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Civil Grand Jury reports (Volume 1976-77) online

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persons, who are at best ill -trained or equipped to function as
deputies in cases of emergency. The procedure for their use in
filling these vacancies is illegal according to federal guidelines
on the use of CETA personnel. The Supervising Officer, Lt. Courtney,
stated that the department has been unable to fill the positions
because of the low salary schedule of personnel coming into the de-
partment. In further discussion he stated that he would lose some
of his more experienced persons to the coming Police Department
Recruitment Program . We also discovered that personnel already in
the department were reluctant to take examinations for advancement
because of the income parity between Sheriff's Sergeant and that of
deputy. Some effort to improve the situation should be made during
the next budget session.

Food Program

Since the last visit of the Grand Jury (see Grand Jury
Report, 1977-78) the responsibilities of supply and/or preparation
of foodstuffs at this installation has been contracted to a private
management firm. This contract will enable the department to make
considerable savings in its food budget. However, prisoners still
complain of not getting enough to eat, which we found to be ground-
less. In inspecting the evening meal of ravioli, broccoli with
white sauce, garlic bread and assorted beverages, generous portions
were available. The Supervising Chef was found to be a man of many
years experience in the food preparation and distribution field.
The kitchen was very clean and orderly. We find this situation to
be greatly improved over the last Grand Jury Report*

Medical Facility

The Medical Section is staffed by 1 full-time physician,
2 nurses and 3 intern-medical Persons from the Public Health Depart-
ment which offers a twenty-four hour service. A schedule of hours
for prisoners to visit the attending physician was posted in addition
with a set time for prisoners to receive medication, called The Pill
Hours . In reference to the usage of the so-called "Squirrel Cages",



most of this practice has been discontinued as far as possible.
Prisoners are allowed visitors while in medical confinement.


The Education Program is an extension of the program at
City Jail. It is staffed by teachers from City College and the Art
Commission. This program offers courses in the basic skills, with
added courses in basic and advanced music by the Art Commission.
These courses are designed to assist the prisoner on his return to
the outside environment. At the time of our visit there were some
20-25 persons enrolled in a number of different subjects. This
program is also made available to the women inmates of Jail No. 4,
making it a coeducational program, which we find commendable. All
classrooms were found to be very clean and in good order.

Prisoner Assistance

Under the direction of Mr. Ron Perez, Prisoner Assistance
is currently involved in Bio-Feedback, Para-Legal Services, Child
Support, Transcendental Meditation and Drug and Alcohol Abuse.
During our visit Mr. Perez was involved in getting a prospective
father a leave to visit his newly born child. We think this is a
very commendable program, however, more emphasis should be placed
on obtaining funds, office space and the keeping of adequate records
for study in making this a model program.


There is adequate space available for prisoner recreation
at this installation. The Supervising Officer stated that prisoners
can participate in most sports, such as, baseball, basketball and
softball on an Intramural level during periods of good weather.

Security Procedures

We find the security procedures used at this Installation
are excellent, with one exception. We somewhat question the method
in which civilian personnel are allowed to roam throughout this
installation without the use of any visible identification readily
on display. We strongly recommend that badges of different colors,
with photographs, be used to identify personnel from administrative
sections, such as, green, for engineers; red, for medical personnel,

County Jail No. 4 (Women's Jail )


At the time of our visit there were 26 inmates at this



institution. We found the building to be in good repair and very
clean. Most windows had curtains, made by inmates in a sewing class.
The building was warm and very comfortable.


This installation is authorised by budget to have a staff
of 14 deputies. We found it to be short of 2 positions due mostly
to the shortage of female personnel in the department.


The discontinuance of the visitors' cages is an excellent
idea, however, the practice of allowing persons to enter this prison
without being searched is considered to be hazardous and should be
stopped immediately. Weapons, drugs and other contraband have been
found in cell blocks in the past.

