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Civil Grand Jury reports (Volume 1976-77) online

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given priority attention. The Concert Hall should maintain and project
an image which will draw a greater number of patrons especially those
in San Francisco, and the Bay area.

Mildred Rogers

John Collins

Blossie Williams, Chairman



In a cover letter accompanying the Municipal Railway
Five Year Plan '79- '84, a study sponsored and partially funded
by the Urban Mass Transportation Administration (UMTA) , General
Manager Curtis Green states:

"The uniqueness of San Francisco as a civilization
owes a lot to the presence of pervasive public
transportation in the City. The human scale, the
concentration of activities, and the delicate
balance of topography and neighborhood structure
could only have occurred through the transporta-
tion service provided by MUNI and its predecessors
and can only be sustained by the wise use of the
limited transportation resources we have available
to us today and for the future."

Because of the importance of MUNI to the daily life of
San Francisco, it is imperative that some hard choices be considered,
and the indicated actions taken, as soon as possible. In addition
to internal problems, events out of control of MUNI and the City,
such as Proposition 13, increases in diesel fuel prices, and general
unabated inflation, are rending the fabric of the MUNI Railway
to the point where serious dislocations of service, safety and
maintenance will become manifest.

It behooves not only the management of MUNI and the
Public Utilities Commission, but the Citizens of San Francisco
as well, to immediately address themselves to the present critical
situation, with an aim towards planning' and implementing desperate-
ly required actions.

Curtis Green further remarked:

"No business can, and no public service should,
continue indefinitely to produce a product
without occasionally redesigning that product
to reflect changes in the market."

To this end, under the auspices of UMTA, the -MUNI has created a
separate and new department called the Planning Division, in order
to examine the present MUNI system, and to determine and recommend
changes in a unified and comprehensive fashion.

This division is under the extremely capable direction of
Tom Matoff, an energetic and devoted public servant, whose quali-
ties of intelligence and drive, along with those of Peter Strauss,
have resulted in the aforementioned Five Year Plan. This study is
extremely thorough and specific, and is essentially sensible in its



recommendations .

The analysis and conclusions drawn in the Five Year Plan
are the product of over 70 presentations by the planning staff be-
fore neighborhood associations, employment groups, and community
organizations during the period August 1977 to April 1978. Work-
shops in all eleven supervisorial districts were held to discuss
route changes and design alternatives, explanations given,
questionnaires distributed and assessed, all of which culminated
in the proposed Five Year Plan.

A summary of the plan in tabloid form is available by
mail, while full copies of the report have been placed in all
branch libraries, and are available to organizations on request.
The report is quite exhaustive and touches on, among other things,
how the plan was developed, service standards for transit,
deficiencies of the present system, an evaluation of alternatives,
downtown services, regional access to other carriers, fare collec-
tion, transit preferential streets, recreational services, system
improvements, MUNI Metro and related rail services, the cable
cars, the trolley coaches, motor coaches and the service quality.

As a result of the extensive public participation by
citizens, groups and merchants, and because a branch of the
MUNI itself, as opposed to outside consultants, worked directly and
intimately on it, this report should meet with little resistance in
effecting its recommendations.

Although the Five Year Plan is quite broad in its scope,
another report entitled Financial Strategies For the Municipal
Railway, prepared by a private consulting group, Gruen, Gruen &
Associates , addresses itself to finances. It projects that the
cost of operating present and planned MUNI services will grow from
1979-80's of $94,900,000 to $108,800,000 in 1988-89, while revenue
for 1988-89 will be only $108,200,000, if MUNI continues to be
funded on the same basis as at present. The report suggests alter-
natives for increased funding, including increased federal or state
support, increased City support, further cost reductions over those
already projected, reductions in service, service improvements which
increase revenues more than costs, and probably most significantly,
increases in fare levels or changes in the fare structure which
increase fare revenue and trigger the release of State AB 1107
funds (monies which come from the State when a transit district
shows that it is internally generating at least 33% of its own
costs through fare collection) .

