Board of Supervisors:

Recommendations 36

• R1
  Provide the Bayview Hunters Point District With Neighborhood Schools SFUSD should provide the Bayview Hunters Point district with neighborhood schools commensurate to its population of eligible local students. Response Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation does not acknowledge the existence of the SFUSD student assignment system mandated by Consent Decree, which provides students with the right to select schools from any neighborhood within the District. Therefore, students are not limited to available seats in the schools within their own neighborhood. This student assignment system may only be changed by agreement of the parties or by an order of the Court. Currently, there is adequate capacity within the schools in BVHP for students who opt to attend those schools. The SFUSD Master Facilities Plan provides objective criteria for planning educational facilities to meet the changing needs of the community, and to provide options in allocating facility resources to achieve the district’s goals and objectives. The Master Plan includes a capacity study for the District, and included the following conclusion: “The 10-year enrollment projections, in 135 conjunction with the Capacity Study, forecast excess capacity at San Francisco Unified School District’s school facilities of nearly 7,600 seats, or more than 12%, on a district-wide basis for the time frame addressed in this Master Plan.” As of August 25, 2004, there remained 363 open spaces across all grades in K-12 schools located in the 94124 zip code area. Only 6 of the 35 grades offered in the 94124 zip code area are at capacity. However, in order to maximize the quality of the schools located within the BVHP area, SFUSD has initiated the Dream Schools Initiative, and has participated in the STAR Intervention Program and the Secondary School Redesign Initiative. Dream Schools The first three Dream Schools are all located in Bayview/Hunters Point. These schools will provide a pre-kindergarten to grade 12 continuum housed on three campuses: Charles Drew, Twenty-First Century, and Gloria R. Davis. The pre-kindergarten to third grade campus at Charles Drew will be focused on early learning and literacy. The fourth to sixth grade campus at Twenty-first Century will focus on academic development in the upper elementary and middle grades, and the seventh to 12th grade campus at Gloria R. Davis will be focused on academic attainment and college and career preparation. These Dream Schools will be based in part on the Frederick Douglass Academy in Central Harlem, New York started by Dr. Lorraine Monroe. Each of the Dream Schools will incorporate seven core components: (1) Academic Achievement, (2) Varied Learning Opportunities, (3) Parent Empowerment and Support, (4) Alternate Learning Models, (5) College Connections, (6) Career Preparation, and (7) Safe and Friendly Learning Environments. In particular, each of these Dream Schools will provide additional assistance and resources to students and parents to improve academic achievement and transform previously under- performing schools into models for other schools in the District. For example, these Dream Schools will use a longer school day, which will run approximately from 8 a.m. to 5 p.m., and will incorporate after-school tutoring and enrichment programs to help students who need mentoring in particular areas and to provide different kinds of learning experiences to students and families who might not otherwise have them. A wide range of extracurricular activities – including several kinds of dance, drama, employment development, chorus, and sports – will be offered to students attending these Dream Schools at all grade levels. In addition, these Dream Schools will offer various personal development programs, including through partnerships with community organizations such as the Career Resource Development Center, Enterprise for High School Students, Job Corps, and others, to assist students with career and college planning. These Dream Schools will provide students experiential learning opportunities as well – such as internships, job shadowing, and other off-site programs. Each of these Dream Schools also will provide additional resources and activities to encourage parental involvement and build parents’ capacity to support student learning. For example, the pre-kindergarten curriculum at Charles Drew will be delivered through home visits and group 136 meetings that facilitate parent education and development. Parents will be trained by means of sample activities and role-playing, and will be paid to deliver services to other parents through weekly home visits or group meetings. In addition, these schools will offer Saturday sessions that will include family programs that emphasize parental empowerment to permit parents to participate actively in their child’s education. Parents at these Dream Schools may also be able to participate in General Educational Development (“GED”) test preparation, computer training, job skills and employment search skills programs. Faculty members and other administrators at these Dream Schools will be held to the highest standards. For example, all faculty members will be required to participate in designated development activities, including the “Dream School Institute” and an intensive academic professional development training program. Each faculty member also will be expected to sponsor or supervise an after-school activity, communicate with parents extensively, including through at least two parent conferences per year, and participate in schoolwide and community activities. STAR Intervention Program The central goal of the STAR Intervention Program is to increase student achievement at currently underperforming schools. SFUSD provides three categories of targeted interventions – site personnel, District support, and additional resources – to improve student achievement. Each school in the STAR program receives additional site personnel, including an instructional reform facilitator, parent liaison, and volunteer tutors/mentors, to support instructional improvement. In addition, the STAR program provides additional resources to establish new parent centers at each school, transportation services to increase the accessibility of after-school programs, and extended learning packets for distribution to parents and families. Several BVHP schools have participated in the STAR Initiative, including schools such as Charles Drew Elementary, 21st Century Elementary, Hillcrest Elementary, Malcolm X Elementary, Gloria R. Davis Middle School, Martin Luther King Middle School, and Thurgood Marshall Academic High School. Secondary School Resdesign Initiative Finally, Gloria R. Davis has been selected to be part of the Secondary School Redesign Initiative next year, which utilizes funding from the Bill and Melinda Gates Foundation in order to provide small, personalized learning communities, rigorous academic curriculum, opportunities for applied learning, and access to qualified teachers. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the District’s original response, the recommendation does not acknowledge the existence of the SFUSD student assignment system mandated by Consent Decree, which provides students with the right to select schools from any neighborhood within the District. Therefore, students are not limited to available seats in the schools within their own neighborhood. This student assignment system may only be changed by agreement of the parties or by an order of the Court. Currently, there is adequate capacity within the schools in BVHP for students who opt to attend those schools. The District continues to be subject to the Consent Decree. The District continues to provide additional support and resources to the Bayview Hunters Point community through the provision of Dream Schools, the STAR Initiative and the Secondary 137 School Redesign Initiative, as described in the original response. Despite severe budget limitations, the District has offered summer school for all elementary students in BVHP Dream Schools, while elementary schools in the rest of the city only had the option to provide summer school for the 5th grade.
• R1a

