California. Grand Jury (San Francisco).

Civil Grand Jury reports (Volume 1976-77) online

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mously approved a rent control plan. This plan limits rent increases
to 7% annually unless a landlord can justify an amount above that.
Landlords were allowed an automatic 7% increase immediately following
the signing of the new law. Those who had not raised rents since
April 15, 1978 were allowed a 13% increase, and those who had not
increased rents since April 15, 1977 were allowed a 19% increase.
This new law also establishes a tenant/landlord mediation board
comprised of two tenants, two landlords, and one neutral member.



Another major issue, in May, was gas rationing. We feel
that the Board was slow to act in implementing the odd/even gas
rationing plan. We agree that the odd/even system may not have
been the most desirable plan, but the temporary uncertainty caused
some concern for the citizens of San Francisco and placed them
in a vulnerable position for several days, since most of the
surrounding counties had already adopted the plan. We understand
the Board's desire to exercise the City's legislative independence,
however, they should not have allowed that type of political city
versus state tug-of-war to take place during an emergency situation
such as that.

With regard to the question of full-time supervisors as
opposed to part-time supervisors, we recommend that the position
remain part-time as it presently is. We feel the Board is doing
an adequate job, and in light of the necessary budget and personnel
cuts due to Proposition 13, salary increases to cover full-time
supervisors would not be appropriate at this time. However, when
the budget can more easily withstand it, the Grand Jury would be
in favor of placing this proposition on the ballot.

In closing, we would like to recommend that the Board of
Supervisors direct their attention toward the following summarized
list of suggestions, and departmental needs:

City Hall (in general)

Budget Priorities
(in general)

Electric Data
Processing (EDP)


Superior Court

Municipal Court

Law Library


Implementation of fire alarms/smoke de-
tectors/sprinkler systems.

The Board should give special attention
to smaller departments when cutting
budgets, since these departments cannot
absorb a cut as easily as a larger one

Additional space required.

Additional space required.

Additional space required.

Space and security problems for many
courtrooms. Additional supervision at
Hall of Justice because of insufficient
number of bailiffs to perform this job.

Additional space required.



Sheriff's Department

City Attorney
District Attorney
Public Defender
Fire Department

Emergency Services

Police Department
Parking Authority

Commission on
the Aging

Human Rights Commission

Purchasing Department


Additional space required. Need for
female officers/deputies.

Additional space required.

Additional space and personnel required.

Additional space required.

Need for budget allotments for Emergency
Medical Technician training for personnel
because of a 75% increase in resuscitation
calls .

Central communications center needed.

Additional space required for medical
facility because of projected major
increase of foot traffic due to opening
of the new terminal.

Pre-Test Training needed before Academy.

Investigation to determine if Parking
Authority can be combined with another
department such as City Planning or
Department of Public Works.

Grant Commission additional funds re-
quested from parking tax.

Additional funds needed to meet require-
ments of Chapter 12-A.

A complete inventory is badly needed of
all City department supplies and equip-
ment. Restructuring of middle manage-
ment needed to alleviate the vacant po-
sition of Chief of Inventory & Sales.

An annual emergency vehicle replacement
program should be initiated.

Forms Analyst on a pro bono basis should
be sought.

When a contract has been granted (i.e.,
janitorial, tow-service) a personal
inspection of the company's facilities





Purchasing Department
(cont. )


California Academy
of Sciences

Asian Art Museum
Fine Arts Museums

Art Commission

Animal Control Center

Civil Service

Health Service System

Retirement System

should be done to ensure that this com-
pany is capable of effectively rendering
the services contracted.

Fare adjustments needed. Investigation
of middle management area needed.

Renegotiation of Sunday park closure
should take place until an equitable
solution is reached. Additional police
presence needed during special events.

Additional space badly required.

MUNI transportation to the Legion of Honor
(perhaps three times daily) would be a
tremendous help to this museum.