Re commendation

The offices of this department should be moved to the Hall
of Justice so the Sheriff would be close to his areas of respon-

Marvin Jones

William D. Kremen

William Noaks, Chairman



First of all, we appreciate the budgetary limitations
caused by the passage of Proposition 13. With this in mind, we
feel that any budgetary cuts in the Assessor's office that would
not allow for the maximum net revenue for the county would be
counter-productive. Unlike many other county entities, the
Assessor's office is a revenue producing agency. According to
the Assessor: "...the audit tax dollar recovery to expenditure
ratio have ranged from $13 to $20 recovery to $1 expenditure."

The Assessor considers these as being his critical needs:

(1) Proper staffing of auditor-appraisers complimented
by adequate clerical support.

(2) Sufficient funds to perform out-of-state mandatory
and priority audits.

We feel that these needs should be met.

We feel, as does the Assessor, the "overall audit program
should be increased to ensure equal treatment of all taxpayers of
the county. "

Although most of the needs of the Assessor's office can be
estimated there are at least two that are contingent upon future
events .

At this writing, the present CETA employees are scheduled
for termination. The quantity and quality of their CETA replacements,
if provided, are unknown factors. Even if we assume that the present
number is replaced, extensive training will be required to bring such
employees to an acceptable job performance level.

When new legislation concerning the Assessor is enacted
necessary adjustments must be made to reflect such legislation.

We thank the Assessor, Mr. Sam Duca, and his staff for
their cooperation.


One of the principal duties of this office is to invest
monies received as quickly as possible so as to ensure the maximum
amount of interest from such monies.

A substantial amount of the money received by the Treasurer
is paid directly to individual county entities. Oftentimes, there is
a delay between the time a county entity receives such monies and


TREASURER (Continued)

the time the Treasurer receives the monies from the county entity.
This results in a loss of interest money to the county.

To alleviate this situation, a cash manager will be hired
for the fiscal year 1979-80. He will be hired on a one year con-
tract. The cash manager will serve as a liason between the
Treasurer and county entities receiving monies due the county. The
cash manager will review all sources of monies due the county. He
will try to determine better methods by which all such monies are
turned over to the Treasurer expeditiously.

He will be charged, further, with the responsibility of
reviewing contracts between county entities and others. From these
reviews he should be able to determine whether or not those con-
tracting with county entities are paying on time. The cash manager
will scrutinize these contracts and determine whether such contracts,
as written, are in the best interest of the county.

Another area of concern is where vouchers are given in lieu
of payment. For example, a voucher is given to Hetch-Hetchy and
Hetch-Hetchy gives the voucher to the Treasurer: The Treasurer
must then return the voucher to the payor for actual payment. Such
dilatory tactics by a payor result in a loss of money to the county.
We feel that a cash manager will be able to solve these and other
concomitant problems.

As of this date, June 26, 1979, approximately $29,600,000
have been realized in interest from the general fund. The rate of
interest has been more than nine percent. Excellentl

The Treasurer says that he has had a good working relation-
ship with the Mayor's Office, both past and present. It seems that
where the Treasurer has demonstrated a certain need the Mayor's
Office has been very understanding. For these reasons, we do not
make any recommendations.

We commend the Treasurer, Mr. Thomas Scanlon, and his
staff for the good job they are doing.

Clara T. Delgado
Olimpia M. Xavier

Marvin Jones, Chairman



As Executive Officer of the Superior Court, Frederick J.
Whisman is responsible for administering the many functions of this
department: the qualification and selection of some 30,000 to 40,000
jurors a year, including two Grand Juries, Criminal and Civil; admin-
istration of Juvenile Court, Mental Health Court, and ten court
commissioners .

The new section of the Hall of Justice, currently under
construction, will provide additional space for Superior Court; four
courtrooms for the Criminal Division, while this may solve the court-
room crisis, additional office space is a top priority. Some of the
rooms alloted to Superior Court look more like incubators than offices.
The prime example of this problem is Room 165 where this Grand Jury had
more than a few occasions to visit. Congratulations go to Mike Tamony
and Gloria Clemis and the dedicated staff for being able to work in
such a dismal, congested area.

