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Extraído del Informe Consolidado
Esta investigación fue publicada originalmente como parte de un informe consolidado más amplio que contiene múltiples investigaciones. Consulte el PDF consolidado para ver el documento completo.
⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 1 findings
F3
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4: Parents assume that DCSS and the court will handle their paperwork safely and with dispatch.
Recommendations 3
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R3aPage 211Use a Full-Time Phone Team to Answer Calls SFDCSS should plan for installation of a full-time phone team trained to deal with ordinary questions and problems of clients. CGJ recommends that it be patterned after that of the Contra Costa County DCSS. Otherwise, teams and the ombudsperson should make every effort to follow DCSS policy and answer phones in person as often as possible. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Disagree: The Department believes that does, in fact, have staff operating as a Phone Call Center. As stated in our overview presentation to the CGJ in November 2003, the Department has six (6) Operational Teams that handle a caseload of approximately 27,000 cases. On each business day, each Operational Team assigns two (2) Child Support Officers (CSO’s) to answer phone calls from the public. This means that on every business day, there is twelve (12) CSO’s assigned to answer phones. This compares more favorably than the Phone Team that the CGJ viewed in Contra Costa County. According to the CGJ finding, the eight (8) people Phone Team in Contra Costa County answers all phone calls. It should be noted that Contra Costa County DCSS has a caseload of approximately 42,000 cases or 5,250 cases per operator. Department allocates twelve (12) CSO’s to answer all phone calls for a caseload of approximately 27,000 cases or 2,250 cases per CSO. On a daily basis, Department assigns twelve (12) fully trained and experienced CSO’s to answer phones. It should be noted that some counties use clerical staff or lower classifications to answer phone calls. This results in information being forwarded to another staff person, usually an experienced CSO for follow-up action adding to delayed responses. Department assigned to answer phone calls are fully trained and experienced CSO’s who can handle the call when taken. There are no referrals to other staff or units for follow-up. Whoever answers the phone that day is assigned the task/problem presented by that phone call. This results in quicker and more efficient activity. In the last Fiscal Year, Department staff logged in 61,234 phone calls. This translates to an average of 5,103 phone calls per month; an average of 306 calls per business day. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Partially Implemented: It is the intention of the California Department of Child Support Services to implement a statewide call-center beginning the fall of 2006. This system will have regionalized offices that provide initial customer call responses for all 58 counties. The counties have been advised by the state and are preparing integrate its current services into the new system. In the meantime, the Department does have staff operating as a Phone Call Center. The Department currently has full time case workers responding to and resolving customer complaints and concerns every business day between the hours of 8:00am and 5:00pm. The Department has five (5) Operational Teams that handle a caseload of approximately 27,000 cases. On each business day, each Operational Team assigns two (2) Child Support Officers (CSO’s) to answer phone calls from the public. In the last Fiscal Year, Department staff logged in 61,234 phone calls. This translates to an average of 5,103 phone calls per month; an average of 306 calls per business day. According to the CGJ finding, the eight (8) people Phone Team in Contra Costa County answers all phone calls for a caseload of approximately 42,000 cases. That means the San Francisco has more staff dedicated to phone support than Contra Costa and that the support provided is by professional Child Support Officers that can respond immediately to concerns and avoid unnecessary delays for our clients. This means that on every business day, there are ten (10) CSO’s assigned to answer phones. This compares more favorably than the Phone Team that the CGJ viewed in Contra Costa County. It should be noted that Contra Costa County DCSS operates as the emergency response unit for the County. The funding required to develop and implement Contra Costa’s call center was provided by the County directly and had an estimated cost of approximately $1.0 million and includes hardware, software, plasma screens, staffing, etc. The Department is working to develop a cost-effective version of the Contra Costa center by centralizing the existing staff and providing additional training to Child Support Officers’ to improve their customer service performance. It should be noted that some counties use clerical staff or lower classifications to answer phone calls. This results in information being forwarded to another staff person, usually an experienced CSO for follow-up action adding to delayed responses.