Gruen, Gruen & Associates feels that MUNI is receiving
as much federal and state aid as can be expected at the present
policy levels, and doubts that the City's General Fund will
substantially increase its contributions. Short of enacting new



taxes, it is felt that additional funding will have to come from some
sort of adjustment to the fare structure and transfer system. The
report presents scenarios showing the socio-economic impact of
proposed rate structures and service changes.

Some particular problem areas were noted by the Grand Jury
in its attempts to delve into the labyrinthian MUNI. The very size
of MUNI, in fact, is one of the problems. It was frequently heard
throughout numerous departments, especially the Cable Car Division
and MUNI Metro Task Force, that huge gaps of understanding and
accepting responsibility exist between those at the working or im-
plementing level and those in top management, with much of the blame
being placed in the middle. Often there was a duplication of posi-
tions, at least decision making-wise, leading to conflicts in
authority. The Rulebook for Platform Employees (governing the opera-
tors of the various transit vehicles) is rife with contradiction
after contradiction, thereby allowing for interpretation by whim,
and resulting in a decrease in employee morale. Admittedly, an
organization with as many divisions and employees as MUNI can be
difficult to oversee, but it was nonetheless felt that a basically
inadequate middle management was at fault much of the time.

Under the direction of new PUC General Manager Richard
Sklar, a new streamlining of accountability is becoming evident.
For instance, in the area of Equipment Maintenance, which deals
with keeping the rolling stock operative, the person in charge
there, Mr. Baggetta, is now directly answerable to Mr. Sklar,
thereby bypassing two levels of MUNI hierarchy. This undoubtedly
has helped get and keep more streetcars and buses back in service
and reduced missed runs. Hopefully, Mr. Sklar will continue this
approach, putting aside political considerations and maintain his
emphasis on performance over excuses.

Too long the MUNI has existed unto itself, acting in its
own bureaucractic self-interest, and thus discouraging the good
intentions and productivity of its many capable workers. There
seems to be a new breed of employee coming into MUNI in recent
years, such as those in the Planning Division, and a group of
dedicated electronics wizards at the LRV streetcar maintenance
facility, who are anxious to make their contribution to improving
transit in San Francisco, if allowed to do so. Additionally, there
are many seasoned workers in such areas as cable car design, main-
tenance, and operation, and fabrication of streetcar parts, whose
experience and resourcefulness are undervalued and underutilized.
An unfettering of the latent talent within MUNI could significant-
ly affect for the better the overall operations, and should be
strongly encouraged, rather than actions to the contrary being

We suggest that to the extent possible, Mr. Sklar enlist
pro bono the aid of management consultants to determine and evaluate



the necessity of much of MUNI middle management. If solid
responsibility for results, in lieu of excuses, can be sub-
stituted as criteria for career advancement, much of MUNI,
and the riding public at large, should benefit.

Charles K. Desler
Genelle Relfe

William D. Kremen, Chairman



The Department of City Planning, is organized under the City
Planning Commission. Mr. Rai Okamoto, the Planning Director, has an
excellent knowledge of his department and continues to run his office
efficiently. His staff is comprised of two-thirds CETA and part-time
workers and one-third civil servants.

To meet demands due to proposition 13 Mr. Okamoto now finds
that the continued increase of workload in his department necessitates
a substantial increase of staff. The training program of CETA also
requires staff teaching. He has been much concerned with the shortage
of staff.

Security Officers are required to prevent loss of office
equipment. The Department has three separate locations, and it was
sugguested by past Grand Juries, and this present Grand Jury will again
recommend that this department be quartered in one building so that
services can be made more efficiently, quickly and economically. This
no doubt requires space.

The Planning Director makes reports to Mayor Dianne Feinstein
and the Board of Supervisors of all City Planning Programs. If Neces-
sary, they may have open public meetings with interested neighborhood
individuals on any future planning affecting their areas.