Amend Ordinance No. 30-69, Section 3.13:
"Appropriation for Adornment of Proposed
Public Structures" to give the Art
Commission more authority, so that
conflicts between the Commission and
various departments can be eliminated.

A multi-year contract should be negotiated.

Additional funds and staff needed to pro-
duce a Civil Service Newsletter which
would be issued on a regular basis and
explain Civil Service rules accurately
and as simply as possible. Additional
personnel should be allotted to staff a
test validation unit to reduce criticism
regarding reliability of Civil Service

Permanent mail person position needed.
Additional space required.

Should be made a formal trust so that
funds will remain protected for the re-
tirement of City employees. Should become
its own budget setting authority. Should
be allowed to offer options, if necessary.
These changes will require Charter amend-
ments .





Department of

Tax Collector

Public Administrator/
Public Guardian

Department of Agri-
culture & Weights &

Department of
Public Health

Commission on the
Status of Women

Emergency Services/


More attentiveness to this department's
needs by the Mayor, CAO, and Board of
Supervisors. Full-time toxicologist
urgently needed. Typewriter of satis-
factory working condition would be a
boon of inestimable value.

No elimination of police call boxes.

Additional staff required.

Additional staff would help this de-
partment become self-sufficient.

Study needed on current Farmers' Market.

Public health should be a top priority
in city planning. Health care is more
important than red tile cross-walks on
Ocean Avenue, for example. V.D.
follow-up programs should be re-
established since San Francisco has the
third highest rate of V.D. in the U.S.

This department should be deleted en-
tirely, since the work they do is al-
ready covered by the Human Rights

Eight new ambulances needed to replace
those that are often out of commission.

John S. Collins
Morris Rabkin

Rebecca S. Turner, Chairman



The California Academy of Sciences, under the direction
of Dr. George E. Lindsay, is a combination museum, planetarium,
aquarium, and scientific research department. Because of this
multi-faceted personality it provides the San Francisco public
as well as many out-of-towners with hours of educational pleasure.
It is one of the most popular attractions in Golden Gate Park.
In Fiscal Year 1978-79 over 1.7 million people visited the Academy.

Steinhart Aquarium, under the direction of John E.
McCosker, is the fastest growing attraction of the Academy, with
a fish collection rated third in the world, and housing one of the
only two manatees (a giant sea-lion type mammal) in captivity. One
of Mr. McCosker 's newest creations is the aquatic "petting pond,"
a beautifully arranged display where children (and adults) not
only can observe harmless sea creatures in their natural habitat,
but can actually touch and handle them as well.

The Scientific Research Department, directed by William
N. Eschmeyer, publishes several scientific journals and does ex-
tensive research in eight different areas, including anthropology,
geology, entomology and ichthyology. The Entomology Department
contains over six million species of insects, and the Ichthyology
Department houses over 175,000 species of fish, some dating back
over a century. The most recent and valuable discoveries of this
department concerned the finding of high mercury content in tuna
as far back as 100 years, thus concluding that the mercury found
in tuna today is not the result of man-made pollutants.

Yet another important facet of the Academy is the Junior
Academy, where parents can enroll their children in scientific
educational programs. The Junior Academy will be developing
additional programs for the summer due to increased summer school
closings as a result of Proposition 13.

This Grand Jury found the staff at the California
Academy of Sciences to be extremely qualified and dedicated to the
purpose of the Academy, and we therefore urge the cooperation of
the Park and Recreation Department, Police Department, and Board
of Supervisors with regard to the following departmental problems:

Park Closure to Automobiles on Sunday . This has been a critical
problem for several years, not only for the Academy of Sciences,
but also the entire cultural center of the Park, including the
Asian Art Museum, de Young Museum, and Japanese Tea Garden.
Because of this, the Academy reports a gigantic 25% decrease in
visitation on this day.



Recommendation : We understand that several debates took place
regarding this matter but no equitable plan was ever reached.
We recommend that this issue be renegotiated until a mutually
acceptable solution is achieved.