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R3bPage 212Parents Keep Copies of all Paperwork and Back-up Its Information on Computers CSOs and/or attorneys should advise parents to keep back-up copies of all paperwork and bring it with them to court. The committee recommends that DCSS arrange to store all back-up information on computer so that information will not be lost. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department has an existing regulation that requires Department staff to remind all parties to a case that they are advised to keep back-up copies of all relevant documents and bring them to court. On all cases that go to court hearing, the assigned Department attorney is responsible for maintaining a hardcopy litigation file folder that contains all the required documents/information. In addition, each party submits all documents required by the Court to the Court file. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department has an existing regulation that requires Department staff to remind all parties to a case that they are advised to keep back-up copies of all relevant documents and bring them to court. On all cases that go to court hearing, the assigned Department attorney is responsible for maintaining a hardcopy litigation file folder that contains all the required documents/information. In addition, each party submits all documents required by the Court to the Court file.
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R3cPage 213Reconcile Cross-Complaints by Parents and Eliminate Costly Court Appearances DCSS should make every effort to reconcile cross-complaints by both parents and eliminate the need for a costly court appearance. However, when the court procedure is necessary, each parent should be given formal and timely notice. Responses Karen M. Roye Assistant Director Department of Child Support Services July 23, 2004 Agree: The Department recognizes the cost benefits of settling cases before and/or without going to court. This is stressed in our training and procedures. At every step in the process, the other party is offered the option of agreeing or stipulating to a settlement without going to court. However, it is not possible to settle all issues without going to court. For example, disputes between the parties as to actual income, actual childcare costs, actual hours of custody/visitation, etc. are issues that can only be decided by the Court. It is the practice of our Court and our legal staff that prior to every court calendar session, CSO’s assigned to assist our attorneys will meet with all appearing parties to review the issues and to see if any agreement or stipulation is possible before the matter is called before the Court. Any such settlements/agreements reduce the time and demand of the Court and our attorneys. Karen M. Roye Director Department of Child Support Services June 27, 2005 Agree/Implemented: The Department recognizes the cost benefits of settling cases before and/or without going to court. This is stressed in our training and procedures. At every step in the process, the other party is offered the option of agreeing or stipulating to a settlement without going to court. However, it is not possible to settle all issues without going to court. For example, disputes between the parties as to actual income, actual childcare costs, actual hours of custody/visitation, etc. are issues that can only be decided by the Court. It is the practice of our Court and our legal staff that prior to every court calendar session, CSO’s assigned to assist our attorneys will meet with all appearing parties to review the issues and to see if any agreement or stipulation is possible before the matter is called before the Court. Any such settlements/agreements reduce the time and demand of the Court and our attorneys. In addition, the Department has implemented its Enhanced Parental Involvement Collaborative in order to increase participation of non-custodial parents (NCP) and reduce the number of default orders that adversely impact the NCP. This program includes higher levels of customer service and outreach, bilingual support, case management by specific case workers, and increased initiation of communication by caseworkers. The results have been better than anticipated with 95% participation by NCPs in the process of stipulations rather than default orders. General Responses Gavin Newsom Mayor Office of the Mayor September 7, 2004 I am pleased to present my response to the 2003-2004 Civil Grand Jury report on the Department of Child Support Services (DCSS). This letter underscores my continued commitment to work with DCSS to facilitate and implement changes that will help the Department better serve the citizens of San Francisco. I have carefully considered the findings and recommendations of the Civil Grand Jury, as well as the Department’s response. The Department has demonstrated thoughtful analysis and a strong commitment to implement the necessary changes. Thus, it is with full confidence that I concur with the Department’s response to the Civil Grand Jury report. I submit the following responses to the specific Civil Grand Jury recommendations: I. IN-TAKE PROCESS I commend the steps that DCSS has already taken to help facilitate the in-take process for parents in need of free services, especially with regard to cultural sensitivity. In order to make the in-take process more transparent, DCSS has done the following: • Begun to develop a flow chart, in multiple languages, that outlines the entire process, • Increased the number of outreach