  Page 1
  The Fire Department and the Department of Public Health Should Establish Criteria for Measuring Success of the Merger SFFD and DPH should establish specific criteria for measuring the success of the merger. They should determine the steps necessary to complete the merger. Steps to be taken and the establishment of timelines should be delineated and agreed upon as soon as possible.
• R1b

  Page 1
  The Fire Chief and Fire Commission Should Be Accountable for Achieving Success for the Merger Once criteria and timelines are established, the Chief and the Fire Commission should be held accountable by the Mayor for achieving them.
• R1c

  Page 1
  The Mayor Should Appoint a Health Professional to the Fire Commission The Mayor should appoint a health professional, preferably one with Emergency Medical Services experience, to the Fire Commission.
• R1d

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  The Fire Commission and the Health Commission Should Meet Jointly at Least Quarterly The Fire and Health Commissions should meet jointly at least quarterly for better oversight of SFFD EMS.
• R1e

  Page 1
  Department Leadership Should Communicate the Importance of EMS. Department leadership should define and communicate the values of the department so that EMS is seen to be at least as important as fire suppression, as stated in the SFFD's mission statement. The Fire Commission, the Chief and Department leadership should promote and support EMS by communicating the value of its mission throughout the Department.
• R1f

  Page 1
  Respond to Alarms With Appropriate Staff and Equipment Given that most alarms are false and those that are not are medical in nature, SFFD should respond with appropriate staff and equipment.
• R1g

  Page 1
  Simplify the Grievance Form The grievance form should be simplified. Response Michael Hennessey Sheriff Office of the Sheriff July 28, 2005 This recommendation has been implemented. General
• R2
  Confront the Perception that Local 798 Is Running the Department Department leadership should confront the commonly held perception that Local 798, rather than the Chief, is “running the department.” Response Joanne Hayes-White Chief of Department Fire Department August 23, 2004 Disagree. The Department has had three Chiefs over the past seven years. This procession of Department Heads had difficulty in achieving the momentum necessary to effect substantive change. Chief Joanne Hayes-White and the current Command Staff is committed to providing, and has already displayed the strong leadership necessary to facilitate change and promote the accountability and professionalism throughout the ranks of the Department. IAFF Local 798, as the authorized bargaining unit for most members of the Department is involved in any decision that has the potential to impact the wages, hours or working conditions of its members. The Chief, however, is the sole arbiter of decisions that affect the operations and administration of the Department. The current leadership has already displayed its willingness to exercise independent authority, often in opposition to the opinion of the labor union. 28
• R2a