Additional Police Security for Special Events . The Academy praised
the Police Department for its support, but feels that additional
police presence is needed for special exhibits that are prone to
larger crowds.

Recommendation : We recommend the continued support of the Police
Department in providing additional guards for the Academy during
these special occasions.


The Fine Arts Museums, consisting of the de Young Museum
and the California Palace of the Legion of Honor, operate on a
budget of approximately $3.1 million per year. Just over two- thirds
of this amount is City funded. The rest comes from private donations,

The Museums' functions are to preserve, collect and
exhibit objects of art, but they provide many other educational
services as well. Among them are the following:

Library : The Library, housed in the de Young Museum, contains
20,000 volumes, plus numerous sales and auction catalogues and
bound periodicals.

Art School : The Art School conducts four programs: 1) The de
Young Museum Art School is committed to providing low-cost classes
taught by professional artists. Over 100 classes, workshops, and
field trips are offered in four quarter semesters. The school
is a non-profit corporation entirely supported by student's fees;
2) "Trip-Out Trucks" visit school classrooms four times each year
in an effort to integrate art into the school curriculum through
studio art classes, lectures and demonstrations, and to initiate
the teacher to use the museums as an educational resource; 3) The
Downtown Center, established in 1976, is a branch gallery of the
museums located in the downtown business district; and 4) the Museum
Internship Program selects individuals from the Western United
States to work and study at the museums. Funded by the NEA and
the Rockefeller Foundation, this program assists the museums in
achieving national visibility for its education programs, and
helps other museums initiate programs for their communities.

Dr. Ian M. White, Director and Chief Curator, and the
entire Fine Arts Museums staff are to be highly commended for the
two spectacular international exhibitions presented this fiscal
year . The Splendor of Dresden: Five Hundred Years of Art Collect -



ing was shown at the Legion of Honor, and Treasures of Tutankhanum
was shown at the de Young. Nearly two million people attended that
exhibition. In preparation for these two major exhibits capital im-
provements were made on both buildings. New flooring, roofing,
lighting, climate control and moveable walls were installed at the
de Young. A similar climate control system was installed at the
Legion of Honor. These improvements will also enhance the museums'
ability to attract future exhibits.

Problem : The Legion of Honor is not near a regular bus route. Atten-
dance is not as high as it could be if better transportation to the
Legion was provided. We recommended that a MUNI bus route, possibly
the "2 Clement," be revised so that public transportation to the
museum door would be provided at least three times daily. This would
only require a few additional minutes to the MUNI schedule, and the
benefits to the museum would be bountiful.


The Asian Art Museum, directed by Rene-Yvon Lefebvre de '
Argence, was built in 1959 to house a gift of 4,500 art objects by
Avery Brundage. A second contribution by Mr. Brundage in 1969
doubled this amount. Thanks to additional contributors, the museum's
collection is now approixmately 10,000 items worth over $400 million.

One of the biggest highlights of this fiscal year was the
exhibition 5,000 Years of Korean Art . This exhibit was made possible
through negotiations with the National Museum of Korea. Our Asian
Art Museum will organize and supervise the tour of this fabulous
collection when it leaves San Francisco to make six additional stops
in the United States.

One of the most significant aspects for the museum's docents
this fiscal year was the implementation of a new administrative
structure in the Docent Council. This new structure provided for an
elected Vice Chairperson who would be spokesperson for Asian Art
Museum docents, plus be responsible for the daily administration of
docents, and for implementation of Asian Art Museum educational
policies and requirements as they affect the Asian Art Museum docents.
Because of this, a new level of administrative efficiency has been

To mitigate the financial impact of Jarvis-Gann, the museum
has applied for a federal "challenge grant." This grant provides
$1 of federal money for each $3-$4 the museum can provide. At the
time of this writing, it is not yet known whether the Asian Art
Museum's application has been accepted.

Problems :

1. Personnel . A request for a part-time assistant for the
Education Curator was approved, but was not funded by the Board of



Supervisors. Also, a vacant preparator position was not refilled
because the position was deleted. Without additional help, the
Asian Art Museum is seriously hampered from extending the quality
of their services to the public.