Thanks to Judge Mayer, Superior Court has made some progress
in providing Room 417 of the City Hall as an Assembly Room for the
comfort of San Francisco citizens who are called for jury duty.
Prospective jurors now have a place to watch television or read until
their services are required.

Eight of the twenty-six Superior Court Judges handle criminal
cases. Approximately 175 cases are pending at any given time. In
criminal cases, the case is brought to trial within 60 days, once the
plea has been entered. The complex Master Calendar continues to operate

In civil cases there is a seventeen month waiting period after
the filing of an "At Issue Memorandum," allowing attorneys discovery
time. In criminal and civil cases, approximately 90# of all cases filed
are settled out of court; 10# go to trial.

Eighty per cent of all cases filed with Superior Court are
disposed of for less than $15*000. Hopefully, by July 1st we will
have mandatory arbitration. Every case worth $15,000 or less will go
to arbitration, saving the court considerable cost.

Several legislative changes affecting Superior Court have been
made concerning civil claims as well as jury selection. No individual
may be exempt from jury duty because of physical handicaps such as
deafness or blindness. As of July 1978, and effective January 1979,
Jury duty per citizen has been reduced to a maximum of ten days a year.
This legislative change has put additional strain on personnel in
processing the many prospective jurors.


SUPERIOR COURT (continued)

Having served Its term, this Grand Jury has become cognizant
of legislative and organizational changes needed to achieve not only
accurate and comprehensive investigative work but also the truth.
Unlike the Criminal Grand Jury, the Civil Grand Jury is restricted
in its reports to comments on persons not indicted (California State
Penal Code 930) . The effect of Section 930 is to inhibit a true
presentation of all the facts when the possibility of libelous action
exists, even when groundless. We are of the very firm opinion that
the removal of civil immunity from grand Jurors is a strong deterrent
to the effective performance of their task. This law must be changed
if any Civil Grand Jury takes its oath seriously, "i will investigate
no person, department or governmental entity through malice, hatred
or ill will, nor leave any uninvestigated through fear, favor, or
affection..." We alert next year's Grand Jury to the implications of
Section 930.

We recommend the following:

1. Amend Section 930 of California State Penal Code.

2. Extend the Civil Grand Jury term to two years. The first
six months should be spent studying procedures, acquiring needed in-
vestigative skills and understanding the make-up of local government
under the guidance of the previous Grand Jury. Thereby having gained
sufficient background, knowledge, the jury can do more thorough
investigations «

3. Concentrate, early in the year, on specific departments
with problems. The entire Grand Jury should investigate this problem
area, not juBt the sub -committee.

We thank the court for allowing us the educational experience
we had this past year, a responsibility we took most seriously. We
hope that needed changes will be seriously studied by the court as well
as the next year's Civil Grand Jury in order to preserve the integrity,
viability and usefulness of this important duty, so that this so called
"watchdog" of local government will not be afraid to bark when nec-
essary nor be unwilling to wag its tail.

Clara T. Delgado
Rebecca S. Turner

Vivian M. Kalil, Chairman



The Youth Ouidance Center, under the direction of Joseph
Botka, Chief Probation Officer, provides youth services for those
detained, court services and probation services.

Alleged status offenders, children who are runaways, beyond
parental control - are placed in the non-secure facilities, Cottage 2
and Cottage 3, or in Shelter Care or Crisis Resolution Homes. There
appear to be various opinions regarding the placement of status
offenders. The Youth Authority recommends the removal of youths from
the jurisdiction of the Juvenile Court and placement in other resources
in the community. Juvenile Court feels that it must maintain shelter
for these youths. This area of concern should be researched by the
incoming Grand Jury.