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  Determine and Control the Cost of Its Benefits Plans and Prevent Abuses Management should determine and control the cost of its benefit plans and act to prevent abuses. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. Muni is controlling the costs of benefit plans and is actively routing out and eliminating abuse. The Municipal Railway is part of the City and County of San Francisco and strictly adheres to its established policies and procedures. The three benefit plans mentioned in the Grand Jury report: Battery Pay, Transitional Work and Workers' Compensation, each have specific components for preventing abuse. All claims for battery pay are investigated by a full-time staff investigator who reviews the incident report and the video tape on-board the vehicle, interviews witnesses, takes a recorded statements from battery pay applicants, reviews all medical evidence and reviews the appropriate City and County laws prior to accepting or denying a claim. As mentioned in section 2.5, there are currently 4 employees who are receiving battery pay at this time A Transitional Work Program Coordinator as well as supervisors and superintendents to whom transitional work employees are assigned monitors the work performed. Workers’ Compensation staff conducts random spot checks. In the event that an abuse of the program is validated, the appropriate steps are taken that may include docked pay, counseling or re-assignment. Benefit rates and increases for the Workers' Compensation program are set by the State of California. Muni’s role is to monitor acceptance and denial of claims, ensure appropriate benefit distribution and insure contract compliance by our Third Party Administrator (TPA). All claims for Workers' Compensation are investigated to determine the validity of the claim. Once the validity has been established, the TPA is contractually required to review each claim every 14, 30, 60 and 90 days, depending on the type of benefit paid or the seriousness of the claim. Workers' Compensation staff reviews claims-related issues with the TPA on a daily basis. Muni investigates allegations of fraud or abuse in cooperation with other city or regional agencies such as the San Francisco Police Department, BART, and the District Attorney. Muni also has a telephone “tip hotline” to encourage the reporting of any abuse.
• R2b

  Page 1
  Base Pay for the Light-Duty Plan on Hours Actually Worked Management should consider basing pay under the light-duty plan on hours actually worked. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. Muni employees in the Transitional Work Program are paid based on hours worked. In 1996, pursuant to Proposition J, the Budget Analyst performed a full management audit of the Public Transportation Department. One of his recommendations was to “discontinue the practice of paying overtime to Special Duty Operators in MUNI Headquarters, for time not actually worked”. A review of the Action Plan prepared by Muni in response to the Audit shows that a policy was established in September 1996, and continues today, that Operators in the Transitional Work Program would be paid on an hourly basis and that staff would monitor compliance with this policy on an ongoing basis. 115 (In 1996, the terms “Special Duty” and “Light Duty” were used interchangeably. Today, the program is called the Transitional Work Program.)
• R2c

  Page 1
  Ensure Employees Are Eligible for Light-Duty and That They Actually Perform Assigned Tasks. Management must establish controls to ensure that those employees assigned to light-duty are eligible under the conditions of the plan and are actually performing their assigned tasks. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. A physician must diagnose all industrially injured employees in writing, before they are eligible for transitional work. A Transitional Work Program Coordinator as well as the supervisors and superintendents to whom transitional work employees are assigned monitors the work performed. In addition, Workers’ Compensation staff conducts random spot checks. Employees assigned to the Transitional Work program are performing their assigned tasks.
• R2d

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  Managers Should Be Responsible for Employees’ Performance of Light-Duty Assignments. The managers of the departments to which light-duty personnel are assigned should be responsible for their presence and performance. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. Muni agrees with this recommendation and is confident that all transitional work employees are under supervisory control. A Transitional Work Program Coordinator as well as the supervisors 116 and superintendents to whom transitional work employees are assigned monitors the work performed. Worker’s Compensation staff also performs random checks.
• R2e

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  The Controller and Budget Analyst Should Audit the Light-Duty and Battery Pay Plans and the Workers’ Compensation Benefit Program. The Office of the Controller and the Budget Analyst's Office should conduct independent audits of the light-duty and battery pay plans and workers’ compensation benefit programs to determine the actual costs of the plans and benefits and the feasibility of determining ways to reduce the overall costs of those programs.
• R2f