2. Space . Because the Asian Art Museum was originally
built to house the 4,500 items of the Avery Brundage collection,
only 10%-13% of the museum's present holdings can be displayed at
one time. The rest remains unseen by the public and is crowded
in storage. This space problem also affects new acquisitions,
loans and temporary exhibitions. This Grand Jury highly recommends
the exploration of additional space possibilities for the Asian Art


Health and safety hazards caused by a high population of
unsupervised or abandoned domestic animals is a problem often under-
estimated. In 1977 there were 50,358 cases of dog bites reported in
the State of California alone.* This Grand Jury commends the Animal
Control Center, operated by the San Francisco Society for the Pre-
vention of Cruelty to Animals (SF/SPCA) , for performing services
above and beyond its designated civic duty.

The SPCA, directed by Richard Avanzino, is privately funded
by its members. The Animal Control Center is the only aspect of the
SPCA which receives City funds. Its duties are to schedule, dispatch
and conduct patrols throughout the City, providing trained, experienced
animal handlers to serve as uniformed Deputy Animal Control Officers
in specially-equipped, radio-dispatched vehicles; to impound stray
dogs; issue citations for violations of animal control laws; and pick
up confined and injured stray animals.

The Center's total City budget of $205,300 for 1978-79
covered the following:

a. salaries of 10 employees

b. taxes/fringe benefits

c. insurance/maintenance/repair

d. utilities/supplies/training/informational material

e. auto expenses

f. accounting/miscellaneous support services

g. equipment rental
h. facility rental

Although the Animal Control Center's major duty is to im-
pound stray animals, the self-appointed task of finding homes for

* 1978 statistics were not available at the time of this writing



unclaimed animals serves a financial purpose aside from the obvious
sentimental one, since all adoption fees are immediately turned
over to the City and County. This year the adoption rate reached
an all time high - 95% for cats, and 78% for dogs - which is a 15%
increase over last year. The national average is only 10%. Revenues
received from owner-redemption and adoption fees totalled approxi-
mately $50,000 this year. To perpetuate the exceptionally success-
ful adoption program a variety of services directly related to
animal control are provided by the Society at no additional cost
to the City. These additional services, totalling $180,000 this
year include administrative services; an infirmary and treatment
for stray, injured animals; veterinarian-supervised staff examina-
tions to determine condition and adoptability of Shelter animals; a
fully equipped Rescue Ambulance; a privately-funded low cost spay
and neuter clinic to cut down the number of unwanted animals; and
a public information program teaching pet owner responsibility and
obligation to City and State law. In addition to these services,
two new services will be added in the upcoming year: 1) a full-
time groomer to make animals more desirable for adoption, and
2) a "Petmobile" to be used in a satellite adoption program,
carrying animals to shopping centers, parks, street fairs, etc.
Both of these new services will help increase adoptions, adding
the fees to City revenue to underwrite some of the costs of animal

Also, 1978-79 saw the debut of the Hearing Dog Training
Program, a most ingenious plan designed to stimulate adoption
while providing a valuable service to citizens of the deaf
community. Selected, abandoned dogs are trained to respond to
noises such as a doorbell, ringing phone, baby cry, etc., and to
alert the owner. The dogs are given to their new master free of
charge. Already the success stories of this new program are

New plans for the Animal Control Center include: 1) a
disaster program, a cooperative effort with the Red Cross whereby,
in the case of a disaster such as an earthquake, the SPCA would
handle the rescue and sheltering of animals as the Red Cross does
for humans, and 2) computerized dog licensing. This year an
estimated $200,000 was received in revenues from dog licensing
fees, and Mr. Avanzino predicted that this amount could double
if dog licensing was computerized. The SPCA would be willing to
fund a percentage of the computer costs, but no formal discussions
with the Board of Supervisors have yet taken place regarding this

Recommendation : The SPCA presently operates the Animal
Control Center on an annual contract. Each year the question
arises as to whether or not the contract will be renewed. This



seriously hinders the development of long-range plans. Animal
control is an ongoing problem in need of ongoing solutions,
and this Grand Jury found the staff at the SPCA to be highly
dedicated and qualified to perform this necessary function.
Therefore, we recommend that the Board of Supervisors negotiate
with the SPCA to develop terms for a multi-year contract.