Children who violate the criminal laws are detained at
Juvenile hall, a secured facility, designed for the temporary detention
of youths involved in law violations. Artist Ruth Asawa has helped to
reduce the institutionalized appearance of Juvenile Hall with the
creation of murals on the walls.

Thanks to a dedicated Volunteer Auxiliary, additional re-
creational programs, gifts, and furniture are available to further
serve the needs of children detained in this institution. The Volunteer
Auxiliary also sponsors and manages a shop for visitors. Profits from
this shop are used to further serve the needs of the children. The
impact of Proposition 13 has resulted in the closing of Hidden Valley,
a residential treatment facility for boys between the ages of 12 and
15 who are law offenders. Some of the youngsters at Hidden Valley
have been transferred to the nearby Log Cabin Ranch. The remaining
youths who had less severe offenses have been released.

Log Cabin, a ranch for boys between 16 and 18, located in
La Honda, is directed by the dedicated James Licavoli. Youths are
committed here from 90 days to one year. We found a most positive and
enthusiastic staff who create a loving, caring, pleasant, non-threaten-
ing environment at this facility. Here, youths are counseled and
schooled with academic emphasis on reading and mathematics, preparing
them hopefully for emancipation into the community. This program works
strictly on behavior modification , and the building of self-esteem;
perhaps this is the one time in a youth's life that he receives any
level of success or support from what appears to be a surrogate extended
family, dedicated to meeting the needs of disadvantaged youths. Log
Cabin not only receives youths from San Francisco County but also
receives some youths from Merced County, which pays $975 a month per
child. These fees go into the City's General Fund. This involvement
of Merced youths has served to provide a more racially balanced group
of youngsters. One of the problems that exists for Log Cabin youths
is boredom. While Log Cabin has facilities for swimming, football,
and basketball, youths do need some vocational training - further



assisting their emancipation into the community. For awhile, the auto
shop remained closed because San Francisco Unified School District
did not provide an auto shop teacher to replace the auto shop teacher
who went out on disability. Finally, the CCC paid for the auto shop
teacher. The CCC is currently using the shop for its own programs as

Future plans include the development of a youth transition
home for the boys released from Log Cabin. This program is a necessity,
for the return of the youth to the home environment he came from will
only expose him once again to the same peer pressures and family
environment that may have caused his problem in the first place.
Youths should have the opportunity to live in the community away from
their homes before making their final step into society.

We recognize the difficult circumstances under which Mr.
Botka and his staff work at Youth Guidance Center in dealing with the
problems of youths as a result of our complex society.

Loss of staff and decrease in budget would further hamper
them in a task already burdened with tremendous responsibility.

Clara T. Delgado
Rebecca S. Turner

Vivian M. Kalil, Chairman



The glories of ancient Egypt fly in and out of our fair city
on man-made wings, new edifices are erected in the name of progress
and civilization, trees are planted, cable cars hike hills ; glittering
sights for tourists and inhabitants of San Francisco, the eighth wonder
of the world.

Amidst this veneer of civilization lies the Adult Probation
Department at the Hall of Justice, headed by the capable and concerned
Walter Morse, Chief Adult Probation Officer, whose responsibilities
include: the surveillance of convicted felons and misdemeanants;
deviants whom this department must somehow fit back into the mainstream
of life; pre-trial investigations; counseling services.

The aftershock of Proposition 13 registers a 7 on the Richter
Scale for this department, serving to increase the pulse rate of per-
sonnel with the threat of budget cuts, loss of probation officers,
depletion of clerical staff and deletion of viable community programs.
While San Francisco may continue to be an attractive city for tourists
and inhabitants, it is increasingly becoming an unattractive place
to work for employees in this department.

While some organizational problems have been resolved with
the filling of positions for Senior Probation Officers and supervisory
positions, the remaining problem for journey men probation officers
continues. Little chance for promotion, limited tenure positions, and
the threat of dismissal are contributing factors to the disillusionment
and low morale amongst personnel.