Due to Proposition 13, financing and budgeting matters on various
improvements, and future developments of planning of the City nave become
rather restricted.


Thirty years ago the State Legislature recognized that there
was a need for an authority to function as a public corporate body known
as the Parking Authority of the City and County of San Francisco. ( Calif-
ornia Streets and Highways Code. Sec. 32501). The San Francisco Board of
Supervisors recognized the need for such a parking authority and the
Administrative Code, chapter 17, expressed this need and assigned juris-
diction over parking projects to the Parking Authority of the City and
County of San Francisco. The State Code (Sec. 32656, Streets and High-
ways) mandated a five-Member authority.

The five present members are Donald Magnin (Chairman), Richard
J. Guggenhime, Francis H. Louie, Michael J. Mc Fadden, M.D., and Achille
H. Muschi.

The Staff is composed of three members including Mrs. Margaret
L. Brady, Director.



There is a constant public demand for garages and parking me-
ters. The Parking Authority has or is constructing new garages at Moscone
Center, the Performing Arts Center and parking meters in the North Point
and Richmond districts.

Mrs. Margaret L. Brady, Director, has run her office most
efficiently and this committee commends her for the work well done.

We the Grand Jury believe that this Department should not be
allowed continued operation as a separate entity but should be absorbed
by the Department of Public Works, the City Planning Department, thereby
eliminating its present duplication of the work effort, and making smaller
the large bureaucratic governmental structure that is City Government.


In spite of the many tasks that are required of this department,
the performance under the able management of Mr. John J. Spring as General
Manager, his technical assistant Tom Mallory and the Recreation and Park
Commission guidance and control by Mr. Eugene L. Friend have been most

This agency covers many responsibilities, such as the main-
tenance of Yacht Harbor, Recreation and Park General, the Zoo, Candlestick
Park, golf courses, swimming pools, camp sites, and open space areas as

Funding has become quite an important matter for consideration.
Fees, for example, in the use of golf courses, and stables for the upkeep
of horses for private owners are being studied, as well as others such as
for maintenance and other repair work.

We were told of the many functions of the department, such as
classes for Arts and Crafts, Drama, Dancing, Music, Photography, services
for the handicapped, services to promote various activities for the
Community. Some of the teachers and others in the neighborhoods have
volunteered their services. To cover some of the incidentals a nominal
charge is levied for students that are taking various classes given by
the Recreation and Park Department.

Application has been made to the Board of Education for lease
of a vacant building which has not been utilized and has been vacant.
The purpose is to use it for the Senior Hobby Activities Center. The
School District may lease it to the Recreation and Park Department for
k2% lower than leasing fees that are charged to private individuals.

Since November 1974, the Funding of $9 million has been increased
each year by $1 million but will not be possible now, because of a drastic



cut due to Proposition 13. The staff of 163 has been reduced to 133.

The maintenance and upkeeD of the parks, and heating and lighting of

the buildings, will suffer due to a shortage of gardeners, painters,

and equipment.

This department has done so much to benefit the morale of the
community and it is most desirable for the City and County that it should ,
continue to function Just as well as before Proposition 13.

Firm System

The computer system which started In September, 1978, seems to
be running well. Computing weekly salary of the employees of the
Recreation and Park Department. This record is filed In the City Hall
at E D P Department and Controller's office for salary research, budget,

To meet with various department heads, Department of Public
Works, Police, City Planning, Controller, Computer Deoartment, Assessor,
(re-ieasing and renting of place for Park and Recreation Department.)

Obtaining new grant for funding 100 CETA employees.

June 1, 1979 - Special Art of King Tutankhamen

Vendors have erected tents for the sale of hamburgers, hot-dogs,
and refreshments, etc. Contracts for renting spaces at Recreation Park and
outside areas of Art Museum, will provide an estimated income of $22,000.00
of 9% of the amount required for the leasing.