John S. Collins
Morris Rabkin

Rebecca S. Turner, Chairman



The City Attorney's Office is located in Room 206 on the
Second Floor of the San Francisco City Hall on Polk Street.

This office is under the direction of Mr. George Agnost the
elected City Attorney. Mr. Agnost, was employed by this office before
being elected in 1978.


The City Attorney's Office is often called the "City Protective
Agency" since it is charged with the responsibilities of representing
the City in all litigation, giving advise to all City departments in
contract negotiations, and is primary legal advisor to the Mayor. To
discharge this responsibility Mr. Agnost is assisted by two staff assist-
ants, who act in his behalf when absent, and an Operations Officer, who
handles the day to day administrative function.


The City Attorney's Office received a budget of approximately
$4.l| million for fiscal year 1977-78. Ninety-two percent of this budget
was used for salaries, 8% went for other expenditures. The budget re-
ceived was far less than that requested, due mostly to the passage of
Proposition 13.


This department is still understaffed for the volume of work
it does. Its present staff consists of 60 attorneys and 30 other admin-
istrative persons that handle more than ^4000 cases yearly. This rep-
resents hundreds of millions of dollars of litigation. The ration of
support staff to attorneys has not changed since the last Grand Jury
report (1977-78).


One of the most pressing problems of this department is that
of equipment. Everywhere we looked we found the equipment to be out-
dated or in short supply, such as: (1) Typewriters still in need of
specialized characters needed for legal typing; (2) Desks were in short
supply, and in need of repairs; (3) The outdated switchboard was still
in use, and still inadequate to handle its assigned task. CO A short-
age of typewriters has caused the creation of a "typing pool", which
modern management systems consider inefficient for this type of
administrative paper work.

The only commendable aspect in this area is the installation
of the Wang Word Processing System. This system, however, is on a
rental basis that costs the City approximately $8,1*40 a year.




This department is in need of office space as stated in the
1977-78 Grand Jury Report. Many attorneys do not have desks at which to
work. Most must use library tables. Those that do have desks are
crammed into noisy, small offices with one or two other attorneys. The
library is spread throughtout the offices and in corridors. It is diffi-
cult to use, because of traffic interruptions. Filing cabinets are lo-
cated wherever space permits; they are not readily accessible. The light-
ing and ventilation are still substandard.

The City attorney also has a branch office at the Airport. This
is also short of office space, typewriters, desks, chairs, and needs a
law library. This office is charged with the responsibility of defending
the 1*12 lawsuits, referrred to in the 1977-78 Grand Jury Report resulting
from Airport operations. This is a monumental task, involving millions
of dollars, to have to perform under these circumstances.


1. That the City Attorney's Office be allocated additional

2. That the City Attorney's Office be given a one time in-
crease in budget to allow for relocation, if necessary.

3. Purchase of typewriters with Legal characters.

We strongly suggest that consideration be given for movement
of the Office of the City Attorney and that of the Public Defender into
one of the vacant schools.


This office is locatated on the third floor of the Hall of
Justice at 850 Bryant Street, and is under the direction of District
Attorney Joseph Freitas, Jr., an elected official.

Mr. Freitas is charged with the responsibility of prosecuting
public offenses committed within the City and County of San Francisco.
In addition, the District Attorney has duties in mental health commitment,
consumer protection, family support, Juvenile prosecution, and election
and campaign law enforcemnet. To discharge his responsibilities effi-

Online LibraryCalifornia. Grand Jury (San Francisco)Civil Grand Jury reports (Volume 1976-77) → online text (page 29 of 32)