Some organizational changes in the department have taken place
over the past few years to clarify and formalize personnel policies,
procedures, and management of this complex system. One such program
is the Community Resource Management Team, designed to assist more than
1,100 probationers to gain services from community agencies. This
program utilizes community resources. A unit supervisor, eight line
probation officers and a unit clerk assess the needs of the probationer
for a particular type of service in the community such as employment,
mental health, or a drug abuse problem.

During the year 1977-1978 outside management was given to Adult
Probation via the Pacific Telephone Company which loaned three of its
managers to assist Adult Probation for six months in improving opera-
tional efficiency, revising procedures and updating and developing a
management manual.

Aside from having to handle the organization and mangement of
this department, investigative units, consisting of three supervising
probation officers and 18 probation officers, offer services to the
Superior and Municipal Courts with pre-sentence investigations as well
a3 provide services to the District Attorney's office, Public Defender's



office. Police and Sheriff. These investigative unltB provide informa-
tion on the background, bahavior and needs of individuals, making
sentencing recommendations as well as recommendations as to the granting
or denying of probation and conditions of probation. The Intake Unit
of the Investigations Division was designed for persons granted pro-
bation who had no prior referrall for a pre-sentence report. This
unit functions to accumulate a case history, assess needs for services
and schedule the individual for meetings with the probation officer.
Cost per new case is $95.47.

Of serious concern to the Qrand Jury Is the questionable
statUB of needed programs already in existence. After the budget out,
Adult Probation may lose the Drinking Driver Program, a program whloh
enables persons arrested for drunk driving to retain their licences,
provided they participate In a treatment program. Deletion of thli
program restricts Adult Probation from performing one of its chief duties
rehabilitation; offering the violator of the law a chance to be a part
of his community.

Other projects include Project 20, which involves persons who
are referred by the Municipal and Superior Courts to do community
service work assgnments with private and public agencies as an alter-
native to a fine or penalty. The Work Furlough Program consists of a
24- hour residential program which enables persons to work while in
custody in order to partially reimburse the community for prison costs,
yet gives the individual connection to his community by allowing him a
means to earn wages and support dependants, as well as receive educa-
tional and vocational training. This program assists selected County
Jail inmates by affording them the opportunity of transition and
assimilation into the mainstream of life. The above are only a few
examples of the ongoing projects deemed necessary to achieve the goals
and objectives of this department.

With the extensive multi-services required by Adult Probation,
the demands and needs have become great:

1. Additional office space;

2. Increased clerical staff to handle the mounds of paper

3. PundB to preserve existing programs such as Drinking

4. Administrators who are responsible for the performance
ByBtems as well as instituting changes in the department*



Under the capable administration and efficiency of the dynamic
Judge Robert L. Dossee from mid-1978 to April 1979, nineteen Municipal
Courts routinely handle civil, small claims, and criminal cases, in-
cluding misdemeanors, felonies and traffic citations.

With an increased number of civil cases filed in 1978 and
pending Jury cases averaging 117 per month, the court calendar still
continues to run smoothly with jury trials being set within M5 days
of filing. Non-Jury cases under the civil division average 175 cases
per month and are set for trial within 30 days. The most significant
change in Municipal Court begins July 1, 1979. The claim limit will
be increased from $5,000 to $15,000. Mandatory arbitration is a means
of expediting potential court case backlog.

The experimental state- funded program involving small claims
court on Saturdays and at night ended on March 31, 1979* Two legal
advisors were involved in personally interviewing approximately forty
persons a day, advising the litigants on process and procedure of claims.
Even though there was no significant change in the number of filings
while this program was in effect, we hope Municipal Court will seek
means to retain both the evening court sessions as well as the free
legal advisors. We commend those Judges who volunteered to preside over
the evening court sessions, thereby further serving the citizens of San

The successful reorganization of the misdemeanor departments,
instituted in December 1977 created four misdemeanor Jury trial depart-
ments, plus a fifth department to handle motions. This greatly assisted

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 31 of 32)