Volunteers or part-time workers provide security services and
they do not carry arras, but then have the mounted police on horses to
back up and check that every thing is all right in various areas of
Golden Gate Park or the other playground areas, as well.

Candlestick Park was replacing its baseball field with grass
turfing this year for the opening game of the baseball season for the
San Francisco Giants.

The Recreation and Park Commission and department are very
thorough and cautious in conducting their public hearing of neighbor-*
hood committees and coming up with fair and wise decisions on various
things that were brought to their attention.

This committee is very appreciative of the cordial reception
and the cooperation received from the Department Heads, especially from
the General Manager, Mr. John J. Spring.

Flora Aramian

Morris Rabkin

Olimpia M. Xavier, Chairman


The Social Services Department is made up of 1^7^ perma-
nent employees, 110 temporary and 63 CETA and 5 commissioners. The
diversity of their backgrounds, education and professional experi-
ences has been of great value to both department clients and staff.
The staff continue to support the sound proposals for all projects
and grants. They have expanded the program of emergency shelter
care program for dependent, neglected or abused children. The de-
partment has provided on-site training so that employees can obtain
Master's degrees in Social Work. All hiring is done by the department's
own Personnel staff. The department has put great effort into trying
to place many of the 1^00 children in emergency care shelters back
into their own homes. The in-home services for elderly and disabled
citizens has been approved by the federal government at $7.98 per hr.
The agency has been able to place under contract service for 1300
elderly people, disabled and blind. Of the whole caseload of people
with in-care services ^500 are still not under contract. The contract
agencies provide trained, reliable workers who neither neglect nor
"rip-off" the patients.

The past fiscal year the department has been able to decrease
the caseload of people on general assistance. This has been accom-
plished by a better screening program of all applicants. The Aid to
Families with Dependent Children showed a decline in caseloads. Also,
the Medically Indigent Adult program provides Medi-Cal for many adults
in the City. Eligibility factors are income, property and residence.

The Department of Social Services provides many services to
the citizens of San Francisco.

Congratulations to the staff and Director Mr. Edwin S.
Sarsfield, who seems to be both capable and innovative in his direction
of this very important department.


The policy of this Commission is action to obtain equal
rights for every inhabitant of the City and County of San Francisco.
The Commission is made up of 15 Commissioners, 2^4 staff, of which 18
are professional Legal Investigators and 6 are administrative and
clerical. The Commission has established 6 Standing Committees which

1) EMPLOYMENT - The affirmative action program monitors
City Contractors because of City money paid for services, to see that
minorities are hired. During this year this Commission has made a
great thrust in this program. They have obtained commitments from
38 major City agencies to follow H. R. C. affirmative action of all



contracts awarded. Also, a new policy has been established that all
user agencies pay fees to H. R. C. for affirmative action programs.
Some already are paying fees namely, Hetch Hetchy, Waste Water, Airport,
and possibly Moscone Convention Center. The Commission is working
towards having other agencies pick up affirmative action costs.

2) GAY ADVISORY - This committee recognizes the good faith
efforts fo the Gay Community and urges public understanding and po-
sitive social attitudinal changes. The committee has answered approx-
imately 3*10 Gay-oriented complaints. This year they assisted in
obtaining approximately $50,000 in back pay adjustments for persons
discriminated against because of sexual orientation.

3) HOUSING AND URBAN DEVELOPMENT - This committee has been
active in supporting legislation to help provide and maintain fair
practices in renting and buying housing with concentrations on minor-
ities, elderly, and low income people. This committee has been
successful in obtaining fees for H. R. C.'s monitoring of Housing

4) POLICE LIAISON/SOCIAL ISSUES - This committee is involved
in helping police and citizens develop block clubs which are instruct-
ed in crime prevention and citizen's safety awareness, such as,I.D. to
protect valuable property and training citizens which emphasizes pro-
viding information to police in the apprehension and arrest of criminals,

5) YOUTH & EDUCATION - This committee is concerned with all
phases of education, students, teachers, Youth Guidance Centers, Juve-
nile Court Study, Health and Family Life Education, Bilingual Education,
student discipline and many other programs which help educate todays

6) ORDINANCE REVISION - This committee submits Resolutions
to both City, State and Federal Governments recommending support of
special Senate Bills such as Gun Control, Resolutions of Commendation,
and Statements of Concern.