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  Examine Plans to Ensure They Do Not Duplicate Benefits. Compensatory plans should be examined to ensure that, although they may provide similar assistance, they do not duplicate the benefits. Response Cleopatra Vaughns Chair Board of Directors Municipal Transportation Agency Michael T. Burns Executive Director of Transportation Municipal Transportation Agency August 25, 2004 Implemented. Muni has examined their plans and we are not aware of any compensatory plans that duplicate benefits to injured employees. Some employees may have obtained individual long-term or shortterm disability policies that may be used to supplement Workers’ Compensation benefits. Those plans are entirely outside of Muni’s control.
• R3
  Undertake Greater Outreach to Ensure Eligible Students Are Enrolled in Dream Schools. SFUSD should undertake greater outreach in order to insure that eligible students get enrolled in Dream Schools and that students not eligible are given every opportunity to attend their current school next year with equal or improved resources. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation has already been implemented, as described in Section 3.8, above. Over 280 new students have been assigned to the Dream Schools, and there is a wait list for the entering kindergarten class. The District will continue its efforts to inform families and students about the Dream Schools Initiative. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the District’s original response, the District took detailed and thorough action to ensure that students were aware of their opportunities and choices within the District, including the opportunity to attend a Dream School. Students who were attending a school that was converted to a Dream School were assigned to remain at that site unless they affirmatively chose to transfer to another school. There were no eligibility requirements to enroll in a Dream School.
• R3a

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  Allocate Resources According to the Change in Workload From Fire Suppression to EMS. Resource allocation and staffing should reflect the Department's change in workload from fire suppression to EMS.
• R3b

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  The Fire Chief Should Be Directed to Allocate Resources to Support the EMS Mission The Mayor, Board of Supervisors and the Fire Commission should direct and support the Chief in making resource allocation changes that properly support the EMS mission.
• R3c

