as two bridge openings per month.

Eight positions of the sewage treament plant have been re-
directed due to closing and automation of one plant.

This year $30,000 - $40,000 could be saved if the
Board of Supervisors approves an independent janitorial con-
tract. The Department of Social Services was not cleaned for
two weeks in October, 1978, due to the indecisiveness of the
Board of Supervisors regarding these privately contracted
janitorial services.

Traffic painters in the Bureau of Engineering could be
contracted and will be tested. If acceptable, the Department
of Public Works will seek full approval of the Board of Super-
visors. Both of the above could take effect in September of
1979. If the Hall of Justice janitorial contract proves
successful, then the Department of Public Works may ask approval



to contract City Hall.

By reassigning clerical work in the Bureau of Building
Inspection, a considerable saving of $305,000 could result.
(Clerks in the Division of Apartment and Hotel inspections
could do the paperwork presently done by inspectors.)

Most of these management recommendations made in the
Touche Ross study, are presently being carried out to the most
reasonable degree possible. We recommend that the incoming
Grand Jury monitor the results and effectiveness of this im-
portant study.

With the restrictions of the 1978-79 budget, only one
and a half miles of sewage repair could be accomplished this
year. There are 900 miles of sewers in the City of San Fran-
cisco, 125 miles of which are brick and which conceivably may
need much repair in the future.

It is the feeling of this Grand Jury that many of the
duties and responsibilities of the Department of Public Works
could be handled more expeditiously and cost effectively if it
were given greater flexibility in hiring and firing many blue
collar workers as needed for various jobs.

Last fall when it was discovered how potentially
dangerous the chlorine stored in tank cars on the waterfront
might be, the Board of Supervisors voted to switch to a more
expensive sodium hypochloride at a cost of 1.8 million, thereby
adding $1.96 to the sewer service charge on the average bi-
monthly home water bill.

The Grand Jury wishes to thank Mr. Lee and his entire
staff for promptly responding to requests for information, as
well as their courtesies and cooperation extended during our
visits .


The Real Estate Department is responsible for the acqui-
sition, disposition, management and recommended demolition of all
City-owned property as well as the appraisal, negotiation and prepa-
ration of all leases entered into by the City and/or any department
thereof (with the exception of the Water Department and Airport
which manage their own realty affairs in consultation with the Real
Estate Department) .

Now that the City's Westside Sewage Wastewater project
has been approved, the Real Estate Department will complete the
applications and negotiations with state and coastal land commis-
sions as well as obtain and negotiate rights with approximately



400 property owners under whose properties the pipes will be placed.
(Most of the pipeline will run beneath City street which, of course,
are City-owned.) In addition, the Real Estate Department must now
relocate 8 units of Army housing as well as the National Guard Armory
at Fort Funston. (A suitable location in the Presidio is presently
being looked into for the latter.)

The Charter and Administrative Code often mandate rules
which are difficult to carry out, i.e., for nearly a year the State
of California wanted to lease Hidden Valley Ranch from the Hidden
Valley Ranch could not get money for the work order to have the
Department of Real Estate handle and expedite these negotiations.
(Only recently has this been accomplished.) Due to this unwieldy
and slow process, the City is losing revenue from properties which
might otherwise be leased. Clearly the Real Estate Department and
the Charter Revision Committee should work closely together in sug-
gesting changes which might handle these matters more expeditiously.

The Real Estate Department has been waiting for over
a year to effectively rent most of the presently vacant schools. How-
ever, since the School District has been slow in paying for the work
order, very little has been accomplished as of this writing. With
the great demand for idle school properties, this Grand Jury suggest
that the School District move more swiftly in its attempt to fill
these vacant buildings. (Presently only non-competitive agencies and
services may use these premises, thereby preventing private or paro-
chial schools from doing so.)

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

The Grand Jury suggests further that a very careful
analysis be made of all City departments and agencies presently
occupying buildings which are privately owned to determine if money
might be saved in the long run by moving certain department activities
into those presently vacant schools without losing public and inter-
departmental accessibility. The initial cost, of course, is that of
moving which is a one time only cost.

Many vacant schools have fallen into disrepair through
lack of use and vandalism. Should City departments and/or agencies
lease these premises, this Grand Jury strongly suggests that the
office of Mayor and the Chief Administrative Officer look into the
possibility of obtaining the pro bono services of private industry
in rehabilitating such buildings, i.e., paint, supplies and labor
with which to accomplish this end.



It is important to note that the Real Estate Depart-
ment has had only five fully funded employees since 1965,
including its very able Director, Wallace Worman, an outstanding
record to be sure. Since nearly all of the department's work
is done by work orders and the work must be done regularly, 27
employees (85% of the department) are interdepartmentally funded.
When budgets are made or cut, as the case may be, careful atten-
tion and special consideration should be given to very small de-
partments, such as Real Estate, which have so little flexibility
in shifting workloads in employment. Departments which are de-
pendent on interdepartmental funding, in order to perform the
required services, can ill afford any cuts.

Coldwell Banker examined, pro bono, the operations of
the Real Estate Department and found its leases and appraisals to
be fair and reasonable. Mr. Wortman is to be congratulated on
his control and the direction given his department, particularly
in view of the added responsibilities he has assumed under the
direction of the Chief Administrative Officer. (See report on
the Chief Administrative Officer.) We are most appreciative
of the time and complete cooperation Mr. Wortman and his staff
extended his Grand Jury.

William Noaks

Mildred D. Rogers

Genelle Relfe, Chairman



Mr. John Molinari was sworn in as President of the Board of
Supervisors on January 8, 1979 when the current president, Dianne
Feinstein, became acting Mayor following the deaths of Mayor George
Moscone and Supervisor Harvey Milk. As a result of this tragedy,
three new supervisors were appointed by Mayor Feinstein to fill the
empty chairs of Districts 2, 5 and 8. The Grand Jury commends the
entire Board for their strength and ability to carry on business
during a time of great sadness and confusion.

According to Mr. Molinari, the three major concerns for
the supervisors during this past year have been: 1) housing;
2) crime; and 3) middle class flight to the suburbs. In addition
to these three concerns, the supervisors have carried the added
burden of reducing departmental budgets due to Proposition 13.
Also, in 1979-80 a severe loss of trained personnel will take place
in most City departments due to new federal regulations for CETA
employees, which limit CETA personnel employment to 18 months.
Mr. Molinari could not offer any solutions to these problems at the
time of our visit with him in May, except that all departments would
have to cope, and individually manage to carry out the same amount
of productivity with less staff and fewer funds.

Aside from trimming each department's budget, the Board
has chosen to contract out janitorial services since their budget
analyst, Harvey Rose, has recommended that this would be a cheaper
means of providing this service than the present system of City-
employed personnel. To date, four departments have contracted
janitorial services, and the report has been favorable. Mr. Molinari
assured us that in negotiating the contracts with the private firms,
a verbal agreement is made by the firm to employ a mutually accept-
able number of the City's unemployed janitorial personnel. We
strongly urge the Board to maintain fairness to the City's employees
when negotiating these contracts.

The subject of rent control had been a major issue since
last November. On June 12th of this year the Supervisors unani-

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 28 of 32)