The Human Rights Commission because of budget cuts, has been
affected most drastically in the areas of Education, Police Liaison,
Housing-Urban Development, and Gay Advisory. Chapter 12-A (which
supports Human Relations Issues passed by the Board of Supervisors
in 196*1) is the initial mandate to reduce inter-group tensions between
the peoples. It has been reduced considerably. We recommend that the
board of Supervisors fund the Commission for additional staff to meet
the requirements of Chapter 12-A, to help alleviate inter-group ten-
sions. We further recommend that the Board of Supervisors and Mayor
encourage City agencies to pay H. R. C. fees for their affirmative
action requirements.



This Commission Is run by a very capable and dedicated staff
who are concerned with the well-being of our Senior Citizens. The
staff monitors all programs that are aimed to help elderly people,
making sure that all monies spent provide a little extra benefit for
the elderly citizen.

The past fiscal year, 1978-79, they have extended the nutri-
tion program from 5 days to 7 days a week, also covering holidays,
which now provides a free meal each day for our Senior Citizens. The
Gold Card is a service available to the Senior Citizen which entitles
them to a discount for many services that are provided to the general
public Most of these services are available through a number of
compassionate and concerned citizens who realize that we cannot shut
out these well deserving citizens.

The Commission has a program that supplies information for the
elderly. They advertise in a pull-out section of the Progress, which
makes available listings and telephone numbers of services such as
housing, health care, employment, and sometimes Just plain conversation
when desired. The telephone information line still operates 2k hours
a day. The Commission publishes bilingual pamphlets and fliers of
services available - also social and cultural programs which might in-
terest our Seniors.

The Outreach Program is funded by the Commission and opera-
ted by staff and many volunteers who help train older people to obtain
more skills enabling them to help each other and preparing some for
Job opportunity. The Senior Age Employment Agency offers Job place-
ment for elderly citizens enabling them to supplement their income so
that they too might try to cope with our steadily rising inflation.

With rising costs and reduced budgets, we, as some of the
people of San Francisco, are surprised that one spare change operation
such as this Commission has successfully provided so many humanities.
Therefore, we recommend that the Commission be granted the additional
funds requested from the parking tax that will enable them to hire two
additional staff members so that more programs can be made possible
for the Senior Citizens to help ease the fears, financial, medical,
loneliness and some rejection that often comes with old age.


This Commission consists of two permanent staff, some part
time volunteer help and 11 commissioners who meet the second Tuesday of
every month. They have assisted in placing women in various positions.



Since all agencies in the City and County are monitored by
another department and no tax monies are spent for the Status of Men
nor the Status of Gay Peoples we recommend that this department be
discontinued and placed under a Commission concerned with all Human

Genelle Relfe

Rebecca S. Turner

John S. Collins, Chairman


The continuity and success of City programs are dependent
on City employees performing their jobs, day in, day out. The de-
partments that exist exclusively for the purpose of ensuring that
City employees receive the benefits due them are all performing
adequately considering the restrictions of the City Charter and the
severe budget cuts placed on all staff departments.


The Health Service System, under the able leadership of
Philip J. Kearney, Executive Director, is responsible for providing
the best possible medical coverage, at a reasonable cost, to all
members of the Retirement System not exempt due to adequate outside
coverage, religious belief, or annual salary. Temporary employees
are not covered by the Retirement System and thus are not covered
by the Health Service System, per Charter.

The City's payment for health benefits is $40.08 per month,
per covered employee, effective July 1, 1979. This payment is for

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 25 of 32)