materials, • Produced posters, flyers and videos that will be available at libraries, hospitals, and community agencies, • Initiated development of a website where customers can access case status, • Collaborated with the Family Law Facilitator to develop a pamphlet to be distributed at all branch offices. II. PRINTED INFORMATION I commend the Department’s efforts to quickly implement change in regards to the Civil Grand Jury recommendations on printed materials. The Department has done the following in order to provide a more accessible and welcoming office environment: • Purchased and installed display racks for increased accessibility to printed information, • Will provide printed material for the law facilitator’s offices and courts, • Begun work with Department of Public Works to renovate the office and create a more welcoming environment. III. CASE MANAGEMENT I am pleased that DCSS has taken a proactive response to the issue of back-up materials and reconciling cross-complaints by parents, there by eliminating the need for costly court appearances. DCSS has made it clear that they advise parents on both issues, in order to best serve their customers. In conclusion, I offer my thanks to the 2003-2004 Civil Grand Jury for their service to the City and County of San Francisco, and applaud their commitment to improving the effectiveness of City government. Adele Destro Assistant Clerk of the Board Board of Supervisors September 24, 2004 The following is a response to the 2003-2004 Civil Grand Jury Report, San Francisco Department of Child Support Services: Putting the Children First, in accordance with Penal Code Section 933 and Administrative Code Section 2.10. The Board of Supervisors’ City Services Committee held a hearing on Thursday, September 23, 2004 on the Civil Grand Jury Report. Representatives from both the Civil Grand Jury and the Department of Child Support Services were present at the hearing. Child Support Services agreed to all but 1 of 9 recommendations by the Civil Grand Jury and may be willing to revisit this recommendation providing funding is available. Some of the recommendations have also been implemented. The City Services Committee has filed the matter. The Board of Supervisors’ City Services Committee held a hearing on September 23, 2004. Child Support Services agreed to all but 1 of 9 recommendations by the Civil Grand Jury and may be willing to revisit this recommendation providing funding is available. Some of the recommendations have also been implemented. The City Services Committee has filed the matter. Adele Destro Assistant Clerk of the Board Board of Supervisors June 29, 2005 The Board of Supervisors’ City Services Committee held a hearing on September 23, 2004. Child Support Services agreed to all but 1 of 9 recommendations by the Civil Grand Jury and may be willing to revisit this recommendation providing funding is available. Some of the recommendations have also been implemented. The City Services Committee has filed the matter. TERMS DCSS -Department of Child Support Services (county, state, federal) CGJ- Civil Grand Jury CSO -Child Support Officer CALWORKS -California Work Opportunity and Responsibility to Kids MEDICAID -Source of government funding for medical- and health-related services for people with limited income. FOSTER CARE -Social Services Department's paid placement of a child with foster caregivers instead of with birth family. WICSEC -Western Interstate Child Support Enforcement Council SACSS -State Automated Child Support System 209 Civil Grand Jury Recommendations Department of Child and Department Reponses Support Services Written materials (in translation when appropriate) to be presented and explained at in-take should include a flow chart outlining the process to be undertaken from start to finish. Agree/ 1a Specifics should describe all of the players in the process and Implemented their roles-especially including DCSS, their computer and phone systems, and all its divisions: in-take, DSOs, attorneys and the ombudsperson. The role of the court and the Family Law Facilitator and how they can be accessed should be explained-especially if it Agree/ 1b appears that the parents will be unwilling or unable to stipulate a Implemented plan for child support. Packet information should be reinforced by the use and Agree/ 1c distribution of posters, flyers and videos made available in Implemented libraries, churches, shops, hospitals and community agencies. SFDCSS should add to its long-range plan the production of multilingual educational videos and television and radio 1d advertisements. By collaborating with other agencies and by accessing volunteer time, talent and dollars, DCSS can expand its services to clientele. In an attractive and efficient manner. DCSS should set up, monitor and stock regularly display racks of written materials Agree/ 2a and handouts at all DCSS offices, law facilitators offices and Implemented courtrooms. Re-arrange the main-office entry so that DCSS looks more like a Agree/ 2b sanctuary than a jail. {Pattern reception area after that of the Implemented Contra Costa County DCSS.} SFDCSS should plan for installation of a full-time phone team trained to deal with ordinary questions and problems of clients. CGJ recommends that it be patterned after that of the Contra Agree/ 3a Costa County DCSS. Otherwise, teams and the ombudsperson Partially Implemented should make every effort to follow DCSS policy and answer phones in person as often as possible. CSOs and/or attorneys should advise parents to keep back-up copies of all paperwork and bring it with them to court. The Agree/ 3b committee recommends that DCSS arrange to store all back-up Implemented information on computer so that information will not be lost. DCSS should make every effort to reconcile cross-complaints by both parents and eliminate the need for a costly court Agree/ 3c appearance. However, when the court procedure is necessary, Implemented each parent should be given formal and timely notice. 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 8 CONTINUITY REPORT
Conclusions 12
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CL1adopt Legislative Findings on the proposed amendments to Civil Service Commission Rule 313 – Certification of Eligibles Applicable to the Uniformed Ranks of the Fire Department;
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CL2adopt proposed amendments to Civil Service Commission Rules Applicable to the Uniformed Ranks of the Fire Department, Rule 313 – Certification of Eligibles; and
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CL3adopt for further clarification that prior to the issuance of any job announcement, secondary criteria shall be presented to the Civil Service Commission for its approval and will be discussed in open session with all parties interested. The adopted Rules for promotions in the San Francisco Fire Department utilize a selection device, Statistically Valid Grouping, that identifies those candidates with comparable knowledge skills and abilities, ensures compliance with Federal, State and local anti-discrimination laws, and enables the Chief of the Department to select the best-qualified candidates. 83
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CL4Begun to develop a flow chart, in multiple languages, that outlines the entire process,
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CL5Increased the number of outreach materials,
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CL6Produced posters, flyers and videos that will be available at libraries, hospitals, and community agencies,
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CL7Initiated development of a website where customers can access case status,
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CL8Collaborated with the Family Law Facilitator to develop a pamphlet to be distributed at all branch offices. II. PRINTED INFORMATION I commend the Department’s efforts to quickly implement change in regards to the Civil Grand Jury recommendations on printed materials. The Department has done the following in order to provide a more accessible and welcoming office environment:
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CL9Purchased and installed display racks for increased accessibility to printed information,
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CL10Will provide printed material for the law facilitator’s offices and courts,
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CL11Begun work with Department of Public Works to renovate the office and create a more welcoming environment. III. CASE MANAGEMENT I am pleased that DCSS has taken a proactive response to the issue of back-up materials and reconciling cross-complaints by parents, there by eliminating the need for costly court appearances. DCSS has made it clear that they advise parents on both issues, in order to best serve their customers. 207 In conclusion, I offer my thanks to the 2003-2004 Civil Grand Jury for their service to the City and County of San Francisco, and applaud their commitment to improving the effectiveness of City government. Adele Destro Assistant Clerk of the Board Board of Supervisors September 24, 2004 The following is a response to the 2003-2004 Civil Grand Jury Report, San Francisco Department of Child Support Services: Putting the Children First, in accordance with Penal Code Section 933 and Administrative Code Section 2.10. The Board of Supervisors’ City Services Committee held a hearing on Thursday, September 23, 2004 on the Civil Grand Jury Report. Representatives from both the Civil Grand Jury and the Department of Child Support Services were present at the hearing. Child Support Services agreed to all but 1 of 9 recommendations by the Civil Grand Jury and may be willing to revisit this recommendation providing funding is available. Some of the recommendations have also been implemented. The City Services Committee has filed the matter. The Board of Supervisors’ City Services Committee held a hearing on September 23, 2004. Child Support Services agreed to all but 1 of 9 recommendations by the Civil Grand Jury and may be willing to revisit this recommendation providing funding is available. Some of the
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CL12As noted in the original Response, since its inception in 1996, the merger has accomplished a substantial and dramatic improvement in the quality of emergency medical services. The Department is continuing to enhance its provision of emergency medical services through continuous quality improvement and implementation of the EMS Reconfiguration, with monitoring and oversight by the Fire Commission. Adopted at the Regular Meeting of the San Francisco Fire Commission on July 14, 2005. Joanne Hayes-White Chief of Department Fire Department August 1, 2005 On behalf of the San Francisco Fire Department, I am submitting the current status of the implementation of the recommendations of the 2003-2004 San Francisco Civil Grand Jury report. Most of us are all too aware that the Fire Department has faced a number of challenges in the last 18 months. In spite of the current landscape, the Department has made significant progress in almost every area identified by the Grand Jury. Zealous media scrutiny, highly publicized medical and fire incidents, and the worst fiscal climate in San Francisco’s recent history serve to make our progress all the more significant. While swift and dramatic change is never easy on an organization or the people in it, the men and women of the San Francisco Fire Department have continued to serve this City with unwavering professionalism and dedication. I am proud to serve with each and every member of this Department; they are our Department’s greatest asset. It is therefore, with great respect and pride that I submit to you the current status of the implementation of the recommendations of the 2003-2004 San Francisco Civil Grand Jury report. 85 TERMS Ambulance - A vehicle equipped to assess, treat and transport medical patients. Also known as Medic Units, they carry some firefighting equipment to provide medical and rescue support. The SFFD has 19 such units that are staffed by one firefighter/paramedic and one firefighter/EMT . The SFFD also staffs one or two ambulances per day with two paramedics. These ambulances provide ALS treatment and medical transport and carry less fire suppression equipment than Medic Units. BLS - Basic Life Support. Persons trained in BLS can provide Cardio-Pulmonary Resuscitation (CPR), basic first aid and patient transport, and can use an external defibrillator DPH - Department of Public Health. EMS - Emergency Medical Services. EMT - Emergency Medical Technician. A person trained and certified in BLS. SFFD requires that all new firefighters must have EMT-licensure. Currently, 74% of SFFD firefighters are EMT -1 certified. Emergency Medical Response Times -The San Francisco Emergency Medical Services Agency of the DPH has performance standards governing the maximum allowable elapsed time, from call to arrival of the first responder to medical emergencies. The SFFD responds to two types of calls, Code 2 and Code 3. Code 2 calls are non-life threatening; Code 3 calls are tbose that are life threatening. The SFFD measures 3 responses to Code 3 calls: - Responders capable of performing BLS and defibrillation. Response time is 5 minutes. - Responders capable of performing ALS. Response time is 10 minutes. - Responders capable of patient transport. Response time is 12 minutes. Engine -A fire suppression apparatus staffed by an officer and three firefighters and equipped with a pump, hose and a water supply. Each of the 42 fire stations in San Francisco has an engine. Firefighter -A member trained in fire suppression. Firefighter-EMT -A member trained in fire suppression and BLS. Firefighter-Paramedic -A member trained in fire suppression who is also a licensed paramedic capable of delivering ALS emergency medical care as well as BLS. Heavy Rescue Squad -Staffed by an officer, a driver (firefighter) and two firefighter EMTs, the Department's two rescue squads are first responders on medical calls. The Rescue Trucks are specially equipped with infrared camera, Jaws of Life and scuba gear, as well as medical equipment and defibrillators. Rescue squad members are trained in scuba, surf, hazardous materials, cliff, tunnel and confined space rescue. Like Work Like Pay -A short-term acting officer assignment, usually for a day at a time. The pay is at the higher rate for time worked only. Medic Unit -A staff of either two firefighter/paramedics or one firefighter/paramedic and one firefighter- 86 TERMS (continued) EMT: medic units provide ALS treatment and transport of ALS and BLS patients suffering in medical emergencies. Medic units also carry firefighting equipment and can provide medical and rescue support at fires and other emergencies. The SFFD has 19 such units. The term “ambulance” is used in this report to mean Medic Unit. Member- Officers and other personnel of the SFFD. MOU -Memorandum of Understanding between the City and County of San Francisco and San Francisco Firefighters Union, Loca1798, IAFF, AFL -CIO. Provisional Officer -A temporary officer who is a st ep closer to permanent status than an Acting Officer. The member is appointed by the Chief for u p to 3 years or more with approval of the Human Resources Director. A physical examination is required for a provisional officer appointment. Provisional officers are paid at the hig her level when on duty and on vacation or sick leave. A provisional officer who retires will receive retirement benefits based on the higher salary. Truck -Called “hook and ladder” by laymen, trucks are staffed with an officer (lieutenant or captain), one driver firefighter, one tiller firefighter, one firefighter-EMT and one firefighter. Trucks carry ladders and other equipment and are used to provide ladder access, rescue and ventilation. Technical definitions derived from SFFD data and the City and County of San Francisco Office of the Controller's report, “A Review of the San Francisco Fire-EMS System, April 28, 2004. 87 Civil Grand Jury Recommendations Fire Department of Civil Service Health Fire Chief and Department Reponses Commission Public Health Commission Commission SFFD and DPH should establish specific Disagree in criteria for measuring the success of the Part. As of merger. They should determine the 6/05, Portions 1a steps necessary to complete the merger. Agree of the Agree Agree Steps to be taken and the establishment recommendati of timelines should be delineated and ons have been agreed upon as soon as possible. implemented. Once criteria and timelines are established, the Chief and the Fire Disagree. See 1b Agree Agree Agree Commission should be held accountable Note 1a. by the Mayor for achieving them. The Mayor should appoint a health professional, preferably one with Not Not 1c Implemented Not Applicable Emergency Medical Services Applicable Applicable experience, to the Fire Commission. The Fire and Health Commissions 1d should meet jointly at least quarterly for Disagrees Not Applicable Agree Agree better oversight of SFFD 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 Agree/ Agree/ Not Not 1e statement. The Fire Commission, the Implemented Implemented Applicable Applicable Chief and Department leadership should promote and support EMS by communicating the value of its mission throughout the Department. Given that most alarms are false and those that are not are medical in nature, Not Not 1f Implemented Disagree SFFD should respond with appropriate Applicable Applicable staff and equipment. Department leadership should confront the commonly held perception that Local 2 Disagree 798, rather than the Chief, is "running the department." Resource allocation and staffing should 3a reflect the Department's change in Agree Disagree workload from fire suppression to EMS. The Mayor, Board of Supervisors and the Fire Commission should direct and 3b support the Chief in making resource Agree Agree allocation changes that properly support the EMS mission. 88 Civil Grand Jury Recommendations Fire Department of Civil Service Health Fire Chief and Department Reponses Commission Public Health Commission Commission The Board of Supervisors mandated the review of SFFD recently conducted by Not Partially 3c the Controller's Office. The Board should Applicable Implemented now act on and direct the Chief to implement the recommendations. Recruitment and retention of firefighter/paramedics is a critical problem that needs immediate attention. The Department should hire additional Agree/In 4a firefighter/paramedics and/or cross-train Process more existing personnel to be firefighter/paramedics as soon as possible. Officers should be cross-trained as well as rank and file firefighters. Officers who are already cross-trained should Agree/In 4b continue their paramedic licensure and Process use their paramedic skills in their command positions. Alleviation of heavy ambulance workloads should be addressed as soon as possible. The necessity for a 24-hour Agree/In 4c ambulance shift should be reviewed as Process well as other options for transporting patients. Department leadership should identify the stations where harassment is occurring. Those engaging in harassing behavior should be appropriately disciplined. The range of discipline Agree/ 5a Implemented should include suspension with or Implemented without pay and/or firing, depending on the degree of harassment. Harassers who are not fired should be reassigned to different stations. Ranking officers should be held accountable for their actions or inaction related to harassment. Officers who participate in or allow those under their Agree/ 5b supervision to participate in harassment Implemented Implemented should be disciplined. The range of discipline should include suspension without pay, demotion and/or firing, depending on the severity of the offense. The Fire Commission should hold 5c Department leadership accountable for Agree Implemented eliminating harassment. 89 Civil Grand Jury Recommendations Fire Department of Civil Service Health Fire Chief and Department Reponses Commission Public Health Commission Commission The Department should provide comprehensive leadership and command training for all officers prior to their assumption of command. Periodic 6 training should emphasize Implemented professionalism, responsibility and accountability and be given on a regular, ongoing basis. Training should include conflict resolution and team building. 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 Will be 7a process and the Department will not be Agree Implemented 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. Exams ready, The Mayor should investigate why waiting for promotional examinations have not been 7b Not Applicable Chief w/ given in the SFFD and determine what secondary the financial ramifications are. criteria The Mayor should investigate why the Civil Service Commission implemented a CSC has the 7c Not Applicable new certification rule that neither authority management nor labor want. The Department needs to determine the extent of on-duty alcohol consumption Agree/ 8a and substance abuse among Implemented Department personnel as soon as possible. The Department should negotiate for 8b expanded and random drug and alcohol Implemented testing as soon as possible. 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 8c investigators should have complete Implemented 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. 90 Civil Grand Jury Recommendations Fire Department of Civil Service Health Fire Chief and Department Reponses Commission Public Health Commission Commission The Department needs to implement a Agree/ 8d strong, clear, and effective drug policy. Implemented The Department should institute an outreach program to help identify and Agree 8e refer for treatment those members with /Implemented alcohol and substance abuse problems. 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. 91 This page intentionally left blank. 92 CHAPTER 2 ON-TIME PERFORMANCE AND SERVICE GOALS REMAIN A FICTION: MUNI'S MISMANAGEMENT AND WORKER PROBLEM
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