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  The Board of Supervisors Should Direct the Fire Chief to Implement the Recommendations of the Controller’s Office The Board of Supervisors mandated the review of SFFD recently conducted by the Controller's Office. The Board should now act on and direct the Chief to implement the recommendations.
• R4
  Undertake Greater Outreach to Ensure Eligible Students Receive Free or Low-Cost Lunches. SFUSD should undertake greater outreach in order to insure that students who are eligible for free or low- cost lunches are receiving them. Responses Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 This recommendation has already been implemented, as described in Section 4.3, above. Arlene Ackerman Superintendent of Schools San Francisco Unified School District June 30, 2005 As noted in the District’s original response, the District took detailed and thorough action to ensure that parents and guardians filled out free and reduced lunch applications. Additionally, the District explained that SFUSD does not deny any student a free or reduced price lunch due to their parent’s failure to return the appropriate documentation. If a parent fails to return such documentation, the result is that the District will not be reimbursed for the lunch that is provided to the student. In the fall, the free and reduced cost lunch program application will be included in the August welcome packet sent home to all students. The forms in this packet all must be filled out and returned at the beginning of the school year, and are stapled together to ensure that parents understand that all of the enclosed forms must be filled out and returned. General Responses Dan Kelly, M.D. President Board of Education August 30, 2004 After receiving the Civil Grand Jury reports on the School District's programs in the Bayview Hunter Point and in the County Community Schools, I requested the Superintendent of Schools and her staff to review the Civil Grand Jury's findings and prepare the required responses. I greatly appreciated the Civil Grand Jury's interest in the education of the children of San Francisco and in particular in these two critical and important areas of our work. Having reviewed the Civil Grand Jury reports and the staffs responses, I am confident that you and the Civil Grand Jury will be reassured about the integrity and quality of the District's services both in the County Community Schools and in the Bayview Hunter's Point programs. As the responses we are submitting indicate, the District shares and even anticipates many of the concerns expressed by the Civil Grand Jury and is taking steps to address those concerns. In other areas, however, the Civil Grand Jury's expressed concerns did not represent accurate portrayals of the District's efforts or the community's desires. On the whole, the Civil Grand Jury has been a helpful exercise for us and the community in drawing attention to the importance that we place on the education of every child in San Francisco. Arlene Ackerman Superintendent of Schools San Francisco Unified School District August 30, 2004 The issues raised in the Civil Grand Jury Report are subject to active, ongoing federal court jurisdiction in the cases of SFNAACP v. SFUSD and Ho v. SFUSD. A Consent Decree was entered in the former case in 1983, and was amended as a result of settlements reached in the latter case in 1999 and most recently in 2001. The Consent Decree addresses a wide range of issues related to student assignment and educational equity. The District’s current student assignment system is mandated by the Consent Decree, as amended in 2001, and can only be changed by agreement of the parties or by order of the Court. The case is under the active supervision of Judge William Alsup of the United States District Court for the Northern District of California. Adele Destro Assistant Clerk of the Board Board of Supervisors October 25, 2004 The following is a follow-up report on the 2003-2004 Civil Grand Jury Report The More Things Change, The More They Stay The Same: The City and County of San Francisco and The San Francisco Unified School District Are Failing to Address the Educational Needs of the Bayview Hunters Point Community. The Board of Supervisors’ City Services Committee held a hearing on Thursday, October 21, 2004 on the Civil Grand Jury Report. The hearing was continued to the call of the Chair to be held at a time to allow for the attendance and participation of Supervisor Maxwell, parents and students. Adele Destro Assistant Clerk of the Board Board of Supervisors December 6, 2004 The following is a follow-up to the 2003-2004 Civil Grand Jury Report The More Things Change, The More They Stay The Same: The City and County of San Francisco and The San Francisco Unified School District Are Failing to Address the Educational Needs of the Bayview Hunters Point Community. The Board of Supervisors’ City Services Committee held a hearing on Thursday, December 2, 2004 on the Civil Grand Jury Report. Representatives from the San Francisco Unified School District responded to all the recommendations by the Civil Grand Jury. Parents and members of the community were heard during public comment and the matter was filed at the conclusion of the hearing. Adele Destro Assistant Clerk of the Board Board of Supervisors June 29, 2005 The Board of Supervisors’ City Services Committee held a hearing on Thursday, December 2, 2004. Representatives from the SFUSD responded to all the recommendations by the Civil Grand Jury. Parents and members of the community were heard during public comment and the matter was filed at the conclusion of the hearing. TERMS SFUSD -San Francisco Unified School District BVHP -Bayview Hunters Point HP -Hunters Point CGJ -Civil Grand Jury 151 Civil Grand Jury Recommendations Board of San Francisco SFUSD and Department Reponses Education Redevelopment Agency SFUSD should provide the Bayview Hunters Students have right to select Point district with neighborhood schools 1 schools from any neighborhood commensurate to its population of eligible within the District. (Disagree) local students. SFUSD and the Redevelopment Agency Based on consultant should forge a plan to build additional schools The SFUSD Master Facilities Plan data, SFUSD has not 2 in the Bayview Hunters Point region in order projects excess capacity at the determined that to address projected needs arising from District. additional schools will development of new housing. be required. SFUSD should undertake greater outreach in order to insure that eligible students get enrolled in Dream Schools and that students 3 Implemented not eligible are given every opportunity to attend their current school next year with equal or improved resources. SFUSD should undertake greater outreach in order to insure that students who are eligible 4 Implemented for free or low-cost lunches are receiving them. For each recommendation, the Civil Grand Jury did not require responses from all departments. The table only identifies those departments that responded to specific recommendations. CHAPTER 4 COUNTY COMMUNITY SCHOOLS: POOR STEPCHILDREN OF THE SAN FRANCISCO UNIFIED SCHOOL DISTRICT
• R4a

  Page 1
  Recruit and Retain Firefighter/Paramedics Recruitment and retention of firefighter/paramedics is a critical problem that needs immediate attention. The Department should hire additional firefighter/paramedics and/or cross-train more existing personnel to be firefighter/paramedics as soon as possible.
• R4b

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  Cross-train Both Officers and Firefighters Officers should be cross-trained as well as rank and file firefighters. Officers who are already crosstrained should continue their paramedic licensure and use their paramedic skills in their command positions.
• R4c

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  Reduce Ambulance Workloads Alleviation of heavy ambulance workloads should be addressed as soon as possible. The necessity for a 24-hour ambulance shift should be reviewed as well as other options for transporting patients.
• R4d

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  Celebrate the Dedication of Staff and Students in the County System Celebrate the dedication and hard work of administrators, teachers and students in the county system. Give them the supplies they desperately need. "Nothing succeeds like success," but even the most dedicated laborers will burn out if their efforts are not recognized.
• R5a

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  Identify and Discipline Those Engaging in Harassing Behavior Department leadership should identify the stations where harassment is occurring. Those engaging in harassing behavior should be appropriately disciplined. The range of discipline should include suspension with or without pay and/or firing, depending on the degree of harassment. Harassers who are not fired should be reassigned to different stations.
• R5b

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  Hold Officers Accountable for Actions or Inactions Related to Harassment. Ranking officers should be held accountable for their actions or inaction related to harassment. Officers who participate in or allow those under their supervision to participate in harassment should be disciplined. The range of discipline should include suspension without pay, demotion and/or firing, depending on the severity of the offense.
• R5c

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  Hold Fire Department Leadership Accountable for Eliminating Harassment The Fire Commission should hold Department leadership accountable for eliminating harassment.
• R6
  Provide Comprehensive Leadership and Command Training for All Officers The Department should provide comprehensive leadership and command training for all officers prior to their assumption of command. Periodic training should emphasize professionalism, responsibility and accountability and be given on a regular, ongoing basis. Training should include conflict resolution and team building. Responses Joanne Hayes-White Chief of Department Fire Department August 23, 2004 The roles and responsibilities of the officer-as-supervisor have changed dramatically over the years. At one time, a supervisor just needed to be respected by their peers to perform adequately. The role of the supervisor has evolved dramatically. Today, a successful supervisor in the Fire Service must not only understand and know operations and tactics about a broad scope of potential challenges, but be well versed in modern management and personnel theory. Assistant Deputy Chief Tom Siragusa and his training staff are currently researching leadership and command programs for all SFFD Officers. Examples will be drawn from civilian corporations, uniformed public service agencies and even officer training programs from the Armed Forces. In fact, the Department recently completed a comprehensive three-day Battalion Chief Academy training program. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 STATUS AS OF JUNE 2005: The recommendation has been implemented In the last nine months, management and supervisory classes were held for members accepting provisional promotions into the officer ranks. Curriculum included modules in customer service, professional demeanor, conflict resolution and teambuilding, administrative responsibilities, review of fire tactics, dealing with high risk, low frequency operations such as high-rise fires, BART / MUNI responses, management multi-casualty incidents and disaster operations. Accountability is a key element to the success of any organization, and is expected from every member of this Department regardless of rank. This administration continues to hold all its members accountable for performance and behavior. While the administration continues to hold all members accountable for their actions, promotional exams and permanent appointments are crucial to executing this recommendation. The Department looks forward to resolution between the Civil Service Commission and Local 798 regarding the promotional certification rule.
• R7a

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  Develop Secondary Promotional Criteria for Submission to the Civil Service Commission Department leadership should develop and submit secondary promotional criteria to the Civil Service Commission for approval as soon as possible. Although there is a legal appeal in process and the Department will not be able to act until this appeal is resolved, it is imperative that the Department be ready to proceed with examinations and selections after the appeal is adjudicated.
• R7b

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  The Mayor Should Investigate Why the Fire Department Has Not Given Promotional Examinations The Mayor should investigate why promotional examinations have not been given in the SFFD and determine what the financial ramifications are.
• R7c

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  The Mayor Should Investigate Why the Civil Service Commission Implemented a Certification Rule Not Supported by Management and Labor The Mayor should investigate why the Civil Service Commission implemented a new certification rule that neither management nor labor want.
• R8a

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  Determine the extent of on-duty alcohol consumption and substance abuse. The Department needs to determine the extent of on-duty alcohol consumption and substance abuse among Department personnel as soon as possible.
• R8b

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  Negotiate for expanded and random drug and alcohol testing. The Department should negotiate for expanded and random drug and alcohol testing as soon as possible.
• R8c

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  Establish and Internal Investigative Unit The Department should establish an Internal Investigative Unit that reports directly to the Chief. Investigators trained in identifying people who are under the influence should staff this Unit. The investigators should have complete authority to make unannounced visits to fire stations and to conduct drug and alcohol tests. They should have access to lockers used by firefighters for storage of personal items.
• R8d

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  Implement a Strong and Clear Drug Policy The Department needs to implement a strong, clear, and effective drug policy.
• R8e

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  Institute and Outreach Program The Department should institute an outreach program to help identify and refer for treatment those members with alcohol and substance